BACHELOR S DEGREE IN BUSINESS ADMINISTRATION

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1 BACHELOR S DEGREE IN BUSINESS ADMINISTRATION Course Human Resource Management Module Business Organization Area Character Compulsory Code Organization and Human Resources Credits 6 Attendance 3 Non Attendance 3 Year Third Term 5 COURSE COORDINATOR Responsible Department Professor ORGANIZACIÓN DE EMPRESAS Coordinator: Mª José Pérez Rodríguez Mª José Pérez Rodríguez SYNOPSIS BRIEF DESCRIPTION The course addresses human resource topics from a strategic perspective, considering how human resource management might aid in developing competitive advantage and what might be done to fulfill this potential. PRE-REQUISITES Not applicable. OBJECTIVES The main objective will be to provide a solid foundation of knowledge of basic HRM topics. The subject gives the student an understanding of strategic HRM policy and its translation into HRM 1

2 tools. Specifically, HR activities include the formal policies of the organizations, the actual daily practices that people experience and assessment of their effectiveness. COMPETENCES General: CG1, CG2, CG3, CG4 Cross-sectional: CT1, CT2, CT3, CT4, CT5 Specific: CE2, CE3, CE4, CE7 TOPICS COVERED (Syllabus) About the subject Understanding HRM: Challenges and Topics Methodological process PART I. INTRODUCTION Chapter 1. Introduction to Human Resource Management The Changing Environment of HRM The Changing Role of HRM Trends influencing HRM Strategic Human Resource Management Planning and Implementing Strategic HR Policies Selecting HR Strategies to Increase Firm Performance The HR Department and Managers PART II. THE CONTEXTS OF HUMAN RESOURCE MANAGEMENT Chapter 2. Managing Work Flows and Conducting Job Analysis Work: The Organizational Perspective, The Group Perspective and The Individual Perspective Designing Jobs and Conducting Job Analysis The Flexible Workforce Competency-Based Trends Chapter 3. Human Resource Planning Strategic and HR Planning The Labor Market: Supply and Demand The HR Planning Process Human Resource Information Systems PART III. ACQUIRING HUMAN RESOURCES Chapter 4. Recruitment, Selection and Socialization The Hiring Process Effective Staffing o Interactions of the Recruit and the Organizations o Methods of Recruiting: Internal/Outside Sources of Candidates o Recruiting a More Diverse Workforce Selecting Employees o The Fundamentals o Selection Criteria o Fit assessments: Influences on the Selection Process Employee Orientation and Socialization Chapter 5. Managing Employee Separations, Downsizing, and Outplacement Defining Employee Separations and Categories of Employee Separations Early Retirements Layoffs Providing Outplacement PART IV. DEVELOPING HUMAN RESOURCES Chapter 6. Employee Training Training and Development Effective Training The Training Process o Assessing Needs o The Objectives of Training o Conducting Training 2

3 o Assessing the Effectiveness of Training Chapter 7. Managing Careers Career Development: Definition and Challenges Enhancing Diversity Through Career Development Effective Career Development o Assessing Needs o Providing Direction o Development Phase Chapter 8. Performance Evaluation and Management Purposes of Evaluation Format of Evaluation Selected Evaluation Techniques Potential Problems in Performance Evaluations Performance Management Managing the Causes of Problems PART V. REWARDING HUMAN RESOURCES Chapter 9. Managing Compensation Objective of Compensation External and Internal Influences on Compensation Designing a Compensation System Job versus Individual Pay Compensation Tools Chapter 10. Rewarding Performance and Administering Benefits Pay for Performance: The Challenges o Types of Pay-for-Performance Plans o Designing Pay-for-Performance Plans The Benefits Strategy o Legally Required Benefits and Voluntary Benefits o Administering Benefits TEACHING ACTIVITIES DISTRIBUTION Theoretical classes % of Total Credits 18% The instructor will cover the topics of the subject promoting student s participation. The student will read the chapter in advance. Practical classes % of Total Credits 18% The course will emphasize student development of HRM skills. Learning will be facilitated through the use of vehicles such as textbook readings, class discussion, exercises/activities, cases, and lectures. Several of the in-class activities will involve small group discussions. Other Activities % of Total Credits 64% Self-assessment exercises, Videos, Study periods, Tutorials, Seminars will be held once a month Exams ASSESSMENT 55% There will be one final exam to evaluate the knowledge of chapters There is a minimum mark of 5 out of 10 in the exam to compute the final average and, thereby, the student must obtain with the mark of the continuous assessment the final passing grade. Preparation and presentation of cases 25% The cases at the end of each chapter will give the opportunity to examine issues and situations that happen in real life and apply to the concepts of the chapter. 3

4 Resolution and discussion of exercises 15% There will be experiential exercises, self-assessment exercises, videos and discussion questions at the end of each chapter. Class participation and preparation The instructor will elaborate a Subject Memoir to register the student s participation in class. ASSESSMENT CRITERIA Teaching-learning process. The student s learning will be the key issue. Continuous assessment. The assessment of the student s work both inside and outside the classroom is continuous. The activities to be carried out both inside and outside the classroom are clearly established. The professor will provide frequent evaluations of student progress. Class Attendance. Attending classes on-time and for the full period of the class is compulsory (90% of the lessons). After the first month and a half attendance (performing practical activities of the subject), the student is deemed to follow the system of continuous assessment. If the student follows the continuous assessment, the final grade will be that obtained from applying the criteria set in the course tab, even if he/she does not sit for the final ordinary exam. If the student decides not to follow the continuous assessment and does not sit for the final ordinary exam, the rating will be NP (Not Evaluated). In the extraordinary call, if the student does not sit for the exam, the rating will be NP (Not Evaluated), regardless whether he/she followed the continuous assessment. In the case the student sits for the exam, the grade will be the result of applying the evaluation criteria set in the course tab. Tutorials. The times for tutorials are published in the Department Notice Board as well as in the website. Basic Rules for Students: Duties. Studying, Attendance to lectures, Responsible participation and cooperation to meet the subject goals. Group. Changes of group are not permitted. Exam. The final exam will be carried out in the date and place officially stated by the Dean s Team. 5% 4

5 RESOURCES GENERAL BIBLIOGRAPHY Dessler, G. (2009). Fundamentals of Human Resource Management. Pearson, New Jersey, Second Edition (International Edition). Gómez-Mejía, L.R, Balkin, D.B, & Cardy, R.L. (2010). Managing Human Resources. Pearson, New Jersey, Sixth Edition (Global Edition). Ivancevich, J.M. (2010). Human Resource Management. McGraw-Hill, New York, Eleventh Edition (International). FURTHER READING Byars, L.L., & Rue, L.W. (2011). Human Resource Management. McGraw-Hill, New York, Tenth Edition (International). DeCenzo, D.A., & Robbins, S.P. (2010). Human Resource Management. John Wiley & Sons, Asia, Tenth Edition. Mondy, R.W., & Mondy, J.B. (2011). Human Resource Management. Pearson, New Jersey, Twelfth Edition (Global Edition). Noe, R.A., Hollenbeck, J.R., Gerhart, B., & Wright, P.M. (2010). Human Resource Management. Gaining a Competitive Advantage. McGraw-Hill, New York, Seventh Edition (International). OTHER RESOURCES The use of the Virtual Campus tool becomes very useful and necessary to develop the subject (Slides, Comprehensive Cases, Experiential Cases, Videos,...). 5

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