HUMAN RESOURCE MANAGEMENT AND LEADERSHIP COURSE UNIBO SYLLABUS

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1 HUMAN RESOURCE MANAGEMENT AND LEADERSHIP COURSE UNIBO SYLLABUS Professor: ROSANA SILVEIRA REIS, Ph.D. Professor and Consultant in Human Resource Management, she has 29 years of experience in HRM, 15 of them she has been a Manager in a large companies. Since 2000 she has been teaching HRM, IHRM and Organizational Behavior in graduation and MBA courses. Currently, she is Associate Professor at ISG - Paris, France. She is also regular visiting professor at Fundação Dom Cabral FDC, Brazil and Invited professor in MBA program at IMPS Business School in Brno, Czech Republic. Professor Rosana received her scientific master in Business Administration from the Federal University of Santa Catarina (Brazil) and in 2010, her Ph.D. in Management from the University of Bologna (Italy). Her research focuses on Cross-Cultural Management, Culture & Leadership, Creativity & Innovation, and Global Teams. General presentation The purpose of this course is to enhance in the students the awareness and understanding of the importance and function of Human Resources Management. Two major factors are affecting all aspects of HR management nowadays: Changing workforce composition: The aging and retirement of many workers, the increasing diversity of the workplace (both racial/ethnic and other factors), and the growth of work-life issues are more critical and crucial than ever before in the history of management. Globalization: The global economy is impacting both large and small organizations. Outsourcing, international competition, employees who are located and moved throughout the world, and different cultural considerations all affect HR management. In an increasingly globalized world, it is essential for large national companies and also international companies to bring the human resource function within core corporate strategy. The course recognizes the dynamic relationship between strategy, people, technology, and the processes that drive organizations. The course also explores the many facets of leadership and leadership development in teams and organizations and the processes by which people affect change in a variety of roles and situations

2 The final goal is to provide the students of the critical view of new paradigms and identity of strategic human resources management in organizations. Course Objectives Students completing this module will be able to: Discuss the role played by Human Resource Management in relation to other functions to support organizational success. To explain how external factors such as the economy, globalization, organized labor, and legislation to have influenced the development and role of human resources management strategy and planning. Discuss the processes involved with staffing, from job analysis, job descriptions, recruitments and selection, and organization and the ways in which internal and external factors affect them. Describe the role of training and development in organizational performance, how this role should be effectively managed, and its contribution to the entrepreneurial skills. Awaken in the students a sense of managerial responsibility through the identification of compensation and benefits strategies. Analyzing how the organization can use to attract and retain employees, and the factors considered in establishing a particular approach to compensation. Discuss current issues and best practices in human resource management. Increase the cognitive understanding of basic leadership theories and models, the ability to evaluate their relevance, and the ability to apply them to specific situations. Pedagogical Methods There are three contact hours per session (total of 10 sessions) with the key concepts, methods and techniques being introduced via lectures. In addition to formal lectures we will use group discussion; cases, video materials and group s dynamics with objective to combine conceptual and experiential approaches.

3 References Armstrong, M. & Taylor, S Armstrong s handbook of Human Resource Management Practice. 13 th revised edition. Kogan Page Ltda. Buhler, P Human Resource Management: All the information you need to manage your staff and meet your business objective. Streetwise Publication. Sites Internet and facultative lectures Clegg, S., Kornberger, M. and Pitsis, T Managing & Organizations: An introduction to theory & practice. 2 th Edition. London: Sage Publications. Harzing, A.W. and Pinnington, A. H International Human Resource Management. 3 th Edition. London: Sage Publications. Locke, E. A., & Latham, G. P What should we do about motivation theory? Six recommendations for the twenty-first century. Academy of Management Review, 29(3), McClelland, D. C. (1985). How motives, skills, and values determine what people do. American Psychologist, 40, doi: / x Ozbilgin, M International Human Resource Management: Theory and practice. New York: Palgrave Macmillan. Bennis, W On becoming a leader: The leadership classic. Philadelphia: Basic Book. Tichy, N.M. & Sherman, S Control your destiny or someone else will. HaperBus. Evaluation Absenteeism. Any student who fails to attend more than one quarter of the course sessions will not be able to attend the final round. Participation in classes + lectures: 20% 4 cases studies + 1 article: 20% Final Exam: 60% TOTAL 100%

4 Content Session 1, Topics HUMAN RESOURCE MANAGEMENT Globalization and HRM History of the work Defining HRM The history of HRM Models and characteristics of HRM PROCESSES OF HRM: MODELLING JOBS Concept and design of job description Descriptions and analysis of jobs Methods of data collection. PROCESSES OF HRM: ATTRACTING PEOPLE Tactics, techniques and sources of recruitment Selection techniques and tests Outsourcing Headhunters Readings, assignments and Projects Chapter 1 (p.3-13): The essence of HRM * Case study 1: Partnerships with people - Stakeholder involvement in HRM practices: Evidence from Italy * HRM (Buhler): Chapter 10, 11: Job Analysis & Job Design * Lectures: - Bad job description dooms employer - The 7 Most Important Criterions of Job Descriptions * Article analysis 1: The Impact of Emiratisation on Job Description Issues Chapter 18 (p ): Recruitment and selection * Film: The candidate - R&S practices in manufacturing firms in Bangladesh * Groups dynamic: Court jury Offshoring/outsourcing

5 5, 6 PROCESSES OF HRM: DEVELOPING PEOPLE Training Development Career planning Chapter 21 (p ): Strategic learning and development Chapter 23 (p ): The practices of learning and development * Case study 2: Recruitment and training at JetBlue Airways or Training * Groups dynamic: 12 angry men 7, 8 LEADERSHIP Leaders versus Managers Characteristics of the leader Theories of leadership Leader of leaders - Leadership in temporary organizations - Situational, Transformational, and Transactional Leadership and Leadership Development * Case study 3:Jack Welch Leadership 9 PROCESSES OF HRM: REWARDING PEOPLE Compensation Remuneration Administering benefits Reward systems: a contemporary approach Chapter 27 (p ): The practice of reward management Chapter 28 (p ) Managing reward for special groups * Exercise: Questions p.389 Handbook - Best practices in New

6 Zealand organizations for rewarding and recognizing employee innovations and achievements * Case study 4: The CEO compensation controversy 10 MANAGING EMPLOYEE RELATIONS History of labor relations Employee rights Workplace safety Chapter 29 (p ): Strategic employee relations Chapter 32 (p ): The practice of industrial relations - The role of trade unions in creating sustainable inclusive growth: Ghana and Singapore Film: Norma Rae