BACHELOR S DEGREE IN BUSINESS ADMINISTRATION

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School of Economics and Business

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BACHELOR’S DEGREE IN BUSINESS

ADMINISTRATION

Course

Human Resource

Management

Code

802286

Module

Business Organization

Area

Organization

and Human

Resources

Character

Compulsory

Credits

6 Attendance

3 Non

Attendance

3 Year

Third

Term

5 COURSE COORDINATOR

Responsible Department

ORGANIZACIÓN DE EMPRESAS

Coordinator: Mª José Pérez Rodríguez

Professor

e-mail

Mª José Pérez Rodríguez

mariajos@emp.ucm.es

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

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School of Economics and Business

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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

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School of Economics and Business

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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

ASSESSMENT

Exams

% Share of Final

Grade

55%

There will be one final exam to evaluate the knowledge of chapters 1-10. 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

% Share of Final

Grade

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.

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School of Economics and Business

4 Resolution and discussion of

exercises

% Share of Final

Grade

15%

There will be experiential exercises, self-assessment exercises, videos and discussion questions at the end of each chapter.

Class participation and

preparation

% Share of Final

Grade

5%

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

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School of Economics and Business

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).

OTHER RESOURCES

The use of the “Virtual Campus” tool becomes very useful and necessary to develop the subject (Slides, Comprehensive Cases, Experiential Cases, Videos, ...).