Бакалавриат
2023/2024
Управление человеческими ресурсами
Статус:
Курс обязательный (Международный бизнес и менеджмент)
Направление:
38.03.02. Менеджмент
Кто читает:
Департамент менеджмента
Где читается:
Санкт-Петербургская школа экономики и менеджмента
Когда читается:
3-й курс, 2 модуль
Формат изучения:
без онлайн-курса
Охват аудитории:
для своего кампуса
Язык:
английский
Кредиты:
3
Контактные часы:
42
Course Syllabus
Abstract
-The course is designed to provide students with foundational knowledge and skills in human resource management (HRM). The goal of this course is to expose the students to the purpose, main functions, policies, and practices of HRM in today’s organizations. The course is based on the HR wheel introduced by the Association for Talent Development (ATD, formerly American Society of Training and Development, USA), which includes the following main HRM functions: (a) Human resource planning, recruitment and selection, (d) training and development, (c) performance appraisal and feedback, (d) compensation, pay, and benefits, and (e) employee and labor relations. Students will also examine how managers at different levels (i.e., first-time managers, line managers, mid-level managers, top managers/executives) are involved in HRM and the expectations of organizational leadership to create and maintain the HRM function to enhance employee, group, and organizational performance. Students will also discuss innovations in HRM and future challenges for HRM in the global organizational context. The course combines lectures and interactive seminars to promote student critical thinking and problem-solving skills. The course assignments are based on current literature in HRM and include individual and group work.
Learning Objectives
- Discuss the purpose of HRM in today’s organizations Identify and explain main HR functions Explain the purpose of human resource planning Select relevant tools for employee recruitment and selection Design, implement, and evaluate training and development activities Identify, critique, and implement performance appraisal methods Provide effective performance feedback to peers Explain approaches to compensation, pay, and benefits Explain and critique HR policies Explain what HR processes and activities could be used to enhance employee, group, and organizational performance Explain how managers at different levels in the organization are engaged with HR Use theory of motivation, leadership, and authority to address people-related issues in an organization Identify trends and challenges for HRM in the global organizational context
Expected Learning Outcomes
- - Identify trends and challenges for HRM in the global organizational context
- -Provide effective performance feedback to peers
- Analyze cases related to people management
- Apply HR tools to manage a team of diverse learners
- Apply HR tools to manage a team of diverse learners
- Apply their knowledge to create, critique, and/or improve HR tools (e.g., a resume, a job ad, a performance evaluation sheet)
- Apply their knowledge to create, critique, and/or improve HR tools (e.g., a resume, a job ad, a performance evaluation sheet) -Identify trends and challenge for HRM in the global organizational context
- Discuss HRM-related topics in English
- Explain how managers at different levels in the organization are engaged with HR
- Explain what HR processes and activities could be used to enhance employee, group, and organizational performance
- Identify trends and challenges for HRM in the global organizational context
- Work in a team to provide effective solutions to HR problems
Course Contents
- HRM in today’s organizations: The role and strategies
- Human resource planning, recruitment, and selection
- Training and development
- Performance management
- Compensation, pay, and benefits
- HR policies, employee and labor relations
- Trends and Innovation in HRM
Assessment Elements
- Mid-termThis is a multiple-choice, yes/no, and fill in the blanks quiz given in a an electronic or paper-based format during seminars. The quiz consists of 15 questions. The correct answer to each question is worth 1 point. The maximum number of points for the quiz is 15. Students complete the quiz individually. Students have 15 minutes to complete the quiz. During the quiz, students are not allowed to share questions and/or answers with others. Students who missed the quiz will not be allowed to take it. The results are not rounded.
- HomeworkHomework includes a variety of individual and group assignments given to complete at home. Homework is due by each seminar unless specified otherwise.
- ProjectThese are two group projects aimed at developing student expertise in HRM practices. Students will be given at least 2 weeks to complete each project. The results are presented in class during seminars.
- ExamThis is a multiple-choice, yes/no, and fill in the blanks type of exam given in an electronic format during the finals week. The exam consists of 30 questions and lasts 30 minutes. Students take this exam individually.
Bibliography
Recommended Core Bibliography
- Armstrong, M. (2017). Armstrong’s Handbook of Human Resource Management Practice (Vol. 14th edition). New York: Kogan Page. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1507866
- Goldstein, H., Pulakos, E. D., & Semedo, C. (2017). The Wiley Blackwell Handbook of the Psychology of Recruitment, Selection and Employee Retention. Hoboken: Wiley-Blackwell. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1519538
Recommended Additional Bibliography
- Jennifer F. Wood. (2015). Dowling, P. J., Festing, M., Engle Sr., A. D., International Human Resource Management (6th Edition), Cengage Learning EMEA, 2013. Management International Review, (4), 589. https://doi.org/10.1007/s11575-014-0236-1
- Krausert, A. (2014). HRM Systems for Knowledge Workers: Differences Among Top Managers, Middle Managers, and Professional Employees. Human Resource Management, 53(1), 67–87. https://doi.org/10.1002/hrm.21554
- Pierre, G., & Scarpetta, S. (2013). Do firms make greater use of training and temporary employment when labor adjustment costs are high? Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.7052E91B
- Smart Industry Research in the Field of HRM: Resetting Job Design as an Example of Upcoming Challenges. (2017). Emerald Group Publishing Limited. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsnar&AN=edsnar.oai.ris.utwente.nl.publications.19d2ed20.1cdc.49ed.a188.a2fe1307abad
- Tabacaru, C. (2015). Training Intercultural Competence in the International Classroom : A Qualitative Analysis of Students’ Intercultural Awareness. ’s-Gravenhage: Uitgeverij Eburon; The Hague University of Applied Sciences. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edshbo&AN=edshbo.sharekit.hh.oai.surfsharekit.nl.812e8811.4542.434c.b8cc.d61ff6fbe318