Human Resources Management

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Course outline
Course unit title
Name and title of lecturer
Level of course
Semester
Cedits
Student Working hours
Prerequisites
Language of instruction
Objectives of the course
Must match the study
programme objectives
The
purpose
is
to
acknowledge graduate with
the
modern
business
organization and management
science paradigms and be
able to use the business
development trend analysis
and assessment of the
international integration of
markets and globalization.
The main aim is to develop
international business
professionals with knowledge
of global business challenges,
the competition patterns of
the international market,
foreign political, economic,
social and cultural
characteristics; able to apply
the acquired knowledge in
decision-making in various
areas of business
communication and
collaboration and team work.
Human Resource Management
Lector Nijole Kudabiene
first cycle
3
5
48
Contact hours
Lectures
24
Seminars 16
Practice
Laboratory work
Consultations 8
82
Independent work
Total 130
All of the courses within the program.
English
Learning outcomes
Student assessments methods
Student knowledge,
How will the study results be
understanding, skills, abilities
demonstrated)
Knowledge and understanding: Classroom discussion, case study
Know and understand the analysis, presentations on given
general
principles
of topic preparation, written exam
organization
management,
finance,
human
resources,
marketing,
communication,
innovation
and
quality
management
also
project
management;
Know and understand the
business ethics and social
responsibility principles.
Know and understand the general Classroom discussion, case study
principles of organization
analysis, presentations on given
management, finance, human
topic preparation, written exam
resources, marketing,
communication, innovation and
quality management also project
management.
Classroom discussion, case study
Applying knowledge and
analysis, presentations on given
understanding:
Will be able to analyse and
topic preparation, written exam
evaluate the business
macroeconomic, social, legal
1
The aim is to provide
knowledge about the
contemporary human
resource management and
develop core competencies in
the application of human
resources management in
business practice.
and political environment,
investigate and assess market
conditions and business
prospects;
Will be able to prepare business
plans, taking into account the
country's economic, political,
social, cultural and legal
environment;
Will be able to manage business
development projects, to
implement and offer managerial
and organizational innovations.
DECISION-MAKING:
Will be able to use and manage
business resources and tools
(human, financial, material,
marketing and so on.), follow the
business activities legislation;
Will be able to choose the
appropriate forms of
intercultural communication and
negotiation strategy and tactics.
SOCIAL SKILLS:
Will be able to clearly and
coherently present ideas,
problems and solutions to
professionals and public
audiences;
Will be able to follow the
provisions of the socially
responsible business, ethical
norms and ethical standards;
Will be able to critically and
self-critically think, will be
tolerant of views and cultural
diversity; Will be able to
critically and self-critically
think, will be tolerant of views
and cultural diversity.
PERSONAL
AND
LEARNING SKILLS:
Will be able to gather, evaluate
and organize the information
necessary to studying, plan the
time;
2
Classroom discussion, case study
analysis, presentations on given
topic preparation, written exam
Classroom discussion, case study
analysis, presentations on given
topic preparation, written exam
Classroom discussion, case study
analysis, presentations on given
topic preparation, written exam
Teaching methods
Course unit content
Will be able to independently
formulate learning goals, identify
own areas for further learning;
Will be willing to study a postgraduate.
Theoretical material, case studies analysis, group discussion, individual
work and reading, classroom exercises.
Human Resource Management program provides both theoretical
concepts and practical model for managing an organization's human
resources. Course rate structure is based on new scientific developments
and global trends in human resources management also meets the core
human resources management functions. The content of the course
focuses on the perception of human resources management as creating
value for the organization development and business success, also
capacity-building to use modern methods of human resource
management and technologies as well as and leadership skills
development.
Topics
Contact
hours
1. Current and future challenges of human resource
4
management. Human resource management definition and
functions. Importance of human resource management. Global
tendencies of human resource management. Sustainable human
resource management.
2. Strategic human resource management.
What is strategic human resource management? Transforming
humane resource staff and structure. Integrating human
resource practises to business strategy and to one another.
Partnership of human resource management. Measurement of
human resource management.
4
3. Human resource planning.
Panning as adding value to the organisation. Planning
programs. Job analysis process. Recruitment process. Internal
and external recruitment. Cooperation with external recruiting
companies and employees leasing agencies. Selection process
6
3
Independent work tasks and
hours
Analysis of provided
literature and preparation
for classroom discussions.
Describe the value of
human resource
management to
organisation success and
competitiveness. Case
study analysis. (4)
Analysis of provided
literature and preparation
for classroom discussions.
Describe how the
organization's management
system, attitudes and
business strategy
influences to the
transformation of human
resource management
objectives and functions.
Case study analysis. (4)
Analysis of provided
literature and preparation
for classroom discussions.
Explain the importance of
human resource planning
of candidates. Assessing job candidates: tools for selection.
Selection technics around the world.
4. Training and development.
4
Importance of human recourse development. Systems model of
training cycle. Training needs assessments. Design and
development of training programs. Adult learning principles.
Training objectives and methods. Rule 70:20:10. Management
development. New employee orientation. Evaluation of
training.
5. Performance assessment and management.
Strategic importance of Performance assessment. Performance
assessment and management process. Functions of
performance assessment. Criteria for a good performance
assessment. Methods of appraising performance. Feedback of
results.
6
6. Career development and management. Organisational career
path and career planning. Individual career planning.
Voluntary and involuntary turnover. Outplacement programs.
4
7. Compensation system development.
Employee satisfaction and motivation issues in compensation
design. Internal equity: job evaluation methods. External
equity. Pay level policy. Linking pay to performance. Group
and individual incentives and benefits.
6
4
to business success.
Presentation on given
topic. Case study analysis.
(12)
Analysis of provided
literature and preparation
for classroom discussions.
Describe the added value
of proper training system.
Presentation on given
topic. Case study analysis.
(12)
Analysis of provided
literature and preparation
for classroom discussions.
Describe how performance
assessment is linked to
achievement of
organisation goals.
Presentation on given
topic. Case study analysis.
(12)
Analysis of provided
literature and preparation
for classroom discussions.
Describe the traditional
career path understanding
and what changes and why
happen in career
management system.
Presentation on given
topic. Case study analysis.
(10)
Analysis of provided
literature and preparation
for classroom discussions.
Describe why designing
and implementing
compensation system is
one of most complex
human resource
management activities.
Presentation on given
topic. Case study analysis.
(10)
8. Talent management. Importance of talent management and
challenges. Talent management system. Generation
management.
4
9. Organizational culture. Employee engagement. Couching
and mentorship in human resource management. Employer
brand and social responsibility. Occupational safety and health
issues.
4
10. International Human Resources management. International
human resources management definition and approaches to
human resources management. International human resources
management challenges, activities and functions.
4
Total
Reading list
Date of
publication
2009
2007
2007
2010
2009
48
Analysis of provided
literature and preparation
for classroom discussions.
Describe the essence and
importance of talent
management issue to
company competitiveness.
Case study analysis. (6)
Analysis of provided
literature and preparation
for classroom discussions.
Describe the essence of
what does it mean for
company and employee
being a Best /First choice
of employer. Presentation
on given topic. Case study
analysis. (8)
Analysis of provided
literature and preparation
for classroom discussions.
Describe what are
differences between
International human
resources management and
domestic human resources
management? Presentation
on given topic. Case study
analysis. (4)
82
Authors and Title
Handbook of international human resources management:
integrating people, process, and context/edited by Paul R.
Sparrow.
Human resource management: a contemporary approach
Strategic human resource management: contemporary issues/Mike
Millmore
Armstrong M., Armstrong’s essential human resource
management practice: a guide to people management.
Ehnert I., Sustainable Human Resource Management. A
Conceptual and Exploratory Analysis from a Paradox Perspective.
5
Publisher
UK, A John Wiley and
Sons, Ltd., Publication
UK, Pearson
Education
UK, Pearson
Education
UK, Kogan Page.
London,
Physica‐Verlag: A
Springer Company
Additional reading
Date of
publication
2009
Authors and Title
Publisher
Strategic human resource management: what does it
mean in practice?
Southern Cross University,
Australia,
http://epubs.scu.edu.au/cgi/vi
ewcontent.cgi?article=1131&
context=theses
2011
Human resource management: strategy and management Cengage Learning, Australia,
http://www.cengagebrain.co
m/content/nankervis84994_0
170184994_02.01_chapter01.
pdf
Written exam, case study analysis, presentations and classroom
Assessment requirements
discussions.
Assessment criteria
Students are required to attend all scheduled interim settlement and
presentation of the project.
The composition of final
accumulative mark
Weights:
1) Intermediate checks (2 colloquia x10 percent.) = 20 percent;
2) Activity during lectures (group and individual work in the
classroom, case study analysis and presentations) - 20 percent;
3) Independent work - 10 percent.
Final written exam (test based on open and closed questions also case
study) – 50 percent.
Threshold requirement: a student can take the exam if the student has
collected not less than 25 percent score.
Full name of the person who
Nijole Kudabiene
prepared the syllabus
Filled out by the Study program Chairman's signature, date
committee
6
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