BUDAPEST BUSINESS SCHOOL
COLLEGE OF FINANCE AND ACCOUNTANCY- FINANCE DEPARTMENT
1149 BUDAPEST, BUZOGÁNY ST. 10-12.
 / FAX: +36-1-4696697
SYLLABUS
Human Resource Management
Course title:
Human Resource Management
Course code:
Status:
Contact hours:
2
Credits:
3
Prerequisites:
None
Nick Chandler
Office number: B08
e-mail address: Nicholas.chandler@pszfb.bgf.hu
Course unit leader:
Tutor(s):
Aims and objectives
The primary objective of this course is to provide students with an understanding of the key
concepts and skills used within the context of HRM. The class will examine the various
processes and strategies employed by organizational leaders and human resource
professionals throughout the “lifecycle” of the employer-employee relationship.
Learning outcomes
 Understanding of the background and models in HRM.
 Ability to apply theory, concepts and models in practice using case studies
 Competence in understanding and using terms of HRM.
Course description
The course will cover key topics such as strategic HRM, recruitment, selection, performance
management, reward management and pay structures. The instructor will make use of cases
and examples drawn from the private, public and the not-for-profit sectors.
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Methodology
The course will be conducted in a seminar style format. Class time will include a variety of
learning modes including lectures, class discussions, group presentations, simulations and
exercises, case studies and assignments. The instructor will provide students with access to a
detailed course planner/outline, assignment instructions, marks, and supplementary materials
or readings.
Contemporary private, public and not-for-profit sector organizations make extensive use of
work groups and teams. In order to give students experience and to develop the appropriate
leadership skills to work in such settings, the course incorporates a number of team-based
assignments. In addition to this all students will be required to write an individual task.
Course schedule
Consultations
(2 hours per each)
Topic
1st
Introduction to HRM: key definitions, HRM aims (Soft vs. Hard
HRM), key functions of HRM, criticisms of HRM. Practical: Case
study
2nd
Recruitment: Defining requirements, planning and forecasting, internal
and external sources of candidates. Practical: Case study
3rd
Selection: purpose, nature and of interviews, employee testing.
Practical: sample tests
4th
Training and development: The learning process and learning theories,
training types and methods. Practical: case study
5th
Performance Management and appraisal: Aims of PM, types of
appraisal, potential problems. Practical: case study
6th
The role of culture: Organisational culture and HR. Assessing culture.
Key issues and false assumptions. Practical: case study
7th
Reward Management: the reward management system, motivation and
types of incentive plans. Practical: case study
Labour Relations: Union drive, Collective bargaining outcomes,
Dispute resolution, Negotiating and bargaining, the future of unions.
Practical: case study
8th
9th
Health and Safety: the well-being of the individual, working
conditions, the work-life balance. Practical: case study
10th
Group Presentations of case studies
11th
Group Presentations of case studies
12th
Review of course, course feedback
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Course policies
The instructor will expect students to come to class on time and prepared to participate
meaningfully in discussions by having carried out the required readings and having accessed
the lecture material, instructions and case studies before the class. Students should be
prepared to be called upon frequently in class to provide their insights and perspectives on the
issues.
Assignments
Student responsibilities for assignments will include: the submission of written team case
study briefs, leading a class discussion based on the presentation of at least one case study, the
preparation and delivery of a class presentation and discussion involving management /
organisational behaviour in an international context, and the completion of an individual
planning project or essay.
• Written case briefs. The course will make extensive use of exercises and case
studies. All students will be assigned to teams for case purposes. During the term,
teams will be required to submit, by e-mail, a written brief that analyzes the key issues
in the case study and articulate the team’s positions on selected questions appended to
each case. These briefs, to be no longer than 1000 words, must be submitted at least 2
days before the cases are to be presented in class.
• Case presentation. In connection with the written briefs, each team will be required
to present the case study analysis to the class and to lead a discussion of the case.
Teams will be evaluated on the basis of the quality of analysis, use of related
literature, and on the clarity and quality of the presentation.
• Test. A test will take place at the end of the semester to assess individual knowledge
and understanding of HRM as covered on the course.
• Participation. Preparation for class is essential for this course. The readings are an
integral part of the course and will be the starting point for class discussion.
Participation in the class and group discussion will be assigned a portion of the course
grade as indicated below.
Assessment and grading
Grading in this course will reflect both individual and team work based on the following
distribution:
A. Group Case Studies

One written case brief
20%

One presentation
30%
B. Test
30%
C. Individual Performance
20%

In-class participation

Instructor and peer evaluation of individual performance and participation in
group work
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Grading: points (percentages) corresponding with marks from 1-5.
0-59%
Fail
60-69%
Pass
70-79%
satisfactory
80-89%
Good
90-100%
Excellent
Compulsory readings
The instructor will provide students with a number of case studies to be used during the
course as well as recommended readings from a selection of journals and library holdings. It
is compulsory for every student to read the relevant case study and complete any associated
tasks prior to the seminar where it will be analysed and discussed.
Recommended readings
Armstrong, M. (1999). A Handbook of HRM Practice. 7th Edition, Kogan Page
Legge, K. (1995). HRM: rhetoric, reality and hidden agendas. In: John Storey (ed.) (1995)
Human Resource Management: a Critical Text.
Bach, S., Sisson, K., (eds.) (2000). Personnel Management: a Comprehensive Guide to
Theory and Practice, 3rd edition.
Useful websites
http://www.workforce.com
http://www.hrmguide.com
http://www.cipd.co.uk/default.cipd
http://www.hrmguide.co.uk
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