Università degli studi di Roma “Tor Vergata”
Master of Science in Business Administration
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PEOPLE MANAGEMENT
(Prof. Luca Gnan)
TEACHING STAFF RESPONSIBLE FOR THE COURSE:
Prof. Luca Gnan
Email: luca.gnan@uniroma2.it
Availability: Contact via email
PRE-REQUISITES FOR THE COURSE:
To have attended the Organizational Dynamics and Behaviour course
LEARNING OBJECTIVES
In today’s globally competitive and constantly changing business environment,
effective human resource management skills are more important than ever before. It
is often the case that materials and methods are common across enterprises, but the
human dimension alone can differentiate one company from another and lead to the
success or failure of a business.
This course will provide students with an overview of the human resource factors that
contribute to business success. In this course, students will have an opportunity to
work with, study and explore human resource theories and practices in firms.
The study route is divided into 4 different sections:
•
•
•
•
Section I : Seeing People as Strategic Resource
Section II : Securing Effective Employees
Section III : Improving Employee Performance
Section IV : Motivating and Managing Employees.
At the end of this course, the student will know and understand the following human
resource topics:
• Human factors necessary to organize a specific project
• Leadership and organization skills required to develop and lead a team
• Performance measurement requirements needed for an effective performance
appraisal
• Personality and work style differences among people and teams
• The role of motivation in groups and individuals
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Università degli studi di Roma “Tor Vergata”
Master of Science in Business Administration
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• The impact of leadership on a team
• The role of power and influence as contributors to team success
In sum, the course addresses the knowledge and skills needed for effective line and
staff H.R. management (HRM).
1. To develop your analytical, problem solving, and social interaction abilities within
the human resource management (HRM) discipline;
2. To develop your basic understanding of the strategic business partnership role
HRM plays in contemporary organizations;
3. To learn and apply business unit level HRM strategies that contribute to the
effective management of organizations - contributing to competitive advantage
and to adding value for all stakeholders.
TEACHING METHODS
The adopted teaching method is a Participant-Centered Learning one, that is highly
interactive. Each session maybe composed of a frontal lesson, which is a theoretical
foundation brick, immediately followed by class discussion of one or more real cases,
and a full debrief with key take-away points. Additional tools will be profitably used,
such as role-playing, testimonials, etc.
MAIN REFERENCES
-
Stewart & Brown. Human Resource Management: Linking Strategy to Practice,
Wiley & Sons, 1st Edition, January 2009. ISBN - 13: 9780471717515.
During the course, XXXX cases will be discussed from the textbook Stewart & Brown.
Human Resource Management: Linking Strategy to Practice:
1. Xerox
2. Apparel inc.
3. Northwest Memorial Hospital
4. Expanding to Switzerland
5. Energy Co.
6. Portman Ritz-Carlton in Shanghai China
CASE DISCUSSIONS
Students are expected to be fully engaged in the entire learning process. This means
that students need to prepare the assigned readings of the cases prior to each class
and come to class prepared to participate in group work and/or discussions to enhance
the learning of the individual and the class. Students will find the relative assignment
for each case on the textbook. Please read the questions carefully before the lesson.
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Università degli studi di Roma “Tor Vergata”
Master of Science in Business Administration
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The objective is to involve all the class members in the discussion. The cases are
designed to integrate the concepts from the case into the context of the course.
With case discussions, each student will develop:
1. The ability to set the parameters for the problem (key concepts from the case).
2. Ample knowledge regarding the subject of the case (understanding of material,
good response to the observations of others).
3. The ability to connect the case to other course concepts.
4. The ability to involve others in the discussion.
In order to effectively discuss the cases, students need to be:
 prepared with facts and specific quotes from the case.
 prepared to comment, ask questions, or make observations about the case.
During the discussion, students need to:
 take a position on a question or a point.
 ask questions to clarify a point.
 help keep the discussion moving and on track.
 help draw others into the discussion.
 integrate theories and content from other cases.
During the discussion, students should not:
 come unprepared and show your lack of knowledge.
 monopolizes the discussion.
 make irrelevant comments.
 be insensitive to other’s desire to speak or share opinions.
OTHER LEARNING SOURCES
Slides and other material will be available on the course website.
ATTENDANCE
Because of the concentrated nature of the MScBA programme, attendance in class is
very important.
NOTE: Attendance for the first class session is mandatory as important information
regarding the course and the instructors’ expectations are given. If you know in
advance that you will be absent for one session, please contact your instructor to
ensure that absence from a particular session is acceptable.
EXAM
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Università degli studi di Roma “Tor Vergata”
Master of Science in Business Administration
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The exam is made up of two parts: a written and an oral exam which will be held on
the same day.
I° - Written exam) You may be given questions to answer regarding a case study. As
you respond to the questions, please use specific content and theories (use names to
identify theories and models) as the basis of your analysis. You will not receive credit
for your personal opinions unless backed by theory, lecture, and/or text material.
Moreover, describe how the content/theory can be applied to the situation. Your
answers will be evaluated on both quantity and quality. Answers that are more
detailed and demonstrate a higher level of understanding and analysis will receive
more points.
II° - Oral exam) You may be asked to discuss your written answers to the case
questions and to focus on some specific theoretical issues.
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Università degli studi di Roma “Tor Vergata”
Master of Science in Business Administration
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ANALYTICAL SYLLABUS
#
Time
Agenda
Lecture/Case
discussion
Lecturer
Section I :
Seeing People as a Strategic Resource
11/15
11-13
11/16
11-13
17/11
11-13
1. Creating value through
human resources
(Chapter 1)
2. Making human resources
management strategic
(Chapter 2)
3. Xerox CASE (Chapter 3)
Lecture
GNAN
Lecture
GNAN
Case
GNAN
Lecture
GNAN
Lecture
GNAN
Lecture
GNAN
Case
GNAN
Section II:
Securing Effective Employees
11/22
11-13
11/22
14-16
11/23
11-13
11/24
11-13
4. Designing productive
and satisfying work
(Chapter 4)
5. Recruiting talented
employees (Chapter 5)
6. Selecting employees
who fit (Chapter 6)
7. Apparel Inc. CASE
(Chapter 7)
Section III:
Improving Employee Performance
11/24
14-16
12/1
11-13
12/1
14-16
8. Measuring performance
and providing feedback
(Chapter 8)
9. Northwest Memorial
Hospital CASE (Chapter
9)
10. Expanding to Switzerland
CASE (Chapter 10)
Lecture
GNAN
Case
GNAN
Case
GNAN
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Università degli studi di Roma “Tor Vergata”
Master of Science in Business Administration
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Section IV:
Motivating and Managing Employees
12/2
11-13
12/13
11-13
12/13
14-16
12/14
11-13
12/14
14-16
11. Motivating employees
through compensation
(Chapter 11)
12. Designing compensation
and benefit packages
(Chapter 12)
13. Energy Co. CASE
(Chapter 13)
14. Aligning strategy with
practice (Chapter 14)
15. Portman Ritz-Carlton in
Shanghai China CASE
(Chapter 14)
Lecture
GNAN
Lecture
GNAN
Case
GNAN
Lecture
GNAN
Case
GNAN
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