Universitat Internacional de Catalunya
Human Resources
Other languages of instruction: English, Spanish
If the student is enrolled for the English track then classes for that subject will be taught in the same language and also in Spanish.
Teaching staff
Please confirm the meeting previously via e-mail:
Prof. Alba Manresa Matas (amanresa@uic.es)
Introduction
The discipline aims to address the key concepts of human resources management and labor relations in the knowledge society in order to bring participants closer to the current techniques of human resources management and development, as well as the analysis of complex situations that arise in the usual dynamics of labor behavior within companies.
We see human resources as a strategic tool essential for the success of every company. Thus, this course will present the concepts, models and main trends in human resources management. In addition, students will be provided with the basic knowledge, both theoretical and practical, to understand the role of human resources and its reality in the company.
During the course the theory and practice will be applied in order to illustrate the main aspects of each policy and how they are applied. Exercises, case study discussions, articles and workshops will be delivered in order to facilitate the understanding of the HR function.
The course has been designed from an international perspective as most of you will work either for multinational companies or in other countries.
Local Spanish practices are not the main focus of this module (this is not a course about Spanish legislation).
Pre-course requirements
There are no prerequisites
Objectives
Competences/Learning outcomes of the degree programme
- 31 - To develop the ability to identify and interpret numerical data.
- 32 - To acquire problem solving skills based on quantitative and qualitative information.
- 33 - To be able to search for, interpret and convey information.
- 37 - To be able to apply managerial methods, tools and techniques.
- 39 - To acquire the ability to solve problems and make decisions based on relevant information, applying the appropriate methods and situating the problem within the organisation as a whole.
- 41 - To be able to descriptively summarise information.
- 48 - To be able to identify the information needs in order to manage the main departments within organisations.
- 50 - To acquire the ability to relate concepts, analyse and synthesise.
- 51 - To develop decision making skills.
- 52 - To develop interpersonal skills and the ability to work as part of a team.
- 53 - To acquire the skills necessary to learn autonomously.
- 61 - To develop skills for adapting to new situations.
- 63 - To be able to analyse business related behaviour and decisions and evaluate them from an economic, social and ethical point of view.
- 65 - To acquire the ability to put knowledge into practice.
Learning outcomes of the subject
At the end of the course the student will be able to:
Explain the role of HR in the company.
Apply the main theories and basic processes to people management and job analysis.
Extract the relevant information to understand the policies of selection, training, development and performance evaluation of employees.
Identify the concept of corporate climate and culture and its main theories and models.
Explain and put into practice the elements that makeup knowledge management in companies.
Present convincingly in front of an audience.
Syllabus
The purpose of this syllabus is to provide a 360º perspective on current human resources practices, current tendencies and innovative practices in different business models and sectors.
1. Introduction to Human Resources Management
2. Basic processes in HRM: work analysis and design
3. Talent Management: HR planning, recruitment, selection, placement, training.
4. Performance management and employee development
5. Labour management and corporate values
6. Styles of management
Teaching and learning activities
In person
The 2-hour session will involve a mix of a lecture and practical activities (in-class teamwork).
The practical work will begin in September. The purpose of the practical sessions is to provide a setup where students can apply the concepts acquired during the lectures and advance reading. By following this methodology students will develop a method of reasoning and acquire an understanding of the subject from a pragmatic point of view.
Lectures:
Theoretical sessions based on the course syllabus.
These theoretical foundations will be carried out with slides and it will be proposed to consult complementary bibliography.
Case study discussion:
During the session students will read the case, individually, discuss it in groups and through consensus prepare the questions provided by the lecturer. Later, one member of each team will present the outcome of the case study. In this way we will have a 360º view of the case study, and multiple hypotheses and conclusions. Finally, a course of action resulting from the group analysis will be presented by another team.
Roleplay:
In small groups of two or three participants, students will play different roles to simulate real situations in which they are required to apply HR knowledge and practices (e.g. performance reviews, selection process, salary negotiation, conflict resolutions, etc.).
Conferences:
HR directors from various companies will join us to share their vision and experience on specific topics covered in the course.
The attendance is obligatory and will be included as material for the exam… it is expected to have a question and answer section at the end of the conference
Short report:
Each student will write a short report about the HR functions at a local company. The essay must be a maximum of five pages long.
Individual work:
Each student must prepare, review and study for the mid-course and final examination.
Both examinations will consist of short questions on all the material covered and reviewed in the classroom. Students can search for and add additional information according to their personal research and reading.
Evaluation systems and criteria:
Marking policy:
- Mid-course and final examination: 50% (20% midterm exam; 30% final exam). The exams will always be in person.
- Continuous evaluation: 40% (attendance, class participation, class attendance, class activities, other activities)
- Portfolio: 10% 10 pages max. Each student must describe 3 pieces of evidence of his/her learning and link them with a real company.
- You need to get at least an average of 4 of the two exams (mid-term exam and final exam) to pass the subject.
If any copy or infraction is discovered during the exam, the grade will be 0 in the final exam grade, not only in the part of which the exam is being taken.
The continuous evaluation grade takes into account the attendance and participation, which evaluates the regularity and involvement of the students in the subject and, in particular, in the sessions with the speakers or conferences.
In case of failing the course in the first call, the grade of the recovery exam will have a maximum grade of 7.
| TRAINING ACTIVITY | COMPETENCES |
|---|---|
| case studies magister class classroom practice (solving problems/videos/text comments/essays) individual study report presentations & discussions solving problems at classroom |
Evaluation systems and criteria
In person
Evaluation systems and criteria:
Marking policy:
- Mid-course and final examination: 50% (20% midterm exam; 30% final exam). The exams will always be in person (NOT ONLINE).
- Continuous evaluation: 40% (attendance, class participation, class attendance, class activities, other activities)
- Portfolio: 10% 10 pages max. Each student must describe 3 pieces of evidence of his/her learning and link them with a real company.
If any copy or infraction is discovered during the exam, the grade will be 0 in the final exam grade, not only in the part of which the exam is being taken.
The continuous evaluation grade takes into account the attendance and participation, which evaluates the regularity and involvement of the students in the subject and, in particular, in the sessions with the speakers or conferences.
In case of failing the course in the first call, the grade of the recovery exam will have a maximum grade of 7.
Bibliography and resources
Basic bibliography (compulsoy, available on the Library of the University)
Human Resources Management, gaining a competitive strategy
Aut. Noe, Hollenbeck et al.
Ed.: Mc Graw Hill, 2012
Additional bibliography:
- The HR Scorecard: Linking People, Strategy, and Performance. Authors Dave Ulrich, Mark A. Huselid and Brian E. Becker (Mar 2001)
Other resources:
Webs and blogs:
Harvard Business Review http://hbr.org
McKinsey https://www.mckinseyquarterly.com
Presentations will be published at the campus.