Universitat Internacional de Catalunya

People Management

People Management
6
14593
3
First semester
OB
Main language of instruction: Catalan

Other languages of instruction: English, Spanish,

Teaching staff


Dra. MANRESA MATAS, Alba - amanresa@uic.es

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

1.To understand the role of human resources in the organization   2.To analyze the management of people from the perspective of the integration between human resources and corporate strategy   3.To know the main functions of Human Resource Management: talent management (job evaluation, talent acquisition, training and development, remuneration and performance)   4.To identify the environment elements affecting people   5.To be able to present, integrate, discuss your ideas in public convincingly  

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 aim of this syllabus is to provide a 360o perspective on current human resource practices, current trends and innovative practices in different models and business sectors.

1. Introduction to human resources management. Human resources strategy

2. Basic processes in human resources management: analysis and evaluation of jobs

3. Talent management: Human resource planning, recruitment, selection, training and development and digital transformation.

4.Labour management and corporate values: Company culture, corporate values, CSR and communication. 

5. Management and leadership styles

6. Performance Management: Benefits, compensation and remuneration policy

Teaching and learning activities

In person



The 2-hour session will combine a lecture with practical activities (in-class teamwork).

The practical work will begin in September. These sessions are designed to give students an opportunity to apply the concepts learned during lectures and through advance reading. By following this approach, students will develop their reasoning skills and gain a pragmatic understanding of the subject.

Lectures 

Theoretical sessions will be conducted in alignment with the course syllabus. Instruction will be supported by slide-based presentations, and students will be expected to consult complementary bibliographic references to reinforce and expand upon the material covered in class.

Case Study Discussion
During these sessions, students will first review the assigned case individually. They will then work in groups to discuss the case and, through consensus, prepare responses to the questions provided by the lecturer. Subsequently, one member of each group will present the team’s findings, allowing for a comprehensive, 360º analysis of the case that incorporates multiple hypotheses and conclusions. Finally, another group will present a recommended course of action derived from the collective analysis.

Role-Play

In groups of two or three, students will engage in role-play exercises designed to simulate real-life situations where the application of human resource management knowledge and practices is required (e.g., performance reviews, recruitment and selection processes, salary negotiations, conflict resolution).

Class participation

Participation is assessed through constructive and valuable contributions that are aligned with the ongoing discussion and demonstrate critical engagement with the subject.

Conferences
Human Resources directors from a range of companies will be invited to share their perspectives and professional experiences on specific topics addressed in the course. Attendance at these conferences is mandatory, as the content will be considered part of the examinable material. Each session is expected to conclude with a question-and-answer segment to encourage interaction and critical reflection.

Individual Work
Each student is responsible for preparing, reviewing, and studying for both the mid-course and final examinations.

The examinations will include questions covering all material addressed throughout the course. Students are encouraged to complement their preparation with additional sources identified through personal research and reading.

TRAINING ACTIVITYCOMPETENCES
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

  • Examinations (60%):

    • Mid-course exam (25%)

    • Final exam (35%)
      Both examinations will be conducted in person. A minimum grade of 3/10 must be obtained on each exam (mid-course and final) in order to pass the course.

  • Continuous Evaluation (40%)

    • 10%: Class participation

      • Participation is assessed through constructive and valuable contributions that are aligned with the ongoing discussion and demonstrate critical engagement with the subject.

    • 25%: In-class activities

      • Activities will be completed during class time and cannot be submitted if the student is absent.

      • These activities are intended exclusively for students attending class.

    • 5%: Flipped classroom activity

Academic Integrity

  • Any form of academic dishonesty (e.g., plagiarism, copying, or other infractions during an exam) will result in a grade of 0 for the final exam, regardless of the portion affected.

  • Individual or group activities written partially or entirely with the assistance of artificial intelligence, without prior authorization from the instructor, will receive a grade of 0.

Additional Considerations

  • Attendance and participation are integral to the continuous evaluation grade. This includes regular class involvement as well as active engagement during guest lectures and conferences.

  • In the event of failing the course during the first examination period, the maximum possible grade for the resit (recovery exam) will be 7/10.

 

Bibliography and resources

Basic bibliography  

 

Human Resources Management, gaining a competitive strategy

Aut. Noe, Hollenbeck et al.

Ed.: Mc Graw Hill, 2012 


Additional bibliography: 

  1. The HR Scorecard: Linking People, Strategy, and Performance. Authors  Dave Ulrich, Mark A. Huselid and Brian E. Becker (Mar 2001)
  2. A handbook of Personnel Management Practice. M. Armstrong. Kogan Page, 1996

Other resources:

Webs and blogs:

Harvard Business Review http://hbr.org

McKinsey  https://www.mckinseyquarterly.com

Presentations will be published at the campus. 

 

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