Universitat Internacional de Catalunya - Barcelona

Human Resources

• code 09357
• course 3
• term Semester 1
• type OB
• credits 6

Main language of instruction: Catalan

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.

Head instructor

Dra. Marta MAS - mmas@uic.es
Lda. Lourdes SOPRANIS - lsopranis@uic.es

Office hours

Please confirm the meeting previously via e-mail:

rmselvam@uic.es

INTRODUCTION

The purpose of this course is to provide a well-rounded view of human resources. We will analyse the HR function from two perspectives:

    1. Integration between HR and company strategy

     2. What are HR policies and practices and how do they support company strategy?

We see human resources as a strategic tool essential for the success of every company.

During the course lectures and seminars, 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).

Local Spanish practices are not the main focus of this subject  (as this is not a course about Spanish legislation).

There are no prerequisites

OBJECTIVES

1. To understand the role of the HR function within the company and the integration with company strategy.
2. To understand and develop the skills necessary to perform the HR function.
3. To learn how HR can be a key partner in every business decision.
4. To understand -from both a strategic and operational point of view- processes in the area of HR management plus the techniques and management tools applied to the following areas: Recruitment and Hiring; HR Administration; Compensation and Rewards; Training and Development; Performance Management; Labour Relations, Cross-Cultural Management, Motivation, Leadership and People Management Skills.

• 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.
• 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.

Please read Course Objectives.

Introduction:

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. Acquisition of HR: HR planning, recruitment, selection, placement, training, new orientation programme

4. Performance management and employee development

5. Human resources compensation: pay structure decisions, recognising employee contribution, cost-benefit analysis

6. Management styles: motivation and leadership

7. Labour management and corporate values

8.Managing HR globally

The following activities will be considered:

Lectures will start on 10 September and end on 18 December, Thursdays and Fridays.

The main purpose of the sessions is to provide the theoretical foundation that is crucial to acquiring a general understanding of the human resources function. The course has a very business approach but nevertheless it is important to understand the theory and overall practices in order to understand and achieve the course learning objectives. The mindset behind it will prepare the student to study HR world practices, policies and procedures connected to the business environment.

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.

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.).

Short report:

Each student will write a short report about the HR functions at a local company. The essay must to be a maximum of five pages long and it will be delivered by 5 November.

Individual work:

Each student must prepare, review and study for 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.

Presentation:

Each student must make an oral presentation to the class, choosing one of the topics provided in the class in advance. The presentations will be held at the end of December.

Evaluation systems and criteria:

Marking policy:

1. Mid-course and final examination: 50%
2. Continuous evaluation: 30% (final presentation, short report 5th of November, summary writing of case studies)
3. Attendance and class participation: 20% (business case studies and reading are included in class participation discussed in the class)

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: 

1. 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. 

E: exam date | R: revision date | 1: first session | 2: second session:

• E1 16/01/2019 12:00h b502
• E1 16/01/2019 12:00h b501
• E2 17/06/2019 10:00h a501