|Teaching method||Contact hours|
|Course coordinator(s)||dr. PR Runhaar|
|Lecturer(s)||dr. PR Runhaar|
|Examiner(s)||dr. PR Runhaar|
Language of instruction:
Innovations, fast growth, strategic renewal, corporate social responsibility, budget cuts, mergers or split-ups are well-known developments which have a huge impact on the people who work for, join or leave organisations involved; both in public and private sectors. Managing employees in an organisation, human resource management (HRM), is a critical success factor of organisations to anticipate or react on aforementioned developments. Employees have different interests, different backgrounds, different ways of working, different motivations and so on. The art of human resource management is to recognise and work with these differences in the light of fast developments in a changing environment.
HRM can be seen and organised in different ways, based on various schools of thought which have their origin in management, economics, psychology or sociology. For example, from the one hand, HRM should be aligned with the organisation strategy, and thus fulfil a strategic function in the organisation. On the other hand, it should also be aimed at serving personal interests of employees. In practice it is often a matter of finding a balance between the organisational and personal interests. Important aspects of HRM and their theoretical underpinning such as motivation, rewarding, selection, assessment and organizational culture accompanied by hands-on experiences of HRM practitioners will form the core of this course.
As a university graduate, you will get in touch with HRM: you get selected or you have to select and hire employees, define their duties and tasks, think of how they should be awarded for their performances, resolve conflicts between employees, make or agree with (collective) labour agreements and so on. These are examples of activities you can encounter if you start working (as a manager) in an organisation.
After completion of the course students are expected to:
- be able to explain the role and added value of HRM in organisations in relation to contemporary developments in society;
- be able to describe the relationship between organisational strategy and managing human resources;
- have insight in the different elements of HRM, including their theoretical background and the relationships between these aspects;
- be able to apply HRM theories and models in order to create solutions for authentic HRM problems;
- be able to reflect on current developments in both HRM theories and society and use these reflections in their thinking about HRM and the solutions for authentic HRM problems.
- lectures and guest lectures; the lectures will alternate between theory about HRM and experiences of HRM practitioners;
- group assignments in small groups;
- guided group work.
- individual written open book exam (70%);
- presentation and report of a case study in small groups (30%);
Each part has to have a minimum mark of 5.5 to pass.
Textbook and articles.