Type A
|
Code |
Competences Specific | | A5 |
Run a business or other public or private institution and direct or manage any of their functional areas (human resources, administration and finance, sales and marketing, operations).
|
| A7 |
Scientifically analyze case studies of businesses and business problems and can draw up consultancy reports that respond to these problems.
|
Type B
|
Code |
Competences Transversal | | B5 |
Teamwork, collaboration and sharing of responsibility |
| B6 |
Clear and effective communication of information, ideas, problems and solutions in public or a specific technical field |
Type C
|
Code |
Competences Nuclear | | C4 |
Be able to express themselves correctly both orally and in writing in one of the two official languages of the URV |
Type A
|
Code |
Learning outcomes |
| A5 |
Locate human resources in the company.
Understand the strategic importance of people and how they are managed.
Apply human resources policies, analyze problems and suggest possible solutions.
| | A7 |
Interpret problems of managing human resources.
Use theoretical concepts and context to provide solutions to problems.
|
Type B
|
Code |
Learning outcomes |
| B5 |
Participate actively and share information, knowledge and experience.
Take an interest in the importance of the group’s activity.
| | B6 |
Intervene effectively and convey relevant information.
Reply to the questions that they are asked.
|
Type C
|
Code |
Learning outcomes |
| C4 |
Produce oral texts that are appropriate to the communicative situation.
Produce well-structured, clear and rich written texts
|
Topic |
Sub-topic |
SECTION I: HUMAN RESOURCE MANAGEMENT CONCEPT |
|
1. What is Human Resource Management? Concept and functions. |
1.1. What is Human Resource Management? Concept and functions
1.2. The strategic importance of people management
1.3. Levels of management |
2. History of HRM function. |
2.1. Origins
2.2. Welfare Period
2.3. Scientific Management
2.4. Behavioral Sciences
2.5. Control period and Legal period
2.6. Technical period. Personnel Management
2.7. Human Resource Management
2.8. People Management |
3. Who is in charge of the HRM function? Agents and Roles. |
3.1. Senior Management
3.2. Line Management
3.3. HR Department
3.4. External Agencies
3.5. Roles of the HR department |
SECTION II: HRM POLICIES AND ACTIVITIES |
|
4. HR Planning |
4.1. Concepts and objectives
4.2. Process
4.3. Methods
4.4. Practice |
5. Job analysis, Job description and Job evaluation |
5.1. Concepts and objectives
5.2. Process
5.3. Methods
5.4. Practice |
6. Recruitment, Selection and Socialization |
6.1. Concepts and objectives
6.2. Process
6.3. Methods
6.4. Practice |
7. Training and Development |
7.1. Concepts and objectives
7.2. Process
7.3. Methods
7.4. Practice |
8. Performance Assessment |
8.1. Concepts and objectives
8.2. Process
8.3. Methods
8.4. Practice |
9. Reward and Compensation |
9.1. Concepts and objectives
9.2. Process
9.3. Methods
9.4. Practice |
10. Promotions, Functional mobility and Geographical mobility |
10.1. Concepts and objectives
10.2. Process
10.3. Methods
10.4. Practice |
11. Disengagement |
11.1. Concepts and objectives
11.2. Process
11.3. Methods
11.4. Practice |
Methodologies :: Tests |
|
Competences |
(*) Class hours
|
Hours outside the classroom
|
(**) Total hours |
Introductory activities |
|
2 |
2 |
4 |
Problem solving, exercises in the classroom |
|
20 |
40 |
60 |
Lecture |
|
34 |
38 |
72 |
Personal attention |
|
2 |
0 |
2 |
|
Mixed tests |
|
2 |
10 |
12 |
|
(*) On e-learning, hours of virtual attendance of the teacher. (**) The information in the planning table is for guidance only and does not take into account the heterogeneity of the students. |
Methodologies
|
Description |
Introductory activities |
With questions to make students reflect and debate about the topic. |
Problem solving, exercises in the classroom |
Case studies, role-playings and other activities. |
Lecture |
Participative teaching lectures. |
Personal attention |
To solve doubts. It is necessary to ask for an appointment before. |
Description |
To solve doubts. |
Methodologies |
Competences
|
Description |
Weight |
|
|
|
|
Problem solving, exercises in the classroom |
|
Continuous assessment: Active participation. The specific activities to develop throughout the subject will be explained in the introductory session. Some exercises will be done in class and others, mainly in the form of group essays and presentations, will be prepared outside classroom time.
|
50% |
Mixed tests |
|
Exam: It is necessary to get a minimum of 4 out of 10 in the exam to average with the grades of the continuous assessment activities. |
50% |
Others |
|
|
|
|
Other comments and second exam session |
The second call is assessed as follows: - Assessments of the continuous evaluation, to be handed in at the latest 24h BEFORE the exam (50%). These assessments will be carried out individually and in writing. Students who have passed the continuous evaluation in the first call do not need to hand in any extra work for the second call, as their grade will be kept. Students who have partially passed the continuous evaluation in the first call should contact their professors in order to determine what assessment elements they will need to hand in. - Exam (50%). It is necessary to get a minimum of 4 out of 10 in the exam to average with the grades of the continuous assessment activities. |
Basic |
Torrington, D.; Hall, L.; Taylor, S. and Atkinson, C., HUMAN RESOURCE MANAGEMENT, Pearson Education, 2011
John Storey, Dave Ulrich, Patrick M. Wright, Strategic Human Resource Management, Taylor and Francis, 2019
John Stredwick, An introduction to Human Resource Management, Taylor and Francis, 2013
Simon Dolan, La gestión de los recursos humanos: cómo atraer, retener y desarrollar con éxito el capital humano en tiempos de transformación, , 2013
Robert L. Cardy, Luis R. Gómez-Mejía, Gestión de recursos humanos, (8a. ed.), 2016
María del Carmen de la Calle Durán, Marta Ortiz de Urbina Criado, Fundamentos de recursos humanos, (3a. ed.), 2018
Scott Snell, George Bohlander, Administración de recursos humanos, (16a. ed.), 2013
|
|
Complementary |
|
Llibres ·
De la Calle Durán, M.C. y Ortiz de
Urbina Criado, M. (2006), Fundamentos de
recursos humanos, Madrid: Pearson Educación. ·
Delgado, M.I.; Gómez, L.; Romero,
A.M. y Vázquez, E. (2006), Gestión de
recursos humanos: Del análisis teórico a la solución práctica, Madrid:
Pearson Prentice Hall. ·
Fernández López, J. (2005), Gestión por competencias: Un modelo
estratégico para la dirección de recursos humanos, Madrid: Pearson
Educación. ·
García-Tenorio Ronda, J. y Sabater
Sánchez, R (2004), Fundamentos de
dirección y gestión de recursos humanos, Madrid: Thomson. ·
Leal
Millán, A.; De Prado, A.A.; Rodríguez, L. y Román, M. (1999), El factor humano en las relaciones
laborales: Manual de dirección y gestión, Madrid: Ediciones Pirámide. ·
Pereda
Marín, S. y Berrocal Berrocal, F. (2006), Técnicas
de gestión de recursos humanos por competencias, 2ª edición, Madrid:
Editorial Universitaria Ramón Areces. ·
Porret
Gelabert, M. (2008), Recursos humanos:
Dirigir y gestionar personas en las organizaciones, 3ª edición, Barcelona:
ESIC Editorial. ·
Puchol, L. (2005), Dirección y gestión de recursos humanos,
6ª edición, Madrid: Ediciones Díaz de Santos. ·
Valverde, M. (2002), Recursos Humans I, Barcelona: Ediuoc. ·
Werther,
W.B. y Davis, K. (2008), Administración
de Recursos Humanos. El capital humano de las empresas, McGraw Hill:
Méjico. Revistes ·
Capital
Humano ·
Dirigir
Personas, Revista Profesional de la Gestión de Personas, AEDIPE (Asociación
Española de dirección y Desarrollo de Personas) ·
Estudios Financieros, Revista de
Trabajo y Seguridad Social: Recursos Humanos ·
Harvard
Deusto Business Review Altres fonts ·
Periódicos:
Expansión y Empleo (http://www.expansionyempleo.com/actualidadytendencias.html) ·
Pàgines web d'empreses ·
Pel·lícula:
Recursos Humanos, 1999, Director: Laurent Cantet. |
Subjects that it is recommended to have taken before |
COMPANY ORGANIZATION/16214003 | ORGANIZATIONAL BEHAVIOUR/16214107 |
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(*)The teaching guide is the document in which the URV publishes the information about all its courses. It is a public document and cannot be modified. Only in exceptional cases can it be revised by the competent agent or duly revised so that it is in line with current legislation. |
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