Public University of Navarre



CastellanoEuskara | Academic year: 2015/2016 | Previous academic years:  2017/2018  |  2016/2017 
Bachelor's degree in Management and Business Administration at the Universidad Pública de Navarra
Course code: 172404 Subject title: HUMAN RESOURCES MANAGEMENT
Credits: 6 Type of subject: Mandatory Year: 2 Period: 2º S
Department: Business Administration
Lecturers
URTASUN ALONSO, AINHOA OLLO LOPEZ, ANDREA (Resp)

Partes de este texto:

 

Module/Subject matter

Organizacion and  Human Resources

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Descriptors

HRM strategy, importance of people in organizations, human resource planning, hiring, employee development, compensation

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General proficiencies

With respect to the general competences to be developed in the course:

 

CG01. Ability to analyze and synthesize

CG03. Oral and written communication in the native language

CG04. Oral and written communication in a foreign language

CG05. Computer and software knowledge in the field of study

CG06. Ability to find and analyze information from different sources

CG08. Ability to make decisions

CG09. Ability to work in teams

CG12. Social skills

CG14. Critical thinking and self-assessment

CG15. Commitment to an ethical workplace

CG16. Ability to work in stressful environments

CG17. Self-directed learning ability

CG21. Entrepreneurial spirit

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Specific proficiencies

With respect to the specific competences to be developed in the course:

 

CE02. Identify relevant sources of economic information and their content

CE05. Write consulting reports about markets and firms in specific situations

CE11. Understand the nature of the company as an organization and as a place of interaction of agents with different objectives

CE12. Plan, organize and control projects in the different functional areas of the firm

CE13. Identify the firm as a system and recognize interdependencies between the different functional areas

CE14. Implement policies and practices aimed at the improvement in the efficacy and efficiency of management

CE19. Apply techniques that increase the skills, development and motivation of people in the company

 

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Learning outcomes

R03. Theoretical foundations in decision making.
R04. Firm's basic theory. Organization and functional areas.
R08. Organization theory. Strategic management.
R13. Goal setting, policies and human resource planning. job analysis, evaluation and planning, staffing, training, development, career planning, compensation and incentive systems.

 

RD1. To know the different activities of the human resources department.
RD2. To understand the relationships between the different activities of the human resources department.
RD3. To apply the different activities of the human resources department to to non-complex real situations.

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Methodology

 

Methodology - Activity

Hours in the classroom

Hours outside the classroom

A-1 Sessions in large group (including the final exam)

46

 

A-2 Sessions in medium-sized groups

14

 

A-3 Preparing team work and exercises

24

A-4 Studying for class sessions during the course

 

40

A-5 Studying for tests and exams

 

18

A-6 Tutorial sessions

 

8

Total number of hours

60

90

 

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Relationship between formative activities and proficiencies

 

Methodology - Activity

COMPETENCES

A-1 Sessions in large group (including the final exam)

CG01, CG04, CG08, CG15, CG18, CG21, CG24, CE02, CE11, CE13

A-2 Sessions in medium-sized groups

CG03, CG05, CG08, CG09, CG12, CG21, CE12, CE13, CE14, CE19

A-3 Preparing team work and exercises

CG04, CG06, CG09, CG18, CG21, CE05, CE13, CE14, CE19

A-4 Studying for class sessions during the course

CG06, CG14, CG17, CE11, CE12

A-5 Studying for tests and exams

CG06, CG16, CE11, CE12

A-6 Tutorial sessions

CG14, CE19

 

 

60

90

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Languages

English

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Evaluation

Final evaluation exercise: 65% of the final grade

  • Exam of course contents (50%).
  • Evaluation of individual work (15%).
  • It is necessary to get at least 40% of the total score of the final exam to pass the course.
  • Recoverable.
  • It is required to get at least 25% of the total score of the final exam to be eligible to the extraordinary exam.

Individual student work during classroom sessions: 15% of the final grade

  • Exercises, cases and tests.
  • Not recoverable.

Team work: 20% of the final grade

  • Practical sessions.
  • Not recoverable.

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Contents

This compulsory course is part of the basic module Organization and Human Resources together with Business Economics and Organizational Design and Behavior. It is the third and last course in the temporal sequence of the module. The course is located in the first semester of the second year of the degree in Business Administration and Management.

 

The course deals with the management of people as important resources in the firm. After an initial course in Business Economics, where a first approach to the knowledge of the basics and fundamentals of the firm has been made, and a second course in Organizational Design and Behavior, where the grounds for a more in depth knowledge of organizational architecture and individual behavior have been established, this Human Resource Management course will make the student understand better the strategic character of people as well as know the eras directly involved in human resource management.

 

The course starts with a first chapter where the strategic nature of people is higlighted and the theoretical bases to understand the contribution of people to value creation in organizations are explained.

 

In the second chapter the processes of information gathering prior to any action in human resource management are described. These processes are job analysis and human resource planning.

 

The third chapter deals with the problems associated to recruitment, selection and socialization. After it, two chapters linked to employee development follow. The first of them analyzes training policies, whereas the second is related to the planning of careers.

 

 

Finally, three core topics closely related are developed: performance appraisal, sustractive processes and compensation management. Chapters 6 to 9 are devoted to these issues.

 

The approach to these topics is made from a managerial perspective founded in economics, but also including relevant contributions from psychology and sociology. Therefore, the approach is multidisciplinary.

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Agenda

1. Strategic human resource management.

2. Job analysis and human resource planning.

3. Recruitment, selection and orientation

4. Training and development.

5. Career planning and management.

6. Performance appraisal.

7. Sustractive processes.

8. The compensation system: internal and external equity.

9. The compensation system: variable and indirect compensation.

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Bibliography

Acceda a la bibliografía que su profesor ha solicitado a la Biblioteca.


Basic references.

- De la Calle Durán, M.C, y Ortiz de Urbina Criado, M. (2014): Fundamentos de Recursos Humanos (2ªEd.) Pearson, Madrid

 

Complementary references.

- Gomez Mejia, L.R. Balkin, D. y Cardy, R. (2001): Dirección y Gestión de Recursos Humanos (3ª Ed.) Prentice Hall, Madrid

- Dolan, S.L., Valle Cabrera, R., Jackson, S.E. y Schuler, R.S. (2007): La Gestión de los Recursos Humanos (3ª Ed.) McGraw Hill Interamericana de España, Madrid.

- Noe, R.A., Hollenbeck, J.R., Gerhart, B. y Wright, P.M. (2010): Human Resource Management. Gaining a Competitive Advantage (7th Ed.) McGraw Hill, New York.

 

 

Access the bibliography requested by the instructor to the library.

='mso-margin-top-alt:auto;mso-margin-bottom-alt:auto; mso-outline-level:3'>5. Career planning and management.

 

6. Performance appraisal.

7. Sustractive processes.

8. The compensation system: internal and external equity.

9. The compensation system: variable and indirect compensation.

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Location

Aulario UPNA

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