Public University of Navarre

CastellanoEuskara | Academic year: 2017/2018 | Previous academic years:  2016/2017  |  2015/2016 
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

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Module/Subject matter

Module: Organization and Human Resources.

Subject matter: Business.



Organization of firms, human resource strategy, employee separations, training and development, evaluation and compensation


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


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


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 that the Human Resource function carries out

RD2. To understand the relationships between the different activities of the Human Resource function.

RD3. To apply different Human Resource Management tools to non-complex real situations.



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   26
A-4 Studying for class sessions during the course   40
A-5 Studying for tests and exams   22
A-6 Tutorial sessions   02
Total number of hours 60 90


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






Learning outcomes Evaluation Weight (%) Recoverable nature
R03, R04, R08, R13, RD1, RD2 Final exam: contents¿ assessment and evaluation of individual work 65% Required minimum grade to calculate final grade = 4/10 Yes. Required minimum grade to be eligible for retake exam = 2/10
R04, R13, RD1, RD2 Individual assessments, exercises and cases 15% No
R04, R13, RD1, RD2, RD3 Group activity to apply theoretical concepts to real case situations 20% No



This compulsory course is part of the Organization and Human Resources basic module together with the courses Business Economics and Organizational Design and Behavior. It is the third and last course in the temporal sequence of the module. The course takes place the second semester of the second year for the International Bachelor's degree in Management and Business Administration.

The course deals with the management of people as a basic resource within firms. After the Business Economic course, where an economic introduction to firms is explained, and the Organizational Design and Behavior course, where the grounds for a more in depth knowledge of organizational architecture and individual behavior are established, this Human Resource Management course aims to help the student better understand the strategic character of people as well as the areas or practices directly involved in human resource management.

The course starts with an introduction to the employment relationship to set up the theoretical framework of the course. Then the strategic nature of people is highlighted and the theoretical ideas to understand the contribution of people to value creation in organizations are explained. Next the processes of information gathering prior to any action in human resource management are described. These processes are job analysis and human resource planning. Unit 4 deals with the problems associated to recruitment and selection. Unit 5 analyzes employee separations as well as employee turnover. Unit 6 examines training and Unit 7 performance evaluation. We finish the course with three units where compensation-related issues are discussed.

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.



1. The employment relationship

2. Human Resource Management

3. HR planning and job analysis and design

4. Recruitment and selection

5. Employee separations

6. Training

7. Performance evaluation

8. Incentives

9. Level of pay

10. Career-based incentives


Practical sessions

Practical session 1: Strategic Human Resource Management

Practical session 2: Job analysis

Practical session 3: HR planning

Practical session 4: Recruitment and selection

Practical session 5: Turnover

Practical session 6: Compensation

Practical session 7: HRM Report: Oral presentations



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

Basic references

Carbery, R. & Cross, C. (2013). Human Resource Management. A Concise Introduction, Palgrave Macmillan

Complementary references

Cascio, W., & Boudreau, J. (2011). Investing in people, 2nd edition, Pearson

Gómez-Mejia, L.R., Balkin, D., y Cardy, R. (2016). Gestión de Recursos Humanos, 8ª edición, Pearson

Lazear, E.P., & Gibbs, M. (2015). Personnel Economics in Practice, 3rd edition, Wiley

López Cabrales, A., Valle Cabrera, R., y Dolan, S.L. (2014). La gestión de las personas y del talento: la gestión de los recursos humanos en el siglo XXI, McGraw Hill Interamericana de España

Noe, R.A, Hollenbeck, J.R, Gerhart, B. & Wright, P.M. (2012). Human Resource Management: Gaining a Competitive Advantage, 8a edition, Global edition, McGraw-Hill



Aulario UPNA.