Universidad Pública de Navarra - Nafarroako Univertsitate Publikoa
Public University of Navarre
| Course code: 176805 | Subject title: HUMAN RESOURCES MANAGEMENT | ||||
| Credits: 6 | Type of subject: Mandatory | Year: 4 | Period: 2º S | ||
| Department: Gestión de Empresas | |||||
| Lecturers: | |||||
| BAYO MORIONES, JOSÉ ALBERTO (Resp) [Mentoring ] | URTASUN ALONSO, AINHOA [Mentoring ] | ||||
| BARRENECHEA MENDEZ, MARCO ANTONIO [Mentoring ] | |||||
Contents
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 fourth year for the International Double Bachelor's degree in Economics, 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.
Descriptors
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
R_DG_01. Understand decision making theoretical foundations
R_DG_02. Understand the firm's basic theory. Organization and functional areas
R_DG_04. Understand goal setting, policies and human resource planning, job analysis, evaluation and planning, staffing, training, development, career planning, compensation and incentive systems
R_DG_08. Understand firm ethical behavior
Methodology
| Methodology - Activity | In-class hours | Outside-class hours |
| A-1 Theoretical sessions | 44 | |
| A-2 Practical sessions | 14 | |
| A-3 Preparing individual/group assignments | 40 | |
| A-4 Individual/group tutorial sessions | 8 | |
| A-5 Self-study | 42 | |
| A-6 Exam | 2 | |
| Total number of hours | 60 | 90 |
Evaluation
| Learning outcomes | Evaluation system | Weight (%) | Recoverable nature |
| R_DG_01, R_DG_02, R_DG_04, R_DG_08 | Final assessment: exam of contents and evaluation of individual work | 65% Required minimum grade to calculate final grade = 4/10 | Yes |
| R_DG_01, R_DG_02, R_DG_04 | Individual assessments, exercises and cases | 15% | No |
| R_DG_02, R_DG_04, R_DG_08 | Group activity to apply learned concepts to real cases | 20% To obtain a mark, the student should attend the last practical session and at least 4 of the remaining 6 | No |
Withdrew (No Presentado)
The grade Withdrew (No Presentado) will be given to students who do not take the ordinary and the extraordinary final exams.
Part-time students
As for group activity's evaluation, part-time students can choose between two mutually exclusive procedures: the regular procedure or an alternative procedure consisting of completing the activity individually, not attending practical sessions and delivering a final oral presentation to the professor.
As for individual assessments, exercises and cases, part-time students can choose between two mutually exclusive procedures: the regular procedure or an alternative procedure consisting of including these activities as exam's parts, so that the final exam's weight is 80%.
Part-time students have one week after the beginning of the semester to communicate the professors their choices, otherwise the ordinary procedure will be applied.
Agenda
1. Strategic human resource management
2. Job analysis and human resource planning
3. Recruitment and selection
4. Training
5. Career-based incentives
6. Performance evaluation
7. Separation management
8. Incentives
9. Level of pay
Practical sessions
Practical session 1: Job analysis
Practical session 2: HR planning
Practical session 3: Recruitment and selection
Practical session 4: Training
Practical session 5: Performance evaluation
Practical session 6: Compensation
Practical session 7: HRM Report: Oral presentations
Bibliography
Access the bibliography that your professor has requested from the Library.
References
Cascio, W., & Boudreau, J. (2011). Investing in people, 2nd edition, Pearson
Gómez-Mejia, L.R., Balkin, D., y Cardy, R. (2016): Managing Human Resources, 8th edition, Pearson
Lazear, E.P., & Gibbs, M. (2015). Personnel Economics in Practice, 3rd edition, Wiley
Noe, R.A, Hollenbeck, J.R, Gerhart, B. & Wright, P.M. (2012) Human Resource Management: Gaining a Competitive Advantage, 8th edition, Global edition, McGraw-Hill