Бакалавриат
2019/2020
Управление человеческими ресурсами
Статус:
Курс обязательный (Управление логистикой и цепями поставок в бизнесе)
Направление:
38.03.02. Менеджмент
Кто читает:
Кафедра управления человеческими ресурсами
Где читается:
Высшая школа бизнеса
Когда читается:
2-й курс, 3 модуль
Формат изучения:
без онлайн-курса
Язык:
английский
Кредиты:
3
Контактные часы:
32
Course Syllabus
Abstract
This course examines the evolving human resources function within today’s organizations. Students will examine the changing roles and responsibilities of human resources managers, the ac-ceptance and integration of the human resources function as a full business partner, and the higher ex-pectations placed on human resources leadership to make a significant contribution to the successful management of the organization. Students will explore the role managers and supervisors play in the successful management of the organization’s human resources. Topics to be examined include: the functions of Human Resource Management, relationships within the organization, policies and proce-dures, workplace diversity, and the role of human resources in a global economy.
Learning Objectives
- 1. Analyze the concept of labor or human capital of the organization viewed as an investment ver-sus an operational expense. 2. Examine various models of how human resources management is positioned in the structure of an organization. 3. Assess the major challenges of human resources in the 21st century business and government organizations. 4. Review the role of human resources management in the development of senior leadership. 5. Develop ways in which human resources management might diagnose a business strategy and then facilitate the internal change necessary to accomplish the strategy. 6. Analyze the correlation of human resources management and line management as it relates to developing an organizational business partnership. 7. Evaluate the developing role of human resources in the global arena.
Expected Learning Outcomes
- explains the purpose of HRM in today’s organizations.
- articulates the challenging roles of managers at different levels (i.e., first-time managers, line managers, mid-level managers, top managers/executives).
- explains what HRM does to enhance employee, group, and organizational performance.
- recognises main functions, processes, interconnections of parts of HRM system.
- compares cultural features in different companies
- generates human resource strategies based on the cases given.
- applies workforce planning procedures to the cases given.
- demonstrates the recruiment selection procedures with examples
- compares different approaches to onboarding based on a range of information given.
- proposes learning and developing plans.
- describes performance appraisals processes.
- explains applicability of performance apprasal approaches to different cases
- demonstrates connections between the performance appraisal system of a company and the structure of the reward system of a company.
- identifies future challenges for HRM in the global organiational context.
- evaluates the employer brand based on the information available.
- describes talent management programmes and indentifies their main goals.
Course Contents
- The Human Resource EnvironmentTrends in Human Resource Management. Key concept of Human Resource Management. System of HRM. Strategy and policies of HRM. Organizational culture.
- The key practices of human resource management. Part 1.Workforce planning. Recruitment and selection. Onboarding (induction).
- The key practices of human resource management. Part 2.Learning and development. Motivation & compensation program. Performance and reward. Talent management. Employer brand.
Assessment Elements
- Group work during the seminars
- Individual homework (analytical report)An analysis of one of HRM system functions of the organization in a written format
- ExamThe instructions for students in the LMS. 1. Midterm exams with asynchronous proctoring. Examination format: The exam is taken written (multiple choice questions, essay, case study) with asynchronous proctoring. Asynchronous proctoring means that all the student's actions during the exam will be “watched” by the computer. The exam process is recorded and analyzed by artificial intelligence and a human (proctor). Please be careful and follow the instructions clearly! The platform: The exam is conducted on the StartExam platform. StartExam is an online platform for conducting test tasks of various levels of complexity. The link to pass the exam task will be available to the student in the RUZ. Students are required to join a session 15 minutes before the beginning. The computers must meet the following technical requirements: https://eduhseru-my.sharepoint.com/:b:/g/personal/vsukhomlinov_hse_ru/EUhZkYaRxQRLh9bSkXKptkUBjy7gGBj39W_pwqgqqNo_aA?e=fn0t9N A student is supposed to follow the requirements below: Prepare identification documents (а passport on a page with name and photo) for identification before the beginning of the examination task; Check your microphone, speakers or headphones, webcam, Internet connection (we recommend connecting your computer to the network with a cable, if possible); Prepare the necessary writing equipment, such as pens, pencils, pieces of paper, and others. Disable applications on the computer's task other than the browser that will be used to log in to the StartExam program. If one of the necessary requirements for participation in the exam cannot be met, a student is obliged to inform a professor and a manager of a program 2 weeks before the exam date to decide on the student's participation in the exams. Students are not allowed to: Turn off the video camera; Use notes, textbooks, and other educational materials; Leave the place where the exam task is taken (go beyond the camera's viewing angle); Look away from your computer screen or desktop; Use smart gadgets (smartphone, tablet, etc.) Involve outsiders for help during the exam, talk to outsiders during the examination tasks; Read tasks out loud. Students are allowed to: Write on a piece of paper, use a pen for making notes and calculations; Use a calculator; Connection failures: A short-term communication failure during the exam is considered to be the loss of a student's network connection with the StartExam platform for no longer than 1 minute. A long-term communication failure during the exam is considered to be the loss of a student's network connection with the StartExam platform for longer than 1 minute. A long-term communication failure during the exam is the basis for the decision to terminate the exam and the rating “unsatisfactory” (0 on a ten-point scale). In case of long-term communication failure in the StartExam platform during the examination task, the student must notify the teacher, record the fact of loss of connection with the platform (screenshot, a response from the Internet provider). Then contact the manager of a program with an explanatory note about the incident to decide on retaking the exam.
Interim Assessment
- Interim assessment (3 module)0.4 * Exam + 0.3 * Group work during the seminars + 0.3 * Individual homework (analytical report)
Bibliography
Recommended Core Bibliography
- Armstrong, M. (2016). Armstrong’s Handbook of Strategic Human Resource Management (Vol. Sixth edition). London, United Kingdom: Kogan Page. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1193777
- Armstrong, M. (2017). Armstrong’s Handbook of Human Resource Management Practice (Vol. 14th edition). New York: Kogan Page. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1507866
- Gurkov, I., Zelenova, O., & Saidov, Z. (2012). Mutation of HRM practices in Russia: an application of CRANET methodology. International Journal of Human Resource Management, 23(7), 1289–1302. https://doi.org/10.1080/09585192.2011.581633
- Igor Gurkov, Evgeny Morgunov, Alexander Settles, & Olga Zelenova. (2014). Human resource management in Russia over a century of storm and turmoil: a tale of unrealized dreams. Chapters, 363. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsrep&AN=edsrep.h.elg.eechap.14408.14
- Juul Andersen, T., & Minbaeva, D. (2013). The Role of Human Resource Management in Strategy Making. Human Resource Management, 52(5), 809–827. https://doi.org/10.1002/hrm.21562
- Krausert, A. (2014). HRM Systems for Knowledge Workers: Differences Among Top Managers, Middle Managers, and Professional Employees. Human Resource Management, 53(1), 67–87. https://doi.org/10.1002/hrm.21554
- Schullery, N. M. (2013). Workplace Engagement and Generational Differences in Values. Business Communication Quarterly, 76(2), 252–265. https://doi.org/10.1177/1080569913476543
- Zeuch, M. (2014). Dos and Don’ts in Human Resources Management : A Practical Guide. Heidelberg: Springer Gabler. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=855837
Recommended Additional Bibliography
- Johnsy Johnson, & Gisa George. (2018). A Comparative Study on Recruitment & Selection Process in Big Four Accounting Firms. https://doi.org/10.5281/zenodo.1490549
- Lidokhover, T., & Domsch, M. (2006). Human Resource Management in Russia. Aldershot, Hants, England: Routledge. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=270212
- Nurzhagan N. Kazieva. (2018). Personnel Recruitment and Management in Business Structures. Вестник Донского Государственного Технического Университета, (8–2), 1450. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsdoj&AN=edsdoj.0d31eeaccbac4247ba1f15b72637dfd5