Delivered at:: Department of Human Resources Management

Course type:: Compulsory course

When:: 2 year, 3, 4 module

Instructors

Mondrus, Olga

Podverbnykh, Ulyana

Smirnov, Pavel

Full 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 acceptance and integration of the human resources function as a full business partner, and the higher expectations 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 procedures, workplace diversity, and the role of human resources in a global economy.

Learning Objectives

Analyze the concept of labor or human capital of the organisation viewed as an investment versus an operational expense.
Examine various models of how human resources management is positioned in the structure of an organisation.
Assess the major challenges of human resources in the 21st century business and government organisations.
Review the role of human resources management in the development of senior leadership.
Develop ways in which human resources management might diagnose a business strategy and then facilitate the internal change necessary to accomplish the strategy.
Analyze the correlation of human resources management and line management as it relates to developing an organisational business partnership.
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 Environment
Trends 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

Seminars
Analytical Report
Exam
Midterm exams with asynchronous proctoring: Examination format: The exam is taken written (the format of the test with multiple choice, open-ended and other types of questions, 30 questions total) 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. 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, 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, except: Calculator. If one of the necessary requirements for participation in the exam cannot be met, a student is obliged to inform a program manager 7 days before the exam date to decide on the student's participation in the exams. Important rules: All rules are available in exam regulations using asynchronous proctoring technology in the framework of intermediate certification. Additional rules: Students are allowed to use Calculator, pens, pencils, a blank piece of paper. Connection failures: A short-term connection failure during the exam is considered to be the loss of a student's network connection with the StartExam platform for no longer than 5 minutes per exam. A long-term connection failure during the exam is considered to be the loss of a student's network connection with the StartExam platform for longer than 5 minutes per exam and will be the basis for the decision to terminate the exam. In case of long-term connection failure in the StartExam platform during the examination task, the student must record the fact of connection failure (screenshot, a response from the Internet provider). Then contact the program manager with an explanatory note about the incident to decide on retaking the exam.

Interim Assessment

Interim assessment (4 module)
0.3 * Analytical Report + 0.4 * Exam + 0.3 * Seminars

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

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