OUR ACADEMIC DEPARTEMENTS |
Lesson details
STRATEGIC HUMAN RESOURCES MANAGEMENT | |||
2018-2019 | EnIESEG School of Management
(
IÉSEG
)
| ||
Class code : | 1819-IÉSEG-M1S2-HRM-MA-EI11UE | HRM |
Level | Year | Period | Language of instruction |
---|---|---|---|
Master | 1 | S2 | EnEnglish |
Academic responsibility | A.MONTEFUSCO |
---|---|
Lecturer(s) | Andrea MONTEFUSCO |
- This class exists in these courses :
- IÉSEG > IESEG Degree - Programme Grande École > Semester 1 > 2,00 ECTS
Prerequisites
It is strongly recommended that students:
- Have basic knoledge of business strategy and strategic management;
are proficent in:
- Human Resource Management key concepts
- Human Resource Management processes;
- People Management scope, concepts, and processes.
Learning outcomes
At the end of the course, the student should be able to :
- Know the purpose of Strategic Human Resource Management (SHRM);
- Know the main characteristics of Strategic HRM, especially those which differentiate it from Human Resource Management approach;
- Once in a company, the students who have attented this course should be capable of proactively supporting SHRM approach through:
1 - both, spotting the impact and understanding the practical implication that the continual evolution of company strategy generates on people;
2 - cooperating with HR department in defining actions to help people cope with the evolution of strategy
3 - supporting HR Business Partners in daily delivering HRM processes;
4 - applying basic skills in Strategic HRM to define and deploy effective SHRM processes, as the students will have learnt:
- how to set performance;
- the methods to tune (eu-)stress to manage performance;
- the concrete meaning of engagement and the differences between control, engagement and commitment;
- how to measure the performance of hr activites and policies by SHRM Assessment Tool;
- the implementation of SHRM through Human Resource Business Partners
- the SHRM in the Digital Tide: highlights and implications
Course description
- The evolution of people management and the modern meaning of HR management;
- The systemic approach to company management and the concept of "Strategic Human Resource Management";
- The psychological models of human behavior and learning: performance classification, eustress and distress, learning and cultural factors in innovation processes, the role of instructions and procedures in operations, the "exploration/exploitation" managerial paradox, the concept of emotions and their impact of human behavior, management and leadership;
- The relation between Strategic HRM and formal structure in organizations: cooperation, coordination, individual and collective results, "no blame" and just culture;
- The engagement: the role of SHRM approach to raise people awareness of individual contribution, duty, results
- SHRM into practice: understanding and applying the Human Resource Business Partner approach
- Measuring SHRM effectiveness: the SRHM Assessment tool.
Class type
Class structure
Type of course | Numbers of hours | Comments | |
---|---|---|---|
Independent work | |||
Reference manual 's readings | 4,00 | ||
Independent study | |||
Group Project | 8,00 | Each simulation is a Group Project scenario: every team has to manage and write a short report which will be evaluated for team grading. | |
Estimated personal workload | 10,00 | ||
Face to face | |||
Interactive class | 16,00 | The course adopts an inductive learning aproach delivered through goal based scenario learning: briefing, simulation, de-briefing. | |
Total student workload | 38,00 |
Teaching methods
- Case study
- E-learning
- Interactive class
- Project work
Assessment
The student is assessed on the course based on three components:
- class participation (10%)
- project (50%)
- exam (40%)
Type of control | Duration | Number | Percentage break-down |
---|---|---|---|
Continuous assessment | |||
Participation | 0,00 | 0 | 10,00 |
Others | |||
Group Project | 0,00 | 0 | 50,00 |
Final Exam | |||
Written exam | 2,00 | 1 | 40,00 |
TOTAL | 100,00 |
Recommended reading
- HR book used in your basic HR course. -
- McGrath, R.G., 2013, Transient Advantage, Harvard Business Review -
- Ancona, D., Malone, T.W., Orlikowski, W.J., Senge, P.M., In Praise Of The Incomplete Leader, Harvard Business Review, 2007 -
- Kim, T., Mfee, E., Olguin Olguin, D., Waber, B., Pentland, A., 2012, Sociometric badges: Using sensor technology to capture new forms of collaboration, Journal of Organizational Behavior, J. Organiz. Behav. 33, 412–427 (2012) -
Internet resources
- IESEG online
Slides from the instructor (available at ieseg-online platform).
Students are expected to regularly (and prior to each session) check the course website at ieseg-online
platform.
The preparation on the texts and slides covered by the course and indicated by the professor is essential for preparing the exam.
* This information is non-binding and can be subject to change