75973 - Human Resource Management and Leadership

Learning outcomes

The purpose of this course is * to enhance in the students the awareness and understanding of the importance and function of Human Resources Management; and, *to develop a philosophy of leadership. The students will have opportunities to observe and/or practice the various theories of leadership in order to develop their range of abilities.

Students completing this module will be able to:

• Discuss the role played by Human Resource Management in relation to other functions to support organizational success.
• To explain how external factors such as the economy, globalization, organized labor, and legislation to have influenced the development and role of human resources management strategy and planning.
• Discuss the processes involved with staffing, from job analysis, job descriptions, recruitments and selection, and organization and the ways in which internal and external factors affect them.
• Describe the role of training and development in organizational performance, how this role should be effectively managed, and its contribution to the entrepreneurial skills.
• Awaken in the students a sense of managerial responsibility through the identification of compensation and benefits strategies. Analyzing how the organization can use to attract and retain employees, and the factors considered in establishing a particular approach to compensation.
• Increase the cognitive understanding of basic leadership theories and models, the ability to evaluate their relevance, and the ability to apply them to specific situations.

Course contents

HUMAN RESOURCE MANAGEMENT: Globalization and HRM; History of the work; Defining HRM; The history of HRM; Models and characteristics of HRM

PROCESSES OF HRM: “MODELLING JOBS”: Concept and design of job description; Descriptions and analysis of jobs; Methods of data collection

PROCESSES OF HRM: “ATTRACTING PEOPLE”: Tactics, techniques and sources of recruitment; Selection techniques and tests; Outsourcing; Headhunters

PROCESSES OF HRM: “DEVELOPING PEOPLE”: Training; Development; Career planning

LEADERSHIP: Leaders versus Managers; Characteristics of the leader; Theories of leadership; Leader of leaders

PROCESSES OF HRM: “REWARDING PEOPLE”: Compensation; Remuneration; Administering benefits; Reward systems: a contemporary approach

MANAGING EMPLOYEE RELATIONS: History of labor relations; Employee rights; Workplace safety

Readings/Bibliography

Armstrong, M. & Taylor, S. 2014. Armstrong’s handbook of Human Resource Management Practice. 13^th revised edition. Kogan Page Ltda.

Buhler, P. 2002. Human Resource Management: All the information you need to manage your staff and meet your business objective. Streetwise Publication.

 

Additional:

• Clegg, S., Kornberger, M. and Pitsis, T. 2009. Managing & Organizations: An introduction to theory & practice. 2 ^th Edition. London: Sage Publications.
• Harzing, A.W. and Pinnington, A. H. 2011. International Human Resource Management. 3^thEdition. London: Sage Publications.
• Locke, E. A., & Latham, G. P. 2004. What should we do about motivation theory? Six recommendations for the twenty-first century. Academy of Management Review, 29(3), 388-403.
• McClelland, D. C. (1985). How motives, skills, and values determine what people do. American Psychologist, 40, 812-825. doi: 10.1037/0003-066x.40.7.812
• Ozbilgin, M. 2005. International Human Resource Management: Theory and practice. New York: Palgrave Macmillan.
• Bennis, W. 2009. On becoming a leader: The leadership classic. Philadelphia: Basic Book.
• Tichy, N.M. & Sherman, S. 2005. Control your destiny or someone else will. HaperBus.

Teaching methods

There are three contact hours per session (total of 10 sessions) with the key concepts, methods and techniques being introduced via lectures. In addition to formal lectures we will use group discussion; cases, video materials and group’s dynamics with objective to combine conceptual and experiential approaches.

Assessment methods

• Participation in classes + lectures: 20%
• Cases studies: 20%
• Final Exam: 60%
• TOTAL 100%

Office hours

See the website of Rosana Silveira Reis