55361 - Human Resource Management

Learning outcomes

The course aims to provide students with an overview of the main issues and problems related to the management of people and their motivations and skills. At the end of the course, the student will possess specific skills to take decisions and implement activities for managing human resources in different types of enterprises and in multicultural environments. In particular, students will be able to: - analyze and participate in the design of jobs, roles, and compensation policies; - Use different theories to identify consistent methods, practices and management tools; - Participate in decision-making process related to the redesign of jobs, to skill and talent development, to the development of participation and leadership.

Course contents

To achieve these goals, teaching activities will focus on four main topics:

- Strategies, policies, and techniques for managing human resources: topics, criticalities, evolutionary paths; relationships between HRM and organizational performances; strategies, configurations and roles for managing human resources; managing people in multicultural environments.

- Work, organization and jobs: work organization; job design and roles; authority and power; micro- and macro- structure; evaluating people; reward policies.

- Decision-making processes and organizational behavior: rationality; employee empowerment; regulation processes; managing competencies; worker motivation, involvement, commitment, engagement.

- Occupational health and safety and well-being: social responsibility; strategies for promoting worker well-being; OHS, risk management and prevention in the workplace.

Readings/Bibliography

Lesson notes and other course material made available during the course.

 

Additional bibliography:
Armstrong M., Taylor S., 2014, Armstrong's handbook of human resource management practice: building sustainable organizational improvement, Kogan Page.
Costa G., Gianecchini M., 2009, Risorse umane - Persone, relazioni e valore, McGraw-Hill.
Kreitner R., Kinicki A., 2013, Comportamento organizzativo, Apogeo Education - Maggioli.
Masino G., Maggi B. (Eds.), 2013, Storie di imprese, www.taoprograms.org, TAO Digital Library.
Simon H.A., 1947/1958, Il comportamento amministrativo, Il Mulino.

Teaching methods

Methodological foundations: A theory is not a means for identifying solutions to organizational problems; it offers a point of view, a way for interpreting actual phenomena. In Social Sciences, there is not a one best theory: different theories offers different explanations of the same phenomenon. Hence, each theory allows to understand and explain actual phenomena and to identify intervention strategies consistent with the explanation proposed.

Teaching methods: Discussion of different case studies to allow students to approach the real world of business and to teach students how to use different theories to interpret organizational choices. Each case is discussed in two consecutive classes: - in the first class, students expose and discuss the case, they express their points of view; - in the second class, students are involved in possible, alternative interpretations by adopting different theories. Evidently, students are asked to study cases and theories before the class, not after; cases and theories will be communicated in advance to allow preliminary study.

Assessment methods

Written test composed of open questions.

The student, basing on the theories introduced during the Course, have to be able to understand and interpret the main strategies and choices affecting HRM.

In addition, the student have to be able to identify and apply methods for designing jobs and managing people.

The test covers both the theoretical part and the cases analyzed during the classes. It is not possible to bring books, personal notes or electronic devices in the exam.

Registration (through AlmaEsami) for the exam is compulsory.

Grade scale:
- Sufficient preparation and analytical skills, expressed in a formally correct language → 18-22;
- Adequate preparation, sufficient analytical skills, even if not particularly articulated, expressed with correct language → 23-26;
- In-depth knowledge of the topics covered in the course, good analytical and critical skills, mastery of specific terminology → 27-28;
- Very in-depth knowledge of the topics covered in the course, critical analysis and connection skills, mastery of specific terminology → 29-30;
- Very in-depth knowledge of the topics covered in the course, critical analysis and connection skills, excellent ability to re-elaborate concepts, mastery of specific terminology → 30 cum laude.

Office hours

See the website of Francesco Maria Barbini