47387 - Human Resources Management

Course Unit Page


This teaching activity contributes to the achievement of the Sustainable Development Goals of the UN 2030 Agenda.

Decent work and economic growth Industry, innovation and infrastructure Reduced inequalities

Academic Year 2021/2022

Learning outcomes

By the end of the course, students will know: - the main explanatory theories of the Psychology of the Human Resources; - the objectives and the methods of the professional activity of the psychologist in Human Resources; - the tools for the development of a project on human resources management.

Course contents

The course will be divided in two main components (modules) regarding crucial activities in the management of human resources in organizations: selection, and the assessment of performance at different levels.

  • The selection component will concentrate mainly on selection methodologies. Specific topics covered will be: the process of personnel selection (in the digital era); the outcomes of a selection process, including applicant’s reactions and perceptions; an overview of the main personnel selection tecniques; personality measures as predictors of job performance; faking in the assessment of personality and how to overcome the problem; types and functions of the interview; guidelines for a good selection interview.
  • The perfomance assessment component will present theoretical topics, techniques, targets and ethical aspects of: job evaluation and job position analysis, competences assessment, performance and potential appraisal.

The topics will be presented and discussed in terms of sustainable industrialization, multiculturality, innovation and diversity management, as indicated by the United Nations Sustainable Development Goals.


Parts of the readings below will be discussed during the lectures. However, only a subset of them will be used to assess students at the end of the course: a decision on this will be taken during the first meeting with students.

Selection component:

- Carless, S. A. (2009). Psychological testing for selection purposes: a guide to evidence-based practice for human resource professionals. The International Journal of Human Resource Management, 20(12), 2517-2532.

- Pulakos, E. D. (2005). Selection assessment methods. A guide to implementing formal assessments to build a high-quality workforce. Society for Human Resource Management.

SIOP (2018). Principles for the validation and use of personnel
selection procedures. Industrial and Organizational Psychology, 11(S1), 1–97.

- Spector, P. E. (2008). Industrial and organizational psychology: Research and practice (5th edition). New York: Wiley (Chapter 6).

Performance assessment component:

- International Task Force on Assessment Center Guidelines (2009). Guidelines and ethical considerations for assessment center operations. International Journal of Selection and Assessment, 17(3), 243-253.

- Lengnick-Hall, M.L., Lengnick-Hall, C.A., Andrade L.S., Drake B. (2009). Strategic human resource management: The evolution of the field. Human Resource Management Review, 19, 64–85

- Lengnick-Hall, M. L., & Moritz, S. (2003). The impact of e-HR on the human resource management function. Journal of Labor Research, 24(3), 365-379.

- Mariani, M. G., Curcuruto, M., Matic, M., Sciacovelli, P., & Toderi, S. (2017). Can leader–member Exchange contribute to safety performance in an Italian warehouse? Frontiers in psychology, 8, 729.

- Schmitt, N., Cortina, J. M., Ingerick, M. J., & Wiechmann, D. (2003). Personnel selection and employee performance. John Wiley & Sons, Inc.

- Toderi, S., Gaggia, A., Mariani, M. G., Mancini, G., & Broccoli, M. (2015). Griffin and Neal's safety model: Determinants and components of individual safety performance in the Italian context. La Medicina del lavoro, 106(6), 447-459.

Teaching methods

The course will integrate in the traditional lecture in-group discussions and debates, case studies and practical exercises (e.g., on personality assessment).

Assessment methods

Assessment of module 1 and 2: the students have two options, development of a personnel selection project based on a job description, or development of a performance management project based on an organizational case. The job description and the organizational case will be given by the lecturers.

The project will assign 30 points. The 'lode' will be given to students obtaining the maximum performance on the chosen assignment, in the case of a performance exceeding expectations. Attendance and active participation to classes will also be considered.

Teaching tools

PowerPoint slides; videos; psychological tests.

Office hours

See the website of Rita Chiesa

See the website of Marco Giovanni Mariani