Ternopil Ivan Puluj National Technical University
Факультет економіки та менеджменту
Кафедра менеджменту та адміністрування
Human resource management
|Major||073 - Менеджмент (бакалавр)|
|Field of knowledge||7 Управління та адміністрування|
|Study start course||3|
|Form of education||full-time|
|Study hours structure||
|Amount of hours for individual work||86|
|Form of final examination||exam|
|Academic degree||Cand. Sc.|
|Academic title||Assoc. Prof.|
|Full name||Kotovska Iryna|
Course goals and learning objectives
|The purpose is to acquire students with skills essential for global HR managers: effective communication technique, the ability to listen well, people development and reinforcement of management decisions, ability to communicate and understand cultural differences, a comprehensive understanding of the international business environment, managing complex organizational issues.
to present the main concepts, principles, theories, functions and models related to human resource management;
to cover both theoretical and practical human resource management aspects while paying a special attention to innovative human resource management techniques, oriented to all stakeholders, competitive advantages of organizations as well as the rapidly changing context of management.
to increase student’s understanding and awareness of how organizations recruit, motivate, develop and retain their employees and manage their human resource functions and systems.
|Lectures||Why Is HRM Important to an Organization?
2. Why is HR important t an organization?
3. How External Influences Affect HRM.
4. HRM Function: Staffing Function Activities; Goals of the Training and Development Function; The Motivation Function; 5.Important Is the Maintenance Function?
The role of the HR practitioner
1.What is expected from HR professionals.
2.Activities And Roles Of HR Practitioners.
3.Classifying the types of roles HR specialists.
4.Models Of HR Management Roles.
5.Conflict In The HR Contribution.
6.Professionalism In Human Resource Management
Human resource planning
1.An organizational framework.
2.Linking organizational strategy.
3.Assessing Current Human Resources.
4.Human resource information systems.
5.Determining the Demand for Labor.
6.Predicting the Future Labor Supply.
7.Matching Labor Demand and Supply.
8.Job analysis methods.
10.Individual Interview Method. Group Interview Method. Structured
12.Technical Conference Method. Diary Method.
2.Factors That Affect Recruiting Efforts.
3.Constraints on Recruiting Effort.
Foundation Of Selection
1.The Selection Process.
3.Completing the Application Form.
4.Weighted Application Forms.
6.Assessment Centers Comprehensive Interviews.
9.Conditional Job Offers.
12.The Comprehensive Approach.
Foundation Of Selection (continue)
1.Selection for self-management teams.
2.Key elements for successful predictor.
4.Validity. Content Validity. Construct Validity.
6.Validity Analysis. Validity Generalization.
7.Selection from a global perspective.
8.Final thoughts: excelling of the interview.
9.Socializing, Orientation And Development Employee
10.The insider-outsider passage.
1.The Socialization Process.
2.The purpose of new-employees orientation.
3.Learning the Organization's Culture.
4.The CEO's Role in Orientation.
5.HRM's Role in Orientation.
7.Diversity Issues in HRM.
8.Training and EEO.
9.Determining Training Needs.
Socializing, Orientation And Development Employee (continue)
2.Employee Development Methods.
5.Lecture Courses and Seminars Simulations.
11.Evaluating Training and Development effectiveness.
12.Post-Training Performance Method.
13.International training and development issues.
Working in Groups
1.Why Work in Groups?
2.Writing Tasks Suited to Group Work.
3.Fact and Fiction: Common Fears about Group Work
4.Advantages and limitations of working with groups.
6.Implementing Johari Window in practice.
|Practical classes||1. Why Is HRM Important to an Organization?
2. The role of the HR practitioner
3. Human resource planning
5. Foundation Of Selection
6. Foundation Of Selection (continue)
7. Socializing, Orientation And Development Employee
8. Socializing, Orientation And Development Employee (continue)
9. Working in Groups
Recommended reading list. Subject Resources
|1. Kotovs’ka I. V. The course of lectures and handbook for practical classes on discipline “Human Resource Management” for the 3rd year students of the specialty 6.030601 “Management” (full-time study bachelors) (full-time study bachelors). – Ternopil: TNTU, 2017. – 170 p.
2. Legge, K (1995) Human Resource Management: Rhetorics and realities, Macmillan, London,
3.Fombrun, C J, Tichy, N M, and Devanna, M A (1984) Strategic Human Resource Management, Wiley, New York,
4.Boxall, P F, Purcell, J and Wright, P (2007) The goals of HRM, in (ed) P Boxall, J Purcell and P Wright, Oxford Handbook of Human Resource Management, Oxford University Press, Oxford,
5.Beer, M, Spector, B, Lawrence P, Quinn Mills, D and Walton, R (1984) Managing Human Assets, The Free Press, New York
6.Raymond A. Noe [et al.].- 2nd ed. Fundamentals of Human Resource Management[McGraw-Hill/Irwin]. Michael Armstrong. – 7 ed.
7. A Handbook of Human Resource Management Practice David A DeCenzo, Stephen P. Rob-bins– 8th ed. Fundamentals of Human Resource Management.
8. Storey, J. (1992) Developments in the Management of Human Resources.
1. Blackwell. Swart, J., Kinnie, N., Purcell, J. (2003) People and Performance in Knowledgeintensive Firms, CIPD.
2. Boselie, P., Dietz, G. (2003) Commonalities and Contradictions in Research on Human Resource Management and Performance. Paper presented at the Academy of Management Seattle, 2003.
3. Boxall, P., Purcell, J. (2003) Strategy and Human Resource Management. Palgrave. Brown, D. (2003) A capital idea. People Management, 26 June, 42–46.
|Cand. Sc., Assoc. Prof. Котовська Ірина Василівна|
Дата останнього оновлення: 2020-12-06 22:46:07