HRM 211 - Human Resource Management

Objectives

The strategic management literature emphasizes the hidden potential that workers possess. Unlocking this potential for making unique contributions to the organization depends on skillfully structuring workplace and leadership relationships.
Management can contribute considerably to realizing the creative potential embodied in the workforce. To this end, course participants gain a basic understanding of the psychology required to understand and explain the actions and experiences of the members of an organization. This knowledge is the basis for being able to develop a leadership style and to become sensitive to the effects of one’s own management actions.

Students also learn how to construct feedback systems. Formulating goals, requiring feedback and creating a supportive environment increase the probability of exceptional performance from dedicated, motivated employees.

The task of Human Resources Management (HRM) is to support management in structuring the organization and leadership relationships. Starting from the strategic plan, HRM develops the tools and techniques for management to use to  carry out their duties in a professional manner. Managers should be familiar with basic HR tasks, techniques and tools.

For this reason, participants become familiar with a number of important HR themes: the basics of determining employee compensation; how to acquire and select workers under various job market conditions; the principles of task analysis; developing, supporting and motivating workers during organizational changes; changing the workplace variables to match changing demographic or business conditions; etc.

Content

• What managers do!
  
• Management functions and activities
  
• The partnership of line managers and HR departments
  
• The challenges and opportunities of HRM
  
• Management and leadership
  
• Foundations of group behavior
  
• Scientific approaches to leadership
  
• Social Fact Paradigm
  
• Trait theories    
  
• Behavioral theories
  
• Situational theories
  
• Social Constructionist Paradigm
  
• Organizational Culture and Symbolic Management
  
• Politics
  
• Self-organization
  
• Basic Human Resource practices
  
• Recruitment and selection
  
• Forecasting demand and supply
  
• Information about jobs
  
• Information about candidates
  
• Human Resources Development (HRD)
  
• Training
  
• Career development
  
• Appraising and improving performance
  
• Job design
  
• Motivation and compensation
  
• Compensation
  
• Incentive rewards
  
• International HRM