Course guide

Human Resource Management 1

Academic year 2021 / 2022
Last updated on: 21/06/2021
Approval date:
Organización de Empresas I: 21/06/2021
Organización de Empresas II: 21/06/2021

Grado (bachelor's degree)

Bachelor's Degree in Building+ Bachelor's Degree in Business Administration and Managment

Branch

Social and Legal Sciences

Module

Organización de Empresas

Subject

Dirección de Recursos Humanos I

Year of study

4

Semester

2

ECTS Credits

6

Course type

Compulsory course

Teaching staff

Theory

  • Javier Aguilera Caracuel. Groups: A

Timetable for tutorials

Javier Aguilera Caracuel

javieraguilera@ugr.es
    First semester
    • Monday de 9:00 a 15:00 (Desp B214 Facultad Ccee)
    Second semester
    • Monday de 9:30 a 12:30 (Desp B214 Facultad Ccee)
    • de 9:30 a 12:30 (Desp B214 Facultad Ccee)

Prerequisites and recommendations

Students are required to have a sufficient level of knowledge regarding "Business Management".

Brief description of course content (According to the programme’s verification report)

  • Human Resource Management approaches
  • The context of Human Resource Management
  • Human Resource Planning
  • Recruiting, Selection, Socialization and Subtrative Planning.
  • Training & Development and Career Management
  • Measuring Performance
  • Managing Compensation
  • Emerging Trends in Human Resource Management

Skills

General Skills

  • CG02  - Ability to analyse and search for information from a variety of sources applicable to the field of study.
  • CG06  - Ability to analyse and summarise.
  • CG07  - Ability to make decisions.
  • CG19  - Oral and written communication skills in Spanish.
  • CG24  - Ability to apply knowledge to practice.

Subject-specific Skills

  • CE01  - Conocer y comprender la realidad económica, identificar el papel que desempeñan las empresas dentro de la economía, conocer las distintas formas que pueden adoptar las empresas.  
  • CE02  - Entender las perspectivas más relevantes en el estudio de las organizaciones 
  • CE09  - Know and apply theoretical concepts and instrumental techniques and tools for solving economic problems in real-life scenarios.
  • CE20  - Conocer y desempeñar las funciones que conforman el proceso de administración: planificación, dirección, organización y control 
  • CE22  - Make a diagnosis of a real situation in the business world, identifying and modeling problems as well as proposing solutions in a reasoned manner.
  • CE23  - Gestionar y administrar una empresa, así como otras organizaciones públicas y privadas y ser capaz de diseñar la estructura organizativa  
  • CE24  - Entender y aplicar las principales líneas de pensamiento estratégico actual, el papel de la competencia y la búsqueda de la ventaja competitiva; entender las raíces del éxito y el fracaso empresarial, conociendo a fondo los conceptos y herramientas para la formulación y desarrollo de una estrategia  
  • CE36  - Ser capaz de fijar objetivos, políticas, planificar y gestionar los recursos humanos.  
  • CE38  - Conocer la vinculación interdepartamental entre las prácticas de recursos humanos para determinar las diferencias en eficiencia y eficacia de los diferentes vínculos y responsabilidades dentro de la empresa. 

Transferable Skills

  • CT01  - Manage and administer a company or organisation by understanding its competitive and institutional positioning and identifying its strengths and weaknesses. Be part of any division of a medium or large company or organisation and be able to perform with ease the assigned management tasks.
  • CT03  - Be able to plan and control the overall management or the various divisions of a company.

Learning outcomes

  • Cognitive (knowledge)-based objectives:
    • What HRM can do for a company’s competitive edge
    • Specific problems & conflicts commonly affecting HR departments
    • The unique role of HR in organizations
    • Techniques required to carry out different HR processes
    • Trends & challenges in HRM
    • Relate and combine the different HRM practices in organizations.
    • Understand how the different Human Resource Management (HRM) practices are designed and implemented in real organizations.
  • Procedural-Instrumental based objectives:
    • We aim to help students be equipped to:
      • Estimate demand for personnel
      • Select the best candidates in a selection process
      • Gauge an organization’s training needs
      • Apply performance appraisal techniques
      • Calculate salary mass & retributive effects
  • Objectives relating to individuals’ skills, capacities and competencies:
    • Problem-solving
    • Analysis and synthesis
    • Organisation and planning
    • Teamwork
    • Delivering presentations in public
    • Undertaking the necessary information-search to ensure effective decision-making
    • Relating theoretical concepts with one another and applying them to practical scenarios
    • Apply critical thinking and creativity to problem-solving.

Planned learning activities

Theory Syllabus

  1. Introduction to HRM:
    • Human resources in the firm: The challenges
    • Human Resource Management
    • Human Resource Managers: Characteristics & roles
    • New trends in HRM
  2. Job Analysis:
    • Job descriptions
    • Sources of information
    • Information collection methods
    • Generic job analysis
    • Standardized questionnaires
    • New trends in Jon Analysis
  3. HR Planning:
    • Strategic importance of HR planning
    • Elements of HR planning
    • Assessing the global / organizational environment
    • HR forecasts
    • Developing HR planning: measurement & timetables
    • Implementing HR planning
    • Subtractive planning
    • Outplacement
    • HR information systems
  4. The Recruiting Process (staffing).
    • Strategic role of recruiting
    • Recruiting from the organization´s internal labor market
    • Recruiting from the external labor market
    • Turnover & recruiting difficulties
    • New trends in the recruiting process
  5. The Selection and Socialization Processes.
    • Overview of the selection process
    • Choosing valid predictors
    • Techniques for assessing job applicants
    • Formal and informal socialization
    • New trends in the selection and socialization processes
  6. Training & Development and Career Management:
    • Training vs. development
    • Challenges in training
    • The training processes
    • Developing program content
    • What is career development?
    • Career development hurdles
    • Meeting the challenges of effective career development
    • Self-development
    • New trends in training & development and career management
  7. Measuring Performance & Providing Feedback:
    • Performance appraisal: concept & objectives
    • Identifying performance dimensions: performance & tools
    • The appraisal interview
    • Performance improvement
  8. Managing Compensation:
    • Designing a compensation system
    • Job-based vs. individual-based pay
    • Compensation tools
    • Balancing internal, individual and external equity
    • Performance-based pay: the challenges
    • Types of incentives (merit pay, team rewards, organisational rewards)
    • New trends in compensation: Emotional salary and flexible compensation

Practical Syllabus

Case studies, individual and group-dynamic activities, team building activities, and analyses of human resource business cases based on the table of contents (see detailed syllabus).

Recommended reading

Essential reading

  • De la Calle, M.C., y Ortiz, M. (2018): Fundamentos de Recursos Humanos, Pearson, Madrid, 3ª ed.
  • Raymond, N., Hollenbeck, J., Gerhart, B., y Wright, P. (2021). Fundamentals of Human Resource Management, McGraw Hill Education, Columbus, OH, United States, 9th edition.
  • Dessler, G. (2020). Fundamentals of Human Resource Management, Pearson Education Limited, Harlow, United States, 5th edition.
  • Tarrington. D., Hall, L., Taylor, S., and Atkinson, C. (2020). Human Resource Management, Pearson Education Limited, Harlow, United Kingdon, 11th edition.
  • Gómez-Mejía, L.R., Balkin, D.B., Cardy, R.L. (2016). Managing Human Resources, Pearson Education Limited, Harlow, United Kingdon, 8th edition.

Complementary reading

  • Ariza Montes, J.A.  y Morales Fernández, E.J. (2014). Gestión estratégica de personas y competencias. Mc Graw Hill, 1ª edición.
  • Dolan, S., Valle, R. y López, A. (2014): La gestión de personas y del talento: la gestión de los recursos humanos en el S. XXI, McGraw-Hill, Madrid.
  • Fernández, E. y Junquera, B. (2013): Iniciación a los recursos humanos, Septem ed., Oviedo.
  • Valle, R. (Coord) (2003) La gestión estratégica de los recursos humanos, Prentice-Hall, Madrid.
  • Werther, W. y Davis, J. (2014): Administración de Recursos Humanos, 7ª Edición, McGraw-Hill, Méjico.

Recommended learning resources/tools

Teaching methods

  • MD01  Docencia presencial en el aula 
  • MD02  Estudio individualizado del alumno, búsqueda, consulta y tratamiento de información, resolución de problemas y casos prácticos, y realización de trabajos y exposiciones. 
  • MD03  Tutorías individuales y/o colectivas y evaluación  

Assessment methods (Instruments, criteria and percentages)

Ordinary examination diet

To assess the contends and competencies acquired, we will use the following tools:

  • Write test: we will propose some short answer questions and case studies.
  • Oral test: there will be oral exposition of the case studies solved in groups.
  • Observation: The conducts of the student will be observed to check them with the competencies.
  • Attending and participation of the student to class, seminars and tutoring sessions.

The final mark will be calculated as following:

  • Theoretical exam (50% of the total): Consisting on a writing assessment with short answer questions/multiple choice exam/true-false exam/short anwer questions applied to HRM business cases. This exam has to be passed (at least 5 points).
  • Continuous evaluation system (50% of the final mark). The student could have 5 points through the continuous evaluation system. This system is based upon the attending, participation and assessment of the practical activities proposed. The professor of each group will define the system at the beginning of the course.

The final mark of the student will result of the mean of theoretical part and the continuous evaluation system, taking into account that the theoretical exam is required to be passed.

IMPORTANT: The student that do not attend the final exam will obtain “no presented” final mark.

Extraordinary examination diet

  • The structure of the theoretical exam will be similar to the one on ordinary examination (50%). This exam has to be passed (at least 5 points).
  • Practice exam (50% of the total). Consisting on the resolution of case studies based on subjects of the course in order to apply the theoretical knowledge to human resource business situations.
  • The score of the continuous evaluation system can be saved for the student that does not pass the ordinary examination. In this case, only those students that have passed the practice part through continuous evaluation system can decide not to do the practice part on this examination.

IMPORTANT: The student that do not attend the final exam will obtain “no presented” final mark.

Single final assessment (evaluación única final)

The single final assessment (for those who apply and are allow to have it) will have this structure:

  • Theoretical exam (50% of the total). Consisting on a writing assessment with short answer questions/multiple choice exam/true-false exam/short anwer questions applied to HRM business cases. This exam has to be passed (at least 5 points).
  • Practice exam (50% of the total). Consisting on the resolution of case studies based on subjects of the course in order to apply the theoretical knowledge to human resource business situations.

Additional information

  • It is recommended to have at least a B1 level of English to attend this course.
  • The use of National Identification Number is required to do the exams.
  • The General Data Protection Regulation is applied in all the teaching activities, including the virtual ones.

SCENARIO A (CONTACT AND ONLINE TEACHING AND LEARNING)

Timetable

Timetable:

See http://oe2.ugr.es

Tools for tutorial support (Include virtual tools for tutorial support)

Tools for tutorials:

  • Email.
  • PRADO.
  • Video conference.
  • Students are required to use the institutional emails: @correo.ugr.es and @go.ugr.es

Adjustment measures for assessment methods (Instruments, criteria and percentages)

  • Master class: If presence is not possible, remote teaching will be used for the presentation of the main concepts and debate, facilitating the autonomous work of the student. We will use the virtual classroom on the official University of Granada platforms. 
  • Practices will be done preferably on-campus. If they could not be presential, because the sanitary situation will not allow it, they will be realized through the official University of Granada platforms. 

Ordinary examination diet

The criteria and percentage of the final overall mark for the ordinary assessment session are the same as the ones described in the assessment part. All the assessment tests will be done preferably on-campus. If they could not be presential, because the sanitary situation will not allow it, they will be realized through the official University of Granada platforms.

Extraordinary examination diet

The criteria and percentage of the final overall mark for the extraordinary assessment session are the same as the ones described in the assessment part. All the assessment tests will be done preferably on-campus. If they could not be presential, because the sanitary situation will not allow it, they will be realized through the official University of Granada platforms.

Single final assessment (evaluación única final)

The criteria and percentage of the final overall mark for the ordinary assessment session are the same as the ones described in the single final assessment part before. All the assessment tests will be done preferably on-campus. If they could not be presential, because the sanitary situation will not allow it, they will be realized through the official University of Granada platforms.

SCENARIO B (SUSPENSION OF CONTACT ACTIVITIES)

Timetable

Timetable:

Tools for tutorial support (Include virtual tools for tutorial support)

  • Email.
  • PRADO.
  • Video conference.
  • Students are required to use the institutional emails: @correo.ugr.es and @go.ugr.es

Adjustment measures for assessment methods (Instruments, criteria and percentages)

  • Master class: remote teaching will be used for the presentation of the main concepts and debate, facilitating the autonomous work of the student. We will use the virtual classroom on the official University of Granada platforms. 
  • Practices will be done online as well. We will use the virtual classroom on the official University of Granada platforms. 

Ordinary examination diet

The criteria and percentage of the final overall mark for the ordinary assessment session are the same as the ones described in the assessment part. All the assessment tests will be done using the official University of Granada platforms.

Extraordinary examination diet

The criteria and percentage of the final overall mark for the extraordinary assessment session are the same as the ones described in the assessment part. All the assessment tests will be done using the official University of Granada platforms.

Single final assessment (evaluación única final)

The criteria and percentage of the final overall mark for the ordinary assessment session are the same as the ones described in the single final assessment part before. All the assessment tests will be done using the official University of Granada platforms.