Human Resource Management 2600-MSMz2ZZL
Lecture
1. Basic concepts related to HRM:
• Definition of HRM
• Michigan Model / Harvard Model
• HRM goals
• External factors shaping HRM
• Internal factors
• Key performance indicators of individual HRM areas
• Personnel strategy
• Personal politics
2. Organizational planning
• Statization
• Planning roles and positions
• Job descriptions
• Management of the personnel function
• Organizing the HRM function
• The roles of HRM specialists and the role of managers
• HRBP Model Dave Ulrich
• Key HRM performance indicators
3. Recruitment and selection of employees
• employee acquisition strategies
• analysis of existing human resources
• determining the requirements for the positions sought
• Attracting candidates (employer branding)
• Selection methods
• Selection of candidates
• Techniques of conducting recruitment interviews
• Additional tools used in the recruitment process: tests, assessment centers
• Good recruitment practices
• Candidate experience
• Pre-on boarding
• On-boarding
4. Developing, training and teaching
• Competencies and their application in the organization
• Organizational learning
• Training plans
• Training – planning, implementation, measuring effects, tools
• Succession plans
• Talent programs
• Development of management staff
5. Motivational system
• Creating a motivational system and its elements
• Payroll policy
• Bonus systems
• Employee benefits
• Management by results
• Performance indicators, personal goals, organizational goals
• Assessment
o Periodic evaluation
o 360 degree assessment
o Use of assessment tools in the HRM management process
6. Retaining employees in the organization
• Employee Experience
• Employee Value Proposition
• Engaging employees - the impact of engagement on results
7. Personnel marketing
Seminar
• Modern human capital management – goals, internal and external conditions
• Developing the consequences of short-term employment for the implementation of the people management process - key, contract and peripheral employees
• The role of the HR department as a business partner
• Principles of cooperation with the HR department as a business partner
• Planning the demand for employees - forecasts of internal and external supply
• Analysis of the external and internal labor market for selected positions
• Job description, including atypical forms of employment
• Traditional and competence-based approach to job analysis
• Recruitment of employees - sources and forms and their effectiveness
• Selection of recruitment sources for the selected position.
• Assessing the effectiveness of social media use.
• Employee selection - types of methods and their predictive power
• Selection methods and the scope of their use
• Interview – sources of errors and limitations in making personnel decisions
• Employee evaluation system – goals and types
• Constructing employee evaluation criteria for a given position
• Material and intangible remuneration in shaping employee commitment
• Assessment of the remuneration system in terms of motivating and developing employees - a case study
Course coordinators
Type of course
Mode
Learning outcomes
Student after completing the course:
In terms of knowledge:
• Knows and understands terminology and basic theoretical models in the field of human resources management (K_W01)
• Knows and understands at an advanced level the principles, procedures and practices regarding human resources management (K_W02).
• Knows and understands at an advanced level the principles and procedures of human resources management (K_W02).
• Knows and understands technological, social, political, legal, economic and ecological processes and phenomena and their impact on the functioning of the organization, in particular in relation to the human resources management (K_W05)
• Knows and understands the basic principles of creating and developing various forms of entrepreneurship in terms of human resources management (K_W06)
In terms of skills:
• Is able to use theory to recognize, diagnose and solve problems related to human resources management (K¬_U01)
• Is able to correctly interpret technological, social, political, legal, economic and ecological processes and phenomena and their impact on the functioning of the organization (K_U02)
• Is able to independently and collectively prepare analyses, diagnoses and reports on the functioning of the organization and the sector and present them communicatively, using IT and communication tools (K_U03)
• Is able to plan and organize own and team work (K_U05)
• Has the ability to self-educate and improve acquired qualifications (K_U06)
In terms of attitudes:
• Is ready to assess and critically approach situations and phenomena related to the functioning of the organization on the market, sector and the entire economy (K_K01)
• Is ready to think and act in an entrepreneurial way (K_K02)
• Is ready to comply with ethical standards related to human resources management (K_K03)
Assessment criteria
Quiz test on eNauka or in paper version
bonus for participating in individual exercises and performing project tasks; confirmed by attendance and achieved results, the maximum number of points depends on the activity of the participants
Bibliography
The lecure:
Primary position:
Armstrong M, (2000), Zarządzanie Zasobami Ludzkimi, Kraków, Oficyna Wydawnicza i Dom Wydawniczy ABC
Complementary position:
Ulrich D. i Brockbank W. (2013). Tworzenie wartości przez dział HR, Wolters Kluwer
Walczak K. (2018). Zasady wynagradzania za pracę u pracodawców-przedsiębiorców w świetle autonomicznych źródeł prawa, Wydawnictwo C.H.Beck
Pawłowska A. (2017). Zatrudnialność pracobiorcy w elastycznym zarządzaniu ludźmi, Warszawa, Polskie Wydawnictwo Ekonomiczne
Ulrich D.,Brockbank W., Nyman M.,Allen J.,Younger J. (2010). Nowoczesne zarządzanie zasobami ludzkimi, Wolters Kluwer
The seminar:
Primary position:
Juchnowicz M. (red.) Zarządzanie kapitałem ludzkim. Procesy, narzędzia, aplikacje. PWE, Warszawa 2014
Juchnowicz M., Kinowska H. (red.) Zarządzanie kapitałem ludzkim w warunkach niepewności. Wyzwania i implikacje. PWE, 2023
Popieluch K. (red.) HR Business Partner. Rola, funkcje, perspektywy, WN PWN, 2018
Complementary position:
Dave U., Justin A., Wayne B., Jon Y., Mark N., Nowoczesne zarządzanie zasobami ludzkimi. Transformacja zgodna z oczekiwaniami klientów i inwestorów. Wolters Kluwer, 2010
Boudreau J., Cascio W. F., Inwestowanie w ludzi, Wolters Kluwer, 2013
Leighton P., Syrett M., Hacker R., Holland P., Nowoczesne formy zatrudnienia, Wolters Kluwer, 2013
Armstrong M., Armstrong, Handbook of Human Resource Management Practice, Kogan Page, 2017
Dessler, G., Fundamentals of Human Resource Management, Global Edition, Pearson, 2016