|M.184.3145 Human Resource Management|
|(Human Resource Management)|
|Koordinator (coordinator):||Prof. Dr. Martin Schneider|
|Ansprechpartner (contact):||Sarah Dingemans (Sarah.Kanand[at]uni-paderborn.de)|
|Workload:||300 Std (h)|
|Semesterturnus (semester cycle):||SoSe|
|Studiensemester (study semester):||3-6|
|Dauer in Semestern (duration in semesters):||1|
|Nummer / Name
(number / title)
|a)||K.184.31451 / Basics of HRM||Vorlesung||30 Std (h)||120 Std (h)||P||50 TN (PART)|
|b)||K.184.31452 / HRM in a changing world||Seminar||30 Std (h)||120 Std (h)||P||50 TN (PART)|
|Wahlmöglichkeiten innerhalb des Moduls (Options within the module):|
|Empfohlene Voraussetzungen (prerequisites):|
|Zur Zeit sind keine Voraussetzungen bekannt. (No conditions are known.)|
|Inhalte (short description):|
The 1980s were marked by the increased globalization of markets, intensification of competition, and transformational industrial relations, as a response to external pressures. During this period, imperatives for better human resource practices caught the imagination of management in the industry world who responded to these pressures with a range of strategies under the label of HRM. The validity of the HRM recipe and its claim to distinctiveness was widely debated though. While skeptics termed it as another name for personnel management, albeit more fashionable, enthusiasts saw the new bottle or label as a way to overcome the deficiency in the manner management had treated people hitherto.
With much of the 'transition' and 'transformation' processes in the evolutionary journey of HRM being witnessed, there is now an acceptance that effective management of Human Resources is a distinguishing characteristic of successful organizations, and is key to providing a competitive advantage in a globalized world. The HR function today has moved beyond its traditional role to occupy a strategic position and is construed as a catalyst for business growth. Creating sustainable value through people is of strategic importance for most organizations. Organizational researchers too, have consistently shown a relationship between a range of human resource management (HRM) practices and organizational effectiveness.
This makes HRM a subject of undeniable interest not just for practitioners and people in academia, but for students of business too, who aspire to move to the world of work. The seminar aims to satiate the need for a comprehensive, contemporary, and contextual understanding of HRM and its fine nuances.
The HRM course has 2 integrated parts: 1) 'Basics of HRM 2) 'HRM in a changing world'.
The first part of the seminar introduces students to the fundamentals of HRM - policy, and practices. It begins with i) tracing the origin of HRM and it spread across the globe, and gaining an understanding of its specific meaning ii) discusses the conceptual domains of HRM, Participation, and Trade Unions to gain meaningful insights/implications on the changes, taking place in the realm of human resource practices, labor-management relations & institutions, and the trade union iii) dwells upon key HRM strategies iv) covers strategic HRM (SHRM) issues – its potential to drive organizational effectiveness and growth is examined in detail iv) The first part of the seminar culminates by probing HRM – its implications for managers and v) debating the ethical dimensions associated with the implementation of HRM.
The second part takes a deeper look at HRM in the changing world, and offers a bouquet of topics and themes under two components:
Component I. covers the canvas of HRM in the changing scenario, and takes a deeper look i) at the role of HR as a transformation partner ii) discusses its ability in creating a corporate advantage iii) reviews high performing work practices – as a determinant in measuring firm outcome iv) studies refashioned performance management, v) addresses important issues of acquisition, retention, and management of talent and knowledge vi) examines human dimensions of corporate restructuring vii) with the narrative of 'customer" becoming increasingly predominant in organizational discourse, more so in services; the course has a service sector component, and vi) probes the faces of HRM in international firms – its diffusion, management, and challenges.
Component II. is specifically designed to examine the future of HRM. It looks into i) the challenges that loom large in the way Human Resources have to be managed in a disruptive, dynamic, and continuously evolving business environment ii) leadership challenges in steering HRM agenda iii) examining philosophical underpinnings and ingenious approaches to managing people, iv) addresses work-life balance concerns and issues related to societal well-being iv) the seminar steps in to address an often raised question - 'why we love to hate HR and what HR can do about it?
|Lernergebnisse (learning outcomes):|
|Fachkompetenz Wissen (professional expertise):|
|Fachkompetenz Fertigkeit (practical professional and academic skills):|
|Personale Kompetenz / Sozial (individual competences / social skills):|
|Personale Kompetenz / Selbstständigkeit (individual competences / ability to perform autonomously):|
The course pedagogy will primarily be a mix of engaging lectures, activities, readings, and a diverse range of real-life cases, experiential content, and discussions. Depend as the course does on active learning on the part of students and group interaction among themselves, it is essential that students participate productively. A certain amount of preparation in advance of the classes will, therefore, be of immense value.
|Art der Modulprüfung (type of modul examination): Modulteilprüfungen|
|Art der Prüfung
(type of examination)
|a)||Besondere Form der Leistungserbringung. Details siehe Prüfungsumfang 1||Test questions / presentation (of equal marks – 5 x 10) embedded with the sessions and an assignment.||50.00 %|
|Studienleistung / qualifizierte Teilnahme (module participation requirements)|
|Voraussetzungen für die Teilnahme an Prüfungen (formal requirements for participating in examinations)|
|Voraussetzungen für die Vergabe von Credits (formal requirements for granting credit points)|
|Die Vergabe der Credits erfolgt, wenn die Modulnote mindestens „ausreichend“ ist|
|Gewichtung für Gesamtnote (calculation of overall grade)|
|Das Modul wird mit der doppelten Anzahl seiner Credits gewichtet (Faktor: 2)|
|Verwendung des Moduls in den Studiengängen (The module can be selected in the following degree programmes)|
|B.Sc. International Business Studies, B.Sc. Wirtschaftsinformatik, B.Sc. Wirtschaftswissenschaften|
B.Sc. International Business Studies
Management (im Zweifach-Bachelor)
|Umfang QT (participation requirements):|
|Lernmaterialien, Literaturangaben (learning material, literature):|
|Teilnehmerbegrenzung (participant limit):|
|Sonstige Hinweise (additional information):|