Human Resource Management
Rauf Abdul, Frans Hikspoors
Email address :
Bachelor Degree or equivalent managerial working experience
People are crucial to every organization. Irrespective of how the labour market looks like: good coworkers are scarce, difficult to find and in many cases irreplaceable. These human resources have to be optimally utilized. This implies that personal goals and organizational goals have to be integrated. Human Resource Management (HRM) is about managing an organization’s employees (both individually and collectively) as it most important assets, both strategically and operationally. HRM involves planning, implementing, and managing recruitment, as well as selection, training, career, and organizational initiatives within an organization. The goal of HRM is to maximize the productivity and quality of an organization by optimizing its employees’ effectiveness. At the same time HRM targets improving the work life of employees and treating employees as valuable resources. This module will give insight in the role of HRM in an organization. You will be acquainted with various HRM models and instruments. You will learn to understand how HRM tool and strategies can support your organization’s strategy.
- Be able to apply knowledge and understanding of the nature and importance of HRM
- Be capable to instigate the changing environment (involving globalization and technology), influencing what HM managers (are expected to) do and how they do it (including links with strategy, the concept of high-performance organization and evidence-based HRM)
- Be able to deal with issues of diversity, gender and intercultural communication
- Be able to apply the concepts of job analysis, personnel planning, recruiting, training and coaching, employee testing and selection, performance management and appraisal
- Have insight into and critically review compensation and compensation related issues (such as incentives, fringe benefits, social insurance and flexible benefits programmes)
- Manage employee legal relations and issues (such as fair treatment, ethical behaviour, discipline, privacy and dismissal, HR in entrepreneurial firms) and labour relations (unions, works councils, collective bargaining, grievance procedures, HR and international outsourcing and supply chains, international framework agreements)
- Explain and apply the role of HRM in improving strategic management processes
- Be able to define and develop effective HRM policies based on the previous knowledge and understanding
- Describing an organization’s HRM
- Evaluating the role of recruitment and selection
- Understanding training and development
- Evaluating existing performance appraisal methods
- Evaluating role of compensation and rewards methods
- Analysing external and internal effects on HRM developments
- Evaluating the integration of personal and organizational goals
- Judging whether control and trust are in balance
- Managing competences, understanding their implications and effectiveness
- Integration of corporate strategy and HRM strategy
- Comparing the ways in which organizations deal with their various resources, using the Resourcebased view of the firm
- HRM theories; universal model, contingency model, configurations model and behavioural theory
- Understanding the nature of HRM within SMEs
- Issues related to International HRM
Instruction / Study Load :
- 36 Lesson hours
- 101 Hours of reading literature, completing the handbook and preparation for examination.
- 3 Examination Hours
IBA Final Qualification Mapping:
Mapped with numbers: 1, 2, 25 and 26. See the EEG for further reference.
- Classroom lecturing
- Case study discussions
- Feedback and presentation sessions
- Discussion sessions
- Research Papers
- Graphic Organizers
Module / Lecture and seminar status:
Testing and assessment:
Note: This is a Semester 1 Module 3 hour closed book Examination during exam week. See the Handbook and the EEG for further reference.
- Dessler G. (2011). Human Resource Management. Global Edition. Twelfth Edition. Harlow (UK): Pearson Education Ltd. ISBN: 978-0-273-74815-1.
- Boxall P. and Purcell J. (2011). Strategy and Human Resource Management. Third Edition. Basingstoke and New York: Palgrave Macmillan. ISBN-13 978-0-2305-7935-4
Recommended literature :
- Osterman, P. (2000). Work reorganization in an era of restructuring: trends in diffusion and effects on employee welfare. Industrial and Labor Relations Review, 53 (2), 179-196.
- Duke Chr. and Hinzen H. (2011). Adult Education and Lifelong Learning Within UNESCO: CONFINTEA, Education for All, and Beyond. Adult Learning, Fall 2011, 18-23.
- Arms D. (2012). Effective Learning and Development Programs are Crucial, Strategic Finance, February 2012, 16-18.
- Levenson A. (2011). Using Targeted Analytics to Improve Talent Decisions. People & Strategy, 34 (2), 34-43.
- Ulrich D. (2012). Exclusive: The six competencies to inspire HR professionals for 2012. HR Magazine, 4 January 2012.
- Lansbury R.D. (2009). Work and Industrial Relations: Towards a New Agenda. Industrial Relations, 64 (2), 327-339.
- Glasscock T. (2011). Who works for you? Risk Management, November 2011, 36-40.
- Sanford K.D. (2011). How to fill key leadership positions strategically. Healthcare Financial Management, June 2011, 44-48.
- Leon L.C. and Matthews L.R. (2010). Self-esteem Theories: Possible Explanations for Poor Interview Performance for People Experiencing Unemployment. Journal of Rehabilitation, 76 (1), 41-50.
- Smith J.L. (2011). Manage the Human Side of Quality Improvement. Quality, June 2011, 14.
- Spiller J. (2011). HRD Interview with Simon Lloyd – HR Director of Santander. 11 April 2011. (www.theHRDirector.com)
- Syedain H. (2012). From expats to global citizens. 9 January 2012 (www.peoplemanagement.co.uk/pm/articles/2012/01)
- Brand M.J. and Croonen E.P.M. (2010). Franchised and Small, the Most Beautiful of All; HRM and Performance in Plural Systems. Journal of Small Business Management, 48 (4), 605-626.
- Devereux J. (2011). Flex Appeal. Health and Well-being, February 2011, 50-52.
- Kelleher B. (2011). Engaged Employees = High-performing Organizations. Financial Executive, April 2011, 51-53.
- Gupta V. (2011). Cultural basis of high performance organizations. International Journal of Commerce and Management, 21 (3), 221-240.
- Crain M. (2010). Managing Identity: Buying Into the Brand at Work. Iowa Law Review, June 2010, 1182-1258