HSLU Modul Human Resources BSc IBA Syllabus PDF

Modul Human Resources BSc IBA (W.ALMGT13.H23) Course Autumn Term 2024/25 Scope of Exam Sources: Slide decks including audio comments Literature (reading assignments, see end of this document) Types of Exam Questions: MC Test Content Session 01 HRM Framework and Fundamentals Key Concept...

Modul Human Resources BSc IBA (W.ALMGT13.H23) Course Autumn Term 2024/25 Scope of Exam Sources: Slide decks including audio comments Literature (reading assignments, see end of this document) Types of Exam Questions: MC Test Content Session 01 HRM Framework and Fundamentals Key Concepts and Terms: why are someor even many The new philosophy: «people management» companies, human resources instead of people management Strategic HRM and stakeholder needs The challenge of International HRM: divergence or convergence what are the specifics of business doing internationally or national even Session 02 Organizational Behaviour and Motivation Key Concepts and Terms: Definitions «Organization» and «Organizational Behaviour» Factors affecting how organizations function: o Structure o Culture o Social Processes Factors affecting how people behave at work: o Variations in personal characteristics Motivation: o Definition and Types (intrinsic and extrinsic, crowding-out effects) o Instrumentality Theory o Expectancy Theory (Porter & Lawler) o Self-Determination Theory (Deci/Ryan) o Two-Factor Model (Herzberg) o Equity Theory (Adams) o Commitment and Engagement, Organizational Citizenship Behaviour Page 1/5  Session 03 Resourcing People Key Concepts and Terms: Strategic Resourcing Framework 5 steps Attraction: Talentscouting, Geruia routing o Employer Brand o Employer Value Proposition Recruiting: interview, questioning o Activities / Approaches Selection: o Methods o Behavioural Interview Questions o Awareness of perceptions and prejudices inherent to the hiring decision maker o Multi-dimensional Fit Concept Session 04 Managing Employee Relations Key Concepts and Terms: The meaning of Employment Relations The Psychological Contract People policies and procedures Ethical Frameworks to evaluate people management practices Onboarding: o Why it matters o Steps / activities: from candidate to employee experience o The 4Cs Retention Management: o Why it matters o Understanding the factors that affect whether or not employees leave or stay (Commitment and Engagement) Separation Management (Offboarding): o Why it matters o Procedural Justice o Procedures Policies Page 2/5 Session 05 Unlocking Potential I: Leadership Key Concepts and Terms: Definition: The concept of leadership Definition: Leading people in organizations Leadership Theories: how can effective or ineffective leadership be defined o Trait Theory, Behavioural Theory, Contingency Theory o Example: The Situational Leadership Model of Hersey/Blanchard Responding to limitations of leadership theories: resource oriented or people oriented o What leaders do and how they do it  Leadership vs Management  Orientation (Strategy), Coordination (Structure), Motivation (Culture) o Types of leaders: transactional vs transformational leadership, ethical leadership look at the situation and choose your leadership o Good and effective leadership: model  Serving the followers  Creating the Climate Add-on to Session 07 L&D: Developing leaders and managers Session 07 Unlocking Potential II: Performance Management and Learning & Development Key Concepts and Terms: Performance Management: o Definitions o Plan-monitor-check cycle o A mix of interrelated activities and processes o Reinventing Performance Management (I): the world of VUCA o Reinventing Performance Management (II): a change in perspective suggested by neuro-science Learning Culture: o L&D: strategic, business-led, employee-driven o Identifying L&D Needs o Steps to create a Learning Culture How People Learn: o Learning Theories o The 70/20/10 model o Learning Approaches (formal, informal, self-directed, self-managed) o The Kolb learning cycle Page 3/5  L&D Concepts: o L&D Definitions and Components o Workplace Learning o Social Learning o Training:  The case for training  Systematic training model Session 08 Rewarding People Key Concepts and Terms: Reward Management: o Concept and relevance o Aims and philosophy Strategic objectives of reward management and the search for the magic formula Key reward policy areas Components of a Total Reward System Contingent Pay: o Forms of performance-related pay o Arguments for and against performance-related pay Job Evaluation Page 4/5 Compulsory Reading Armstrong, Michael and Taylor, Stephen (15th Edition, 2020). Armstrong’s handbook of human resource management practice. London: Kogan Page. Excerpts of relevant chapters available on Ilias Session Topic 01 HRM Framework and Fundamentals: 01 Human Resource Management 02 Strategic HRM 03 HR Strategy 05 The Context of HRM 07 International HRM 02 Organization Behaviour and Motivation: 19 Organizational Behaviour 24 Motivation 25 Commitment 26 Engagement 03 People Resourcing: 27 Workforce Planning 28 Recruitment and Selection 29 Talent Management 04 Managing Employment: 17 The Ethical Dimension of HRM 30 Managing Employment 44 The Basis of Employment Relations 45 The Employment Relationship 46 The Psychological Contract 52 HR Policies 53 HR Procedures 05 Unlocking Potential I: Leadership 36 Leadership and Management Development 68 Leadership Skills 07 Unlocking Potential II: Performance and L&D 33 The Basis of L&D 34 The Process of L&D 35 L&D Practices 37 The Concept of Performance Management 38 Performance Management Systems 39 Reinventing Performance Management 08 Rewarding People: 40 The Basis of Reward Management 41 The Practice of Reward Management Page 5/5