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    HR Policies and Tools

    Track:Special Track Int. Human Resources Management
    Follow-up / Interfaces:Managing People & Teams, International Projects
    Pre-requisites:Pre-reading and preparation tasks
    Didactics:

    Lecture, case studies, role games, individual tasks, plenum discussions, E-learning platform
    Exam:Term Paper
    ECTS points:5
    Lecturer:Prof. Dr. Peter Weis

    Aims and objectives: 

    The main objective of this lecture is to explore major Human Resource Management topics like HR’s role in companies as well as important functions and tools.

    Students will acquire practical knowledge and action oriented competencies to implement HRM actions in the company. The course deals with core processes along the value chain of HRM: HR-planning, recruiting, introduction, training and developing, motivating and compensating people. 

    Learning goals encompass understanding the importance of organizational patterns and their link to the business strategy. Further students will develop competencies to market job opportunities, to search job candidates, to interview and select them. Another target is to enable students to design tools and instruments like compensation systems in due consideration of the envisaged company goals, policies and the organizational culture.

    General learning objectives:

    The track in International Human Resources Management creates the awareness of modern HRM as a decisive instrument to develop an efficient organization. Participants get an introduction to all relevant HRM areas, from business policy to management objectives and HRM strategies as well as the necessary HRM instruments. An understanding of HRM instruments in the fields of general HRM, OE and Change Management as well as team and personnel development in an international context is created during the courses.
    The participants of the MBA programme should gain particular knowledge about the concepts of how to recruit and maintain the human resources of an organization.
    They are capable of analysing current trends and to derive their impact for their strategy definition process as well as for any HRM and leadership related task that is affected by any kind of social and cultural developments in the societies they are operating in.

    Detailed learning outcomes:

    • Understand the policies, values and strategy of HRM
    • Explain the role of HR in companies
    • Gain knowledge about organizational structures and dimensions
    • Describe the staffing process (Recruitment, Placement and Retention)
    • Understand methods of managing performance and appraising
    • Get an idea about competence- and skill-management
    • Learn about goals, systems and elements of compensation
    • Managing working hours

    Course textbook: 

    Dessler, G., (2011, 12th edition). Human Resouce Management. Prentice Hall.

    Content: 

    Chapter 1: Basics of HRM 

    • Management Process and Roles of Management
    • HRM and roles 
    • Strategic HRM 
    • Policies, Values and Strategy

    Chapter 2: The Organizational Context 

    • Basic of Organizational Structure and Organizational Dimensions
    • Different Organizational Designs

    Chapter 3: Staffing (Recruitment, Placement and Retention) 

    • Goals of Recruitment 
    • Job Specifications and Job Previews
    • Finding Internal and External Candidates
    • Employee Testing and Selection
    • Downsizing Options

    Chapter 4: Managing Performance and Appraising 

    • Performance Management
    • Performance Appraisal Systems
    • Appraisal failures

    Chapter 5: Competence- and Skill-Management 

    • Personnel Development Strategy
    • Managerial and Career Development
    • Competence- and Skill-Management
    • Diagnoses of Potential and Development Program
    • Competence Management for international Careers

    Chapter 6: Compensation 

    • Goals, Systems, Elements and Components
    • Short- and Long-term Incentives
    • Implementing Incentive Plans
    • Expatriate compensation

    Chapter 7: Managing Working Hours 

    • Needs and flexibility
    • Working Time Accounts
    • Working Time Schedules 

    Recommended supplemental readings: 

    Dowling, Peter J.; Festing, Marion; Engle, Allen D., International Human Resource Management: Managing People in a Multinational Context, 5th edition, 2013 

    Jackson, Susan E., Schuler, Randall S., Managing Human Resources Through Strategic Partnerships, 9th edition, South-Western, 2005 

    Dessler, G., Human Resource Management, Pearson Prentice Hall, 2008 

    Redman, T., Wilkinson, A., Contemporary Human Resource Management, 3rd edition, FT Prentice Hall, 2008 

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