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Major Topics of Today

Contemporary Human
Resource Management

Course and assessment overview

Introduction on Contemporary HRM

Katalin Tardos - Module Leader


Lszl Vradi Seminar Leader
Week 1/Lecture

Core textbook :
Course and Assessment
Overview

Redman, Tom - Wilkonson, Adrian (2009)


Contemporary Human Resource
Management
3rd Edition, Pearson Financial Times Press.

Topics week by week

Week 1 Introduction and Course Overview


Week 2 HRM and Organisational Performance
Week 3 Strategic HRM 1: Creating Internal and
External Fit
Week 4 Strategic HRM 2: Performance Based
Culture
Week 5 International HRM 1: International Staffing
and Expatriation
Week 6 International HRM 2: Managing
International Careers and Development

Topics week by week (continued)

Week 7 Employee Participation + Presentations 1


Week 8 Knowledge Management
Week 9 Diversity Management
Week 10 Family-Friendly Policies and Work-Life
Balance
Week 11 Emotion at Work and Retention
Management
Week 12 Revision + Presentations 2

Assessment:
100% coursework mark

Literature Review
Choose one topic (2 articles) from the list on Intranet
1200 words
Preset questions:

Literature Review

30%

International HRM and Careers Essay 30%

Group presentation

30%

Class contribution

10%

Due: Week 4 + In-text referencing!!!!!

International HRM and


Careers Essay

Prepare an interview with a person who has


an international career
Focus on both individual and organisational
steps needed
Minimum 5 academic references!!
2000 words
Due: Week 6

Group presentation Action


Learning

Groups of 3-4 people

Company interview on selected topic

15 minutes long presentation + 5 min.


questions and quiz time

Introduction of the topic (including references to literature, textbook, etc.)


Introduction of the topic in the company context
Identification and analysis of specific problem area

What are the causes of the problem


Groups, stakeholders influenced by the problem
Reasons why it is important to remedy the problem area
What would be the consequences of no further action
Who should take part in solving the problem

Theoretical background, literature, approaches linked to the specific


problem area
Recommendations to remedy the problem (You can also formulate different
possible alternatives/scenarios) and your argumentation for each of them.
Conclusions
Last slide must contain your references in Harvard style. You must have a
minimum of 5 references.

Due: Week 7 or 12

Group presentation topics


(Week 7)

Expected structure

What are the major statements in relation to the chosen topic?


What were the similarities/differences in the approach of treating the topic?
What were the most interesting point(s) for you in relation to the topic?
Why?
What were the unclear points or arguments for you?
If you had the chance to ask three questions from the author(s) what would
those be?
How does the article relate to your own experience during placement?
What did you learn from the article?

HRM and Organisational Performance


(Chapter 2)
Strategic HRM: Creating Internal and
External Fit
Building a Performance Based Culture
(Chapter 10)
International HRM 1: International
Staffing and Expatriation
(Chapter 11)

Group presentation topics


(Week 12)

Knowledge Management (Chapter 18)


Diversity Management ( Chapter 14)
Family-Friendly Policies and Work-Life
Balance (Chapter 15)
Emotion at Work and Retention
Management (Chapter 20 & 17)

ONE day prior to the


presentation:
Presentation slides
Interview outline (questions)
Name and contact information of
interviewee
A Quiz or questionnaire to be handed out
to students
Hard copy handed in on the day of the
presentation.

Materials on the Intranet

Module description
Lecture outlines
Link to articles for literature review

People Management - UK
Employee voice has
positive impact on
business performance

Beware the pitfalls


in appointing
people to lead your
overseas expansion

Workforce - USA
How Can We Be
Certain Our Workers
Perform at a High
Level?

Excessive stress
levels rising among UK
workers, study shows
Targeting
women for top
jobs

Firms failing
to invest in
middle
managers,
survey
shows

Introduction on Contemporary
HRM

Employers need more


support to hire young
people, warns CIPD

Taking Measure
of Talent
Do you understand
the true value of
your human capital?

How do we keep
contingent workforce
from jumping ship?

Companies
Can Name
Their Stars but
Struggle to
Retain Them

Broken Engagement?
New Survey Reveals
Employees Still Not
Feeling the Love

How Do We Preserve
Our Culture in an Age of
Virtualization?

Global trends and tendencies


in HRM

On-line recruitment
& selection
E-HRM
Outsourcing HRM
activities
HR controlling
HR branding
Knowledge
management

Strategic
HRM

International
HRM

Talent management
Talent/HR analytics
Diversity
management
HR & CSR
Stress management

Human Resource
Management
HRM

Contemporary
HRM

Businessdriven HRM

Major Topics of Today


Contemporary Human
Resource Management
Katalin Tardos - Module Leader
Lszl Vradi Seminar Leader
Week 1/Seminar

Assessment overview

Linking HRM to Business Strategy

HR Strategies: Cost-reducers, Commitment


maximisers

Assessment:
100% coursework mark
Overview of Coursework
Assessment

Literature Review

30%

International HRM and Careers Essay 30%

Group presentation

30%

Class contribution

10%

Group presentation topics


(Week 7)
HRM and Organisational Performance
(Chapter 2)
Strategic HRM: Creating Internal and
External Fit
Building a Performance Based Culture
(Chapter 10)
International HRM 1: International
Staffing and Expatriation
(Chapter 11 & 12)

Group presentation topics


(Week 12)

Knowledge Management (Chapter 18)


Diversity Management ( Chapter 14)
Family-Friendly Policies and Work-Life
Balance (Chapter 15)
Emotion at Work and Retention
Management (Chapter 20 & 17)

Student choice of CHRM topics


Revision on HRM and its link
to Business Strategy

Students name
Literature Review topic
International HRM and
Careers Essay

International HRM and


Careers Essay

Group presentation topic

How does HRM contribute to


the implementation of
business strategy?

Exercise: A GOOD and BAD


example of HR practice
A GOOD HR practice

A BAD HR practice

Discuss in pairs.

Identify 5 ways how HR practices contributes


to the success of the business strategy at
your placement company.
1)
2)
3)
4)
5)

To what extent do you think your


placement organisation had a
strategic approach to HRM?
Choose the model most
appropriate for your placement
organisation.
Which model is most typical?

Linking Business and HR strategy


(1)

Linking Business and HR strategy


(2)

The seperate model

Business
strategy

HR strategy

Linking Business and HR


Strategy(3)

The reactive model

Business

Linking Business and HR


Strategy(4)
The holistic model

The dialogue model

Business
strategy

HR strategy

HR strategy

strategy

Business
strategy

HR strategy

HR manager as
strategic partner

Linking Business and HR


Strategy(5)
HR-driven model

How Can HRM Be Linked to


Business Strategy?

Business
strategy

80s: Business planning process


Today: performance management is
seen as a way to link strategic business
goals to individual performance objectives

HR strategy

HR manager as strategic partner

Two large categories of HR


strategies
HR Strategies

HR Strategies 1: Cost-reducers
are likely to ....

Cost-reducers
(Low commitment)
(Strong external control)
Commitment maximizers
(High commitment)
(Internal control)

HR Strategies 2: Commitment
maximizers are likely to ....

Strategic Human Resource


Management

What makes HRM strategic?

Conclusions

Top managements perspective


Focus on long-term competitive advantage
Adapting Best practices
Identifying critical skills and core
competencies
Transforming and integrating individual
competencies into organizational
competencies: organizational culture,
learning and trust

Strategic Human Resource


Management

Focus on necessary changes in HRM


foundation in order to achieve new
strategic business goals
HR professionals need to be business
partners familar with the external
changes that drive realignment
The ability to manage todays operational
requirements , while realigning for future
needs

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