| Course Name |
Human Resources Management
|
|
Code
|
Semester
|
Theory
(hour/week) |
Application/Lab
(hour/week) |
Local Credits
|
ECTS
|
|
BA 509
|
Fall/Spring
|
3
|
0
|
3
|
7.5
|
| Prerequisites |
None
|
|||||
| Course Language |
English
|
|||||
| Course Type |
Elective
|
|||||
| Course Level |
Second Cycle
|
|||||
| Course Coordinator | ||||||
| Course Lecturer(s) | ||||||
| Assistant(s) | - | |||||
| Course Objectives | The aim of this course is to describe how human resources management as a key function meets the needs of the organizations to achieve their strategic goals. |
| Course Description |
The students who succeeded in this course;
|
| Course Content | Issues in the strategic HRM will be covered as well as the HRM activities like HR planning and recruitment, hiring, training and development, compensating, performance appraising, career and succession planning, and their interaction with each other. |
|
|
Core Courses | |
| Major Area Courses | ||
| Supportive Courses | ||
| Media and Management Skills Courses | ||
| Transferable Skill Courses |
| Week | Subjects | Related Preparation |
| 1 | Introduction to HRM, History of HRM | Readings provided by the Instructor |
| 2 | Strategic HRM and Managers’ Role in Strategic HRM Gaining a Competitive Advantage | Readings provided by the Instructor |
| 3 | The Analysis and Design of Work: Job Analysis and Job Design | Readings provided by the Instructor |
| 4 | HR Planning and Recruitment | Readings provided by the Instructor |
| 5 | Employee Selection and Interviews | Readings provided by the Instructor |
| 6 | Training and Development Succession | Readings provided by the Instructor |
| 7 | Performance Management and Appraisal | Readings provided by the Instructor |
| 8 | Employee Separation and Retention | Readings provided by the Instructor |
| 9 | Mid-term Exam | |
| 10 | Compensation Management (Pay Stuructures and Benefits) | Readings provided by the Instructor |
| 11 | Rewards and Career Development | Readings provided by the Instructor |
| 12 | International HRM | Readings provided by the Instructor |
| 13 | HRM in Practice: Guest Speaker | |
| 14 | Class Presentations | Individual Study and Research |
| 15 | Class Presentations | Individual Study and Research |
| 16 | Final Exam |
| Course Notes/Textbooks | The course book, related presentations, and other references. |
| Suggested Readings/Materials | The Talent Management Handbook: Creating a Sustainable Competitive Advantage by Selecting, Developing and Promoting the Best People, Edited by Lance Berger, Dorothy Berger; Management Challenges for the 21st Century, Peter F. Drucker, 2001; Effective Succession Planning, William J. Rothwell. 1994; Future of Human Resource Management. Edited by Mike Losey, Sue Meisinger, Dave Ulrich, 2005; Journal of Organizational Behavior; The Journal of Human Resources; Journal of Career Development; Journal of Personnel Psychology; Journal of Personality and Social Psychology |
| Semester Activities | Number | Weigthing |
| Participation |
1
|
15
|
| Laboratory / Application | ||
| Field Work | ||
| Quizzes / Studio Critiques | ||
| Homework / Assignments | ||
| Presentation / Jury | ||
| Project |
1
|
25
|
| Seminar / Workshop | ||
| Oral Exams | ||
| Midterm |
1
|
25
|
| Final Exam |
1
|
35
|
| Total |
| Weighting of Semester Activities on the Final Grade | 3 |
65 |
| Weighting of End-of-Semester Activities on the Final Grade | 1 |
35 |
| Total |
| Semester Activities | Number | Duration (Hours) | Workload |
|---|---|---|---|
| Theoretical Course Hours (Including exam week: 16 x total hours) |
16
|
3
|
48
|
| Laboratory / Application Hours (Including exam week: 16 x total hours) |
16
|
||
| Study Hours Out of Class |
16
|
5
|
|
| Field Work | |||
| Quizzes / Studio Critiques | |||
| Homework / Assignments | |||
| Presentation / Jury | |||
| Project |
1
|
25
|
|
| Seminar / Workshop | |||
| Oral Exam | |||
| Midterms |
1
|
20
|
|
| Final Exam |
1
|
30
|
|
| Total |
203
|
|
#
|
Program Competencies/Outcomes |
* Contribution Level
|
||||
1 |
2 |
3 |
4 |
5 |
||
| 1 | To be able to demonstrate general business knowledge and skills. |
|||||
| 2 | To able to master the state-of-the-art literature in the area of specialization. |
|||||
| 3 | To be able to evaluate the performance of business organizations through a holistic approach. |
|||||
| 4 | To be able to effectively communicate scientific ideas and research results to diverse audiences. |
|||||
| 5 | To be able to deliver creative and innovative solutions to business-related problems. |
|||||
| 6 | To be able to solve business related problems using analytical and technological tools and techniques. |
|||||
| 7 | To be able to take a critical perspective in evaluating business knowledge. |
|||||
| 8 |
To be able to exhibit an ethical and socially responsible behavior in conducting research and making business decisions. |
|||||
| 9 | To be able to carry out a well-designed independent and empirical research. |
|||||
| 10 | To be able to use a foreign language to follow information about the field of finance and participate in discussions in academic environments. |
|||||
*1 Lowest, 2 Low, 3 Average, 4 High, 5 Highest
