Degree | Type | Year | Semester |
---|---|---|---|
4313788 Management of Human Resources in Organizations | OT | 0 | 1 |
For students who in their previous degree training have not studied subjects related to the economic, legal and administrative fields.
The module addresses legal and economic related issues in HR management. The module offers students a broad overview on the economic and legal issues which are in involved in the various HR processes and it clarifies their relevance, addressing the similarities and differences in different parts of the world.
Upon completion of the module, the student will be able to:
Analyse the significant legal aspects in the administrative processes carried out by HR
Apply legal and economic concepts in human resource management. Reflect on the specific tools to be applied in economic management
Apply management techniques to staff
1.1. Work flexibility in the context of globalisation: legal aspects.
1.2. External flexibility.
- Work contracts: permanent and temporary contracts.
- Dismissals: disciplinary dismissal, objective dismissal and collective redundancies.
1.3. Internal flexibility
- The working timetable.
- Functional mobility, substantial modification of working conditions and withdrawal from the collective agreement.
1.4. Decentralisation of production and transfer of the company.
1.5. Suspension of an employment contract: maternity and leave of absence.
1.6. Workers’ representatives and collective bargaining.
2.1. Concept and purposes of Management Control.
2.2. Basic foundations in finance to understand certain management indicators.
2.3. Relationships between the control systems and people.
2.4. Responsibility centres.
2.5. Types of responsibility centres: costs, revenue, profits and investment.
2.6. Decentralisation of decision-making.
2.7. The cost of transfers.
2.8. Business models and keyvariables.
2.9. Designing an information system.
2.10. Types of management indicators: Financial and non-financial.
2.11. Balanced Scorecard.
2.12. The four perspectives of the BSC: Financial, Customer, Internal Processes and Learning and Growth
2.13. Strategic maps. Cause-effect relationships between the BSC variables.
2.14. Personnel and suspension competencies to induce business results.
3.1. The budget as a management tool.
- Budgeting based on concepts.
- Budget for cost centres.
3.2. Budget monitoring.
- Indicators.
- Deviations: positive and negative.
3.3. Budget management.
- Limitations by concepts and items: public and private sector.
- Extraordinary events.
4. Payroll administration and economic management
4.1. The salary.
- Remuneration in the public and private sectors.
- The salary payslip: composition.
4.2. Composition of the salary.
- The base salary.
- Complements to the salary.
- Extraordinary payments: overtime, bonuses, etc.
- Salary in kind.
- Non-salary payments.
4.3. Salary deductions.
- Social security contributions: public and private sector.
- Personal Income Tax (IRPF in its Spanish initials).
- Advances.
4.4. Contribution base.
- Contribution rates.
- Contribution base.
The methodologies that will be used throughout the module are as follows:
Master classes / lectures.
Oral presentation / explanation of work.
Tutorials.
Preparation of the work. Personal study.
Reading articles / reports of interest.
Title | Hours | ECTS | Learning Outcomes |
---|---|---|---|
Type: Directed | |||
Exhibits of content | 22 | 0.88 | 6, 3, 1, 5 |
Resolution and exposure of different case studies | 6 | 0.24 | 5, 2 |
Teacher-led company case | 2 | 0.08 | 2 |
Type: Supervised | |||
Practice with management techniques and tools | 20 | 0.8 | 6, 1 |
Solving a case study and defending interventions | 28 | 1.12 | 5, 2 |
Tutoring | 12 | 0.48 | 5 |
Type: Autonomous | |||
Elaboration and writing of work | 30 | 1.2 | 6, 1, 5 |
Resolution of exercises and cases on the virtual platform | 6 | 0.24 | 2 |
Search and collection of information, reading and study of documentation | 18 | 0.72 | 6, 1 |
Text commentary | 6 | 0.24 | 2 |
Based on the explanation of the content in the classroom and work, consulting the materials made available to the students and the bibliography as well as the tutorials from the teaching staff, students should prepare a project to answer the issues posed in the task set.
The work will consist of a case study which is posed as an exercise that integrates the main content of the module. In this way, the answers prepared by the student will contribute to the evidence of learning assignments required in the four knowledge areas of the module (Legal relationships in the workplace, Balanced Scorecard, Budgeting, budget monitoring and management and Payroll administration and economic management), with each one representing a weighted percentage in the final mark.
Students who fail to reach the established criteria to pass the module and those who have been evaluated in a set of activities with a weighting of two-thirds of the total score for the module may retake it.
The minimum mark to retake the module is 3.5.
Title | Weighting | Hours | ECTS | Learning Outcomes |
---|---|---|---|---|
Assignment 1: Solving cases regarding work contracts. | 15% | 0 | 0 | 6, 4, 5 |
Assignment 2: Solving cases on the Balance Scorecard. | 20% | 0 | 0 | 3, 2 |
Assignment 3a: Solving cases in Budgeting, Budget monitoring and management. | 35% | 0 | 0 | 1, 2 |
Assignment 3b: Solving cases regarding payroll | 30% | 0 | 0 | 1, 2 |
Amat, J. M. (2003). Control de Gestión: Una perspectiva de dirección (6ª edición). Barcelona: Gestión 2000.
Anthony, R. y Govindarajan, V. (2003). Management Control Systems (11 edition). Nueva York. Mc Graw-Hill.
Ballarin, Eduardo y Rosanas, Josep Mª. (1999). Sistemas de Planificación y Control.Bilbao. Desclée De Brouwer.
Butler, A., Letra, S.R. y Neale, B. (1997). Linking the Balanced Scorecard to Strategy: one Mill's experience. Long Rang Planning, pp. 241-253
Guthrie, J. (2000). The management measurement and the reporting of intellectual capital. CIMA 2001
Horvárth y Partners (2000). Dominar el Cuadro de Mando Integral. Barcelona. Gestión 2000.
Kaid, M y Nilsson, F (2000). Performance measurement at Nordic companies. European Management Journal, 18 (1), 113-127.
Kaplan. R.S. (1993). Evaluación de resultados: algo más que números. Harvard Deusto Review.
Kaplan, R. y Norton, D. (1997). Cuadro de Mando Integral (the Balanced Scorecard) (1997) Barcelona. Gestión 2000.
Prahalad, C.K. y Hamel, G. (1990). The Core Competence of the Corporation. Harvard Business Review, 68
(3) 79-91
Stalk, G. y Lacheneauer, R. (2004) Hard Ball: Five Killer Strategies for Trouncing the Competition. Harvard Business Review.
Workers' statute:
(Real Decreto Legislativo 1/1995, de 24 de marzo, por el que se aprueba el texto refundido de la Ley del Estatuto de los Trabajadores. ANEXO: Texto refundido de la Ley del Estatuto de losTrabajadores. Última actualización, publicada el 07/07/2012, en vigor a partir del 08/07/2012.)
Estatuto Básico del Empleado Público:
(Ley 7/2007, de 12 de abril, del Estatuto Básico del Empleado Público. Última actualización publicada el 14/07/2012).
Leal, A. (coordinador) (2004). El factor humano en las relaciones laborales: Manual de dirección y gestión.
Pirámide. Madrid.
Links of interest:
Agencia Tributaria (Ministerio de Economía y Hacienda): www.agenciatributaria.es Seguridad Social: www.seg-social.es
Instituto Nacional de la Seguridad Social (INSS) Tesorería General de la Seguridad Social (TGSS)
Instituto Nacional de Seguridad e Higiene en el Trabajo (INSHT): www.insht.es Boletín Oficial del Estado (Ministerio de Trabajo y Asuntos Sociales): www.boe.es
Datos Macroeconómicos: www.datosmacro.com