People Management Models
Code: 43161 ECTS Credits: 6| Degree | Type | Year |
|---|---|---|
| 4313788 Management of Human Resources in Organizations | OB | 0 |
Contact
- Name:
- Alegrķa Alonso Baranguan
- Email:
- alegria.alonso@uab.cat
Teachers
- Cesar Luis Fernandez Llano
- Alegrķa Alonso Baranguan
Teaching groups languages
You can view this information at the end of this document.
Prerequisites
There are no prerequisites for studying this Module.
Objectives and Contextualisation
This module introduces and discusses the various approaches to people management in an organisation, placing them in the historical context in which they belong, helping students to be able to make connections between the suppositions, operational characteristics and the implications of each model and be able to recognise them in the way an organisation develops its HR management.
Competences
- Identify indicators that help to develop the potential of the individuals that make up an organisation, collectively and individually.
- Provide technical advice on human resources matters for different areas of an organisation.
- Use acquired knowledge as a basis for originality in the application of ideas, often in a research context.
- Work in a team, taking advantage of companions' different ways of thinking and acting.
Learning Outcomes
- Assess the possibilities and limitations of each model of human resources management, in terms of staff development.
- Identify the the model of human resources management followed by a particular organisation on the basis of a series of guidelines.
- Identify the type of needs or wishes regarding human resources management that an area of the organisation may have, on the basis of the human resources model being applied.
- Indicate advantages and disadvantages of requests from the areas of an organisation regarding human resources, depending on the model applied.
- Jointly formulate the implications of the different models of human resources management at the levels of organisation, group and individual.
Content
1.- Historical development of HR management
- Traditional stage
- Human relationships stage
- HR stage
2.-Individuals, organisations and work
- Humanistic vision of the company
- Lines of change and brakes in organisational change Paradigms in people management
3.- HR Management Models (Competency model)
- Origin and concept of competencies Profile of competencies and their application
- Competencies and management systems
4.- Emerging models in HR management
- New factors influencing HR management
- New methods in HR management
Activities and Methodology
| Title | Hours | ECTS | Learning Outcomes |
|---|---|---|---|
| Type: Directed | |||
| Analysis of practical cases | 7 | 0.28 | 1, 4 |
| Masterclass | 15 | 0.6 | 2, 3 |
| Sessions of work grupal in classroom | 8 | 0.32 | 5 |
| Type: Supervised | |||
| Supervision grupal | 60 | 2.4 | 1, 5 |
| Type: Autonomous | |||
| Reading of texts and individual work and grupal | 60 | 2.4 | 2, 3, 4 |
- Master classes / lectures
- Debates
- Personal study
- Reading articles and reports of interest
Annotation: Within the schedule set by the centre or degree programme, 15 minutes of one class will be reserved for students to evaluate their lecturers and their courses or modules through questionnaires.
Assessment
Continous Assessment Activities
| Title | Weighting | Hours | ECTS | Learning Outcomes |
|---|---|---|---|---|
| Evidence 1: The Role of the Human Resources Professional | 35% | 0 | 0 | 5 |
| Evidence 2: Identification of competency profiles | 25% | 0 | 0 | 4, 5 |
| Evidence 3: System of management by competitions | 40% | 0 | 0 | 1, 2, 3, 4, 5 |
Continuous evaluation based on three exercises (assignments) to develop during the module.
Assignment 1: Generation of an elevator pitch speech and evaluation following the shared parameters of an example.
Assignment 2: List of competencies.
Assignment 3: Management system for competencies
Students who get a final mark of between 4.00 and 4.99 at the end of the module, due to not handing in assignments because of a justified situation (sickness etc.) may hand in alternative work proposed by the teaching staff of this module.
Unique assessment
Article 265. Avaluació única
2. La sol·licitud d’avaluació única suposa la renúncia a l’avaluació continuada, i implica el lliurament en una única data del nombre necessari d’evidències avaluadores per acreditar i garantir la consecució dels objectius i els resultats d’aprenentatge establerts en l’assignatura.
The single evaluation does not imply non-attendance to the face-to-face sessions. During the face-to-face sessions, activities that are necessary to satisfactorily complete the evaluation evidences can be carried out.
Students who choose the single evaluation option will present, once the module is finished, the same evidences foreseen for the continuous evaluation modality.
The same resit system as the continuous assessment will be applied.
Retakes
Students who fail 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.
Evaluation Guidelines ofthe Faculty of Psychology: https://www.uab.cat/doc/DOC_PautesAvaluacio_FP_23-24
Bibliography
Abarzúa, E. & Robles, J. (2001). Modelo de balance e indicadores para la gestión de Recursos Humanos. Working paper, no publicado.
Albizu, E. & López de Guereño, A. (2001). La Gestión de los Recursos Humanos: Retos y Tendencias de una Función en Cambio. Alta Dirección.
Ulrich, D (1996). Human Ressource Champion. Boston: Harvard Business School Press.
Dolan, S.; Schuler, R.; Jackson, S. & Valle, R. (2003). La Gestión de los Recursos Humanos (3ª Ed.). McGraw Hill. Madrid.
Gómez-Mejía, L. & Balkin, D. (2001). Dirección y gestión de los recursos humanos. Madrid: Prentice Hall.
Infestas Gil, A; Sanagustín, Mª V. (coords.) (2004) Hacia una nueva empresa. Salamanca: Amaru.
Köhler, H-D; Martín Artiles, A. (2007). La empresa. En Manual de de la sociología del trabajo y de las relaciones laborales (pp 33-54). Madrid: Delta Publicaciones (2º edición).
Martín-Quirós, Mª A. & Zarco Martín, V. (2009). Psicología del Trabajo, de las Organizaciones y de los Recursos Humanos. Madrid: Ediciones Pirámide.
Rodríguez-Serrano. JC. (2011). El modelo de gestión de recursos humanos. Barcelona: Editorial UOC
Valle Cabrera, R. J. (2003). La gestión Estratégica de los Recursos Humanos. Madrid: Pearson Prentice Hall.
Articles
Castro, J-L., Guérin, F. & Lauriol, J. (1998). Management estratégique et gestion des ressources humaines. Le modèle des 3C en question. Revue francaise de gestion, no118, Mars, Avril, Mai 1998.
Connolly, T., Mardis, W., & Down, J. (1997). Transforming Human Resources. ManagementReview, Junio 1997.
Software
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Language list
| Name | Group | Language | Semester | Turn |
|---|---|---|---|---|
| (TEm) Theory (master) | 1 | Spanish | first semester | afternoon |