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STRATEGIC HUMAN RESOURCES MANAGEMENT

2016-2017

IESEG School of Management ( IÉSEG )

Code Cours :

1617-IÉSEG-M1S1S2-HRM-MA-EI11UE

HRM


Niveau Année de formation Période Langue d'enseignement 
Master1S1S2English
Professeur(s) responsable(s)A.MONTEFUSCO
Intervenant(s)Andrea MONTEFUSCO


Pré requis

It is mandatory for students:
to know:
- business strategy and strategic management;
to be proficent in:
- Human Resource Management concepts and main processes;
- People management scope, concepts, and processes;

Objectifs du cours

At the end of the course, the student should be able to :
- Know the purpose of Strategic Human Resource Management (SHRM);
- Know the main characteristics of SHRM, especially those which make a big difference in effectiveness between Strategic Human Resource Management and "simple" Human Resource Management approach;
- proactively support SHRM approach as they should be capable of:
1 - understanding the impact on people which is generated by the "continual" evolution of company strategy;
2 - cooperating with HR department in both defining and deploying actions to help people cope with the evolution of strategy, as students will have learnt which HRM processes must be "daily" delivered by every manager;
3 - applying basic skills in SHRM to define and deploy effective SHRM processes, as the students will have learnt:
- how to set performance;
- the methods to tune (eu-)stress to manage performance;
- the way to strengthen responsibility by "engagement";
- how to measure the performance of hr activites and policies by SHRM Assessment Tool;
- how to engage employees;
- the implementation of SHRM through Human Resource Business Partners.

Contenu du cours

- The modern meaning of HR management;
- The systemic approach to organizations and the concept of "Strategic Human Resource Management";
- The psychological models of human activities to manage performance: activity types, eustress and distress, learning and cultural factors in innovation processes, the role of instructions and procedures in operations, the "exploration/exploitation" managerial paradox;
- The relation between SHRM and formal structure in organizations: cooperation, coordination, individual and collective results, "no blame" and just culture;
- The engagement: the role of SHRM approach to raise people awareness of individual contribution, duty, results
- The SRHM Assessment tool.


Modalités d'enseignement

Organisation du cours

TypeNombre d'heuresRemarques
Face to face
Interactive class16,00  
Independent study
Estimated personal workload10,00  
Group Project8,00  
Independent work
Reference manual 's readings4,00  
Charge de travail globale de l'étudiant38,00  

Méthodes pédagogiques

  • E-learning
  • Project work
  • Interactive class
  • Case study


Évaluation

The student is assessed on the course based on three components: class participation (20%), project (40%)
and exam (40%)

Type de ContrôleDuréeNombrePondération
Final Exam
Written exam2,00140,00
Continuous assessment
Participation16,00120,00
Others
Group Project0,00140,00
TOTAL     100,00

Bibliographie

  • HR book used in your basic HR course. -

  • McGrath, R.G., 2013, Transient Advantage, Harvard Business Review -

  • Ancona, D., Malone, T.W., Orlikowski, W.J., Senge, P.M., In Praise Of The Incomplete Leader, Harvard Business Review, 2007 -


Ressources internet

  • IESEG online

    Slides from the instructor (available at ieseg-online platform).

    Students are expected to regularly (and prior to each session) check the course website at ieseg-online
    platform.
    The preparation on the texts and slides covered by the course and indicated by the professor is essential for preparing the exam.



 
* Informations non contractuelles et pouvant être soumises à modification
 
 
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