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HUMAN RESOURCE DEVELOPMENT

2017-2018

IESEG School of Management ( IÉSEG )

Code Cours :

1718-IÉSEG-M1S2-HRM-MA-EI16UE

HRM


Niveau Année de formation Période Langue d'enseignement 
Master1S2English
Professeur(s) responsable(s)J.BYRNE
Intervenant(s)Janice BYRNE


Pré requis

Students are required to be familiar with basic concepts in Human Resource Management such as retention and training in order to have a preliminary understanding of HR issues before taking this course
This course will emphasize the active participation of students through discussion, presentations, collaborative exercises, and self-assessment workshops. The classes will be carried out in a seminar style thus students are expected to actively participate by discussing their own views

Objectifs du cours

At the end of the course, the student should be able to :
i. Understand and evaluate the concept and context of human resource development in organisations today.
ii. Explore the key issues underpinning the design and delivery of human resource development in organisations.
iii. Evaluate the problems and issues associated with human resource development
iv. Evaluate and assess human resource development outcomes.

Contenu du cours

This module investigates the investment in human resources and highlights the importance of human resource development (HRD) activities to an organisation’s ongoing performance. A variety of processes for determining the human resource development needs of employees and organisations will be considered. Design principles that establish HRD programmes and maximise their effectiveness will also be discussed. This discussion includes an evaluation of a variety of different HRD approaches. The course concludes with a discussion of key topical issues in human resource development.The module covers EIGHT topics.

The first two topics look at the wider picture with regard to human resource development (HRD).
1. Introduction to human resource development (training and development in contemporary organisations)
2. How HRD can contribute to business and strategic goals
Topics 3 to 7 look at training design, methods, evaluation and employee development
3. Needs assessment
4. Learning theory and programme design
5. Training and development methods
6. Evaluating outcomes
7. Employee development
The remaining topic looks at future trends and special issues in HRD
8. HRD special issues and future trends


Modalités d'enseignement

Organisation du cours

TypeNombre d'heuresRemarques
Face to face
lecture16,00  
Independent work
Research8,00  
Independent study
Group Project8,00  
Charge de travail globale de l'étudiant32,00  

Méthodes pédagogiques

  • Tutorial
  • Presentation
  • Research
  • Project work
  • Interactive class


Évaluation

Assessment will be based on a combination of Assignments, Group Project, Presentation, and Active Participation in class.

Type de ContrôleDuréeNombrePondération
Continuous assessment
Participation16,00125,00
Others
Written Report0,00140,00
Case study0,00135,00
TOTAL     100,00

Bibliographie

  • McCracken, M. and Wallace, M. (2000): ‘Towards a redefinition of strategic HRD’, Journal of European Industrial Training, 24(5): 281-90. -

  • Smith, R. (2008): ‘Aligning Learning with Business Strategy’, Training and Development, November, Vol. 62, No. 1: 40-44 -

  • Anderson, G. (1994): ‘A Proactive Model for Training Needs Analysis’, Journal of European Industrial Training, 18(3): 23-8. -

  • Brophy, M. and Kiely, T. (2002): ‘Competencies: a new sector’, Journal of European Industrial Training, 26(2, 3&4): 165-76. -

  • Brown, J. (2002): ‘Training Needs Assessment: A Must for Developing an Effective Training Program’, Public Personnel Management, 31 (4): 569-578. -

  • Derven, M. (2008): ‘Lessons Learned: using competency models to target training needs’, Training and Development, Vol. 62, No. 12, December: 68-72. -

  • Zemke R. and Zemke S. (1995): ‘Adult Learning: What Do We Know For Sure?’ Training, June, 31-8. -

  • Kessels, J. W. M. (2001): ‘Learning in organisations: a corporate curriculum for the knowledge economy’, Futures, 33(6), August: 497-506. -

  • Pine, J. and Tingley C. (1993) ‘ROI of Soft Skills Training.’ Training, 30 (2): 55-60. -

  • Philips, J. and Philips, P. (2008): ‘Distinguishing ROI Myths from Reality’, Performance Improvement, (July): 12-17. -

  • Jones, J. and Tyson, S. (2002): ‘Evaluating Impact: A Case Study’, Training Journal, April, 34-7. -

  • Spitzer, D. R. (1999): ‘Embracing Evaluation’, Training, June: 42-47. -

  • Phillips, J.J. and Phillips, P.P. (2010): ‘Confronting CEO Expectations About the Value of Learning’, Training and Development, January, Vol. 61, No. 1: 52-8. -

  • Tyler, K. (2008): ‘15 Ways to Train on the Job’, HR Magazine. Sept, Vol. 53, Issue 9 -

  • Clutterbuck, D. & Megginson, D. (2005): ‘How to create a coaching culture’, People Management, Vol 11, No 8, 21 April: 44-45. -

  • Black, J. S. and Gregersen, H. B. (1999): “The Right Way to Manage Expats”, Harvard Business Review, March-April: 52 – 6. -

  • Vinnicombe, S. and Singh, V. (2003): ‘Women-only management training: An essential part of women’s leadership development’, Journal of Change Management, 3 (4): 294-306 -


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