EM054M5V
Programme
PGE
MGA
MGA
UE
Strategic Human Resource Management
Semestre
B
Discipline
Human resources
Volume horaire
27 H
Nombre de places
50
Ouvert aux visitants
Oui
Langue
EN
Responsable
Sophie MICHEL
Liste des intervenants
| Intervenant(s) | Volume horaire CM | |
|---|---|---|
| Sophie MICHEL | sophie.michel@em-strasbourg.eu | 27 h |
Contribution pédagogique du cours au programme
LEARNING GOAL 1 : Students will master state-of-the-art knowledge and tools in management fields in general, as well as in areas specific to the specialized field of management. |
|---|
| Students will identify a business organization’s operational and managerial challenges in a complex and evolving environment. |
| Students will understand state-of-the-art management concepts and tools and use them appropriately. |
| Students will implement appropriate methodologies to develop appropriate solutions for business issues. |
| LEARNING GOAL 2 : Students will develop advanced-level managerial skills. |
| Students will work collaboratively in a team. |
| LEARNING GOAL 4: Students will study and work effectively in a multicultural and international environment. |
| Students will analyze business organizations and problems in a multicultural and international environment |
Descriptif
This course is an introduction and a general outline of the topic. It aims to provide students with an overview of Human Resource Management (HRM) and its challenges in an international context. Students who wish to deepen their knowledge and specialize in the field of HRM will have to complete additional courses or to request additional readings. We will adopt several approaches but particularly that of a general manager and focus primarily on how to think strategically about the main aspects of managing the organization’s human assets in businesses. In this context, it is more and more each manager’s responsibility to make decisions regarding issues such as recruitment, training or appraisal. Therefore, it is the aim of this course to provide students with a better understanding of accurate and appropriate HRM practices in order to allow people to succeed in their roles as well as to contribute to firm performance and to make employees satisfied at work.Organisation pédagogique
Face-to-face
- LecturesIn group
- Exercises- Oral presentations
- Case studies/texts
Interaction
- Discussions/debatesOthers
Aucun élément de cette liste n'a été coché.Objectifs pédagogiques
Cognitive domain
A l'issue du cours, l'étudiant(e) devrait être capable de / d'...- - (niv. 2) Discuss some possibilities and problems regarding the choice and implementation of HRM strategies in organizations
- - (niv. 3) Demonstrate a knowledgeable understanding of HRM concepts
- - (niv. 4) Question and evaluate the impacts of HR policies
- - (niv. 4) Analyze and Diagnose the HR policy of a company and discuss its link with the business strategy
Affective domain
A l'issue du cours, l'étudiant(e) devrait être capable de / d'...Aucun affective domain n'a pour le moment été associé à ce cours.
Objectifs de développement durable abordés
Aucun objectif de développement durable n'a été coché.
Plan / Sommaire
Chapter 1: Fundamentals in Human Resource Management Strategy Chapter 2: Develop and Implement HR policies for business strategy : best fit vs. best practices Chapter 3: International HR strategy Chapter 4: The social Mix Grid (1): HR policy & Employment practices Chapter 5: The social Mix Grid (2): Compensation and rewards programs Chapter 6: The social Mix Grid (3 & 4): Human Resource Development and Participation ConclusionPrérequis nécessaires
Connaissances en / Notions clés à maîtriser
Basics in Management of HRMSupports pédagogiques
Mandatory tools for the course
Aucun élément de cette liste n'a été coché.Documents in all formats
- Case studies/texts
Moodle platform
Aucun élément de cette liste n'a été coché.Software
Aucun élément de cette liste n'a été coché.Additional electronic platforms
Aucun élément de cette liste n'a été coché.Bibliographie recommandée
Ouvrages principaux
Baron, J. N. & Kreps, D. M. (1999). Strategic Human Resources, frameworks for general managers, John Wiley & Sons Dessler G. (2007). Human Resource Management, Pearson Education (11th edition) Chris Rees, Tony Edwards, 2010, International Human Resource Management Globalization, National Systems and Multinational Companies, 2nd Edition, Nov 2010Littérature complémentaire
Articles: (in-class readings) Session 1: Watson, T. J., (2004), “HRM and Critical Social Science Analysis”, Journal of Management Studies, Vol 14, No 3, pp. 447-467 Lawler, E.E., & Mohrman, S.A. (2003). HR as a strategic partner: What does it take to make it happen? Human Resource Planning, 26(3), 15-29. Session 2: Pfeffer, J., & Veiga, J.F. (1999). “Putting people first for organizational success.” Academy of Management Executive, Vol 13, No 2), 37-48. Lawler, E.E. (2009). Make human capital a source of competitive advantage. Organizational Dynamics, 38(1), 1-7. Session 3: Farndale, E., & Paauwe, J. (2005). The role of corporate HR functions in multinational corporations: The interplay between corporate, regional/national and plant level. Session 4: Shen, J. and Edwards, V. (2004) ‘Recruitment and selection in Chinese MNEs.’ International Journal of Human Resource Management, 15 (4): 814-835 Session 5: Bloom, M., Milkovich, G. T., & Mitra, A. (2003), “International compensation: learning from how managers respond to variations in local host contexts”, International Journal of Human Resource Management, Vol 14, pp. 1350-1367 Session 6: Davoine, E., & Ravasi,C., (2013), The relative stability of national career patterns in European top management careers in the age of globalisation: A comparative study in France/Germany/Great Britain and Switzerland, European Management Journal,Vol 31, No 2 (April 2013), pp. 152-163 Session 7: Dany, F., Guedri, Z., Hatt, F. (2008), “New insights into the link between HRM integration and organizationa lperformance: the moderating role of influence distribution between HRM specialists and line managers”, The International Journal of Human Resource Management, Vol 19, No 11, pp. 2095-2112. Delery, J., Doty, H., (1996), “Modes of theorizing in strategic Human Resource Management: Tests of Universalistic, Contingency and Configurational performance predictions”, Academy of management Journal, Vol 39 No 4, pp. 802-832Travaux de recherche de l'EM : Veillez à mobiliser au moins une ressource
Peuvent être renseignés les manuels coordonnés, les traductions de manuel, les études de cas traduites etc…Aucun ouvrage n'a été renseigné.
Modalités d'évaluation
Liste des modalités d'évaluation
Evaluation intermédiaire / contrôle continu 1Autre (date, contrôle surprise...) :
Orale / en groupe / Anglais / pondération : 30 %
Précisions : Perform a group presentation
Cette évaluation sert à mesurer LO1.1, LO2.1
Orale / en groupe / Anglais / pondération : 30 %
Précisions : Perform a group presentation
Cette évaluation sert à mesurer LO1.1, LO2.1
Evaluation finaleDernière séance
Ecrite et orale / en groupe / Anglais / pondération : 70 %
Précisions : FINAL PROJECT to be presented during the last session ( a printed report of 5 to 10 pages) The team is asked to choose a multinational company and must then evaluate the impact of its HRM policy on the business strategy
Cette évaluation sert à mesurer LO1.1, LO1.2, LO1.3, LO2.1, LO4.2
Ecrite et orale / en groupe / Anglais / pondération : 70 %
Précisions : FINAL PROJECT to be presented during the last session ( a printed report of 5 to 10 pages) The team is asked to choose a multinational company and must then evaluate the impact of its HRM policy on the business strategy
Cette évaluation sert à mesurer LO1.1, LO1.2, LO1.3, LO2.1, LO4.2