HUMAN RESOURCE MANAGEMENT

Single discipline educational activity

Course Sheet

Course code:

HURM16

Academic Year of enrolment:

2021

Year of supply:

2022/2023

Type of Course:

Related/Supplementary

Degree:

Course of 2nd Cycle Degree in MANAGEMENT AND ECONOMICS

Disciplinary Sector:

Corporate Finance

Language:

Italian

Location:

PESCARA

Credits:

Programme Year:

Professor and Collaborators:

FONTANA Fabrizia

Cycle:

First four months

Hours of classroom activity:

Individual study hours:

114

Prerequisites:

We recommend that you have taken the exam of Organisation

Objectives

The course deals with issues concerning the organizational problems of the company. It intends to provide a complete picture of the most significant factors and dynamics that influence the management of people in complex organizations and in particular in companies. An understanding of the human resources management strategies, policies and tools used by Management and the Human Resources function to support organizational development is a central objective of the course. In this direction the course offers students, on the basis of a rigorous theoretical and methodological approach, the possibility of also grasping the "practices" (selection, development and training, compensation, etc.), the most common tools and behaviors of Human Resources Management , through the deepening of some of the most significant initiatives and experiences carried out "in the field".
The course provides students with the basic tools for government and personnel management. The student at the end of the course must be able to: * Know and understand:
- the nature of the strategy, organizational structure and Human Resources function,
- individual behavior in organizations.
In particular, students will have to:
- know the motivational dynamics and the main human resource management processes.
- learn about techniques and tools for selection, recruitment and development of human resources.
- recognizing the contribution of people (performance, potential, skills), people value mapping activities and development systems.
- know how to distinguish career management approaches and tools. - to know The management of remuneration: the remuneration architectures and its components.
- to know the difference between fixed and variable remuneration, to know what are the incentive tools for objectives, the medium-long term incentives.
* Autonomy of judgment * The student will have to develop his / her own autonomy of judgment in evaluating alternatives to human resource management
In particular:
- analyze and plan work within the organization.
- acquire full awareness of the Human Resources function in support of organizational development. In this direction, the course offers students the opportunity to also grasp the "practices" (selection, development and training, compensation, etc.), the most common tools and behaviors of Human Resources Management. * Communication skills * The student will have to make his / her communication skills high. In particular, he must develop: the terminology and the ability to understand the theoretical and applicative aspects of teaching; of the hard and soft variables that govern its operation; of the determinants of people's behavior within organizations, and of the main tools available to the company to measure and increase its value.

Contents

Strategy, organizational structure and Human Resources function. Individual behavior in organizations. Motivational theories. The main processes of human resource management. Analysis and design of the work. Planning and research of human resources. The employer branding policies. Choose people through selection. Evaluate the contribution of people (performance, potential, skills). The enhancement of people: people value mapping and development systems. Approaches and tools for career management. Remuneration management: remuneration
architectures and their components. Fixed and variable remuneration. Incentive for objectives. Medium-long term incentives. Economic and financial participation. Diversity management. Managing people in an international perspective.

Extended Syllabus

Strategia, organizzazione, persone
- La gestione delle risorse umane come attività strategica - Relazioni tra strategia e gestione delle risorse umane
- Le competenze della funzione HR
- L'evoluzione della funzione HR
- La funzione HR: struttura processi e competenze
- Confronto di diversi organigrammi
Capitolo 1- Organizzazione e gestione delle risorse umane, Gabrielli e Profili,
Il comportamento individuale nelle organizzazioni
- Il modello base del comportamento organizzativo e le sue principali variabili
- La personalità e i tratti. Il modello "big five" - Valori, atteggiamenti e conflitti
Capitolo 4- Organizzazione e gestione delle risorse umane, Gabrielli e Profili, 2012
Il comportamento individuale nelle organizzazioni (2) - La motivazione e le sue variabili
- Motivazione e prestazione
- Le teorie motivazionali del contenuto e del processo
Capitolo 4- Organizzazione e gestione delle risorse umane, Gabrielli e Profili, 2012 Analisi e progettazione del lavoro- Pianificazione delle risorse
- L'organizzazione del lavoro: finalità e approcci
- Le variabili chiave nella progettazione del lavoro - La valutazione della posizione
- La pianificazione

Capitoli 5- Organizzazione e gestione delle risorse umane, Gabrielli e Profili, 2012
Scegliere le persone attraverso la selezione - L'evoluzione del processo di selezione
- La scelta del candidato
- I principali strumenti per la selezione
Capitolo 6 – Pianificazione e ricerca -pianificazione
-reclutamento
-employer branding
Capitolo 7- Organizzazione e gestione delle risorse umane, Gabrielli e Profili, 2012 Scegliere le persone attraverso la selezione(2)
- Employment agreement: le diverse forme di transazione di lavoro - Il contratto psicologico

- L'importanza della socializzazione
- Principali strumenti di inserimento in azienda
Capitolo 8- Valutare il contributo delle persone
- I significati e le finalità della valutazione
- Valutazione e valorizzazione
- Dimensioni e oggetti della valutazione
- La valutazione delle competenze: principali obiettivi
- Due approcci a confronto: approccio psicologico- individuale e approccio strategico- organizzativo -Valutare il contributo delle persone (2)
- Perché valutare la prestazione
- Dalla valutazione delle prestazioni al Performance Management - Le componenti dei sistemi di Performance Management
- L’ampliamento dei soggetti valutatori
-Valutare il contributo delle persone (4)
- La valutazione del potenziale
- Obiettivi e finalità della valutazione del potenziale
- Metodologie e strumenti
- Role Playing: assessment center

Capitolo 11- Organizzazione e gestione delle risorse umane, Gabrielli e Profili, 2012 Ricompensare: sistemi di rewarding e politiche retributive
- Tipologie di ricompensa e total reward
- Il sistema delle ricompense economiche: definizione, finalità e componenti
- La costituzione della politica retributiva: decisioni, strumenti, responsabilità Ricompensare: sistemi di rewarding e politiche retributive (2)
− Il posizionamento retributivo
− La struttura retributiva
− Le dinamiche retributive
Ricompensare: sistemi di rewarding e politiche retributive (3) - La gestione della retribuzione: variabili e schemi
- La retribuzione fissa: pay for what?
- La retribuzione variabile: principali politiche e strumenti Ricompensare: sistemi di rewarding e politiche retributive (4) - Forme e strumenti di incentivazione per obiettivi
- La teoria del Goal Setting
- L’MbO
- Le remunerazione degli executive

- L’incentivazione di medio lungo termine: strumenti e finalità - Gli stock option plan
- La partecipazione economico- finanziaria
- I programmi di gestione dei benefit: finalità

Recommended Bibliography

Gabrielli, Profili “Organizzazione e gestione delle risorse umane” ISEDI Cap.1,4,5,6,7,8,11

Methods of Provision

Conventional

Teaching Methods

The course will be divided into 36 hours of lectures, case studies and testimonials or seminars of monothematic study.
The lectures will mostly be supported by the use of material projected in the classroom by the teacher but will not be made available to students. On the other hand, the elearning platform of material and readings will be continuously updated to deepen and practice in view of the exam.

Evaluation methods

Verification of learning:

During the course it will be the teacher's responsibility to systematically verify the learning level of the class, aimed at reformulating the speed, the teaching methods and possible moments of further reflection on some chapters that will be more difficult to understand than others.
As far as the exam is concerned, for the students attending the course there is an oral check at the end of the course to gain awareness of the level of preparation and how much the subject has been internalized during the months, while for the students not attending no pre-exam verification is scheduled.
The exam aims to:
- verify the knowledge of the tools for managing people in complex organizations and in particular in companies. - be able to identify strategies, policies and tools for the management of human resources used by Management and by the Human Resources function to support organizational development
- have mastery in grasping the "practices" (selection, development and training, compensation, etc.)
- know how to use the tools that use the hard and soft variables by regulating their functioning to influence the determinants of the behavior of the people within the organizations, and the main tools that the company has to measure and increase its value through the description of examples taken from the business context of the moment.

Contacts/More Information

Students attending and not attending will have the same final teaching load, the same modality of examination but the non attending students will not be able to participate in the activities that will be held in class starting from the middle course onwards, including the exam at the end of the course which will be oral.

Università degli Studi
"G. d'Annunzio"

Chieti - Pescara

Aree