Note du 29 juin 2020
Sans connaitre encore le temps que dureront les mesures de distances sociales liées à la pandémie de Covid-19, et quels que soient les changements qui ont dû être opérés dans l’évaluation de la session de juin 2020 par rapport à ce que prévoit la présente fiche descriptive, de nouvelles modalités d’évaluation des unités d’enseignement peuvent encore être adoptées par l’enseignant ; des précisions sur ces modalités ont été -ou seront-communiquées par les enseignant·es aux étudiant·es dans les plus brefs délais.
Sans connaitre encore le temps que dureront les mesures de distances sociales liées à la pandémie de Covid-19, et quels que soient les changements qui ont dû être opérés dans l’évaluation de la session de juin 2020 par rapport à ce que prévoit la présente fiche descriptive, de nouvelles modalités d’évaluation des unités d’enseignement peuvent encore être adoptées par l’enseignant ; des précisions sur ces modalités ont été -ou seront-communiquées par les enseignant·es aux étudiant·es dans les plus brefs délais.
5 crédits
30.0 h
Q2
Enseignants
Aust-Gronarz Ina; Bonny Gaëtan (supplée Aust-Gronarz Ina); Jammaers Eline;
Langue
d'enseignement
d'enseignement
Anglais
Préalables
Practical aspects:
The course, the supporting material and the references will be in English, students' interactions and productions (written, oral) are expected to be in English - so it's a must have to have more than a basic
understanding of English.
The course will be delivered for 150+ students and will require to work in team - so ability to speak in public and to partner/contribute in team work will be key.
Functional prerequisites:
Basic understanding of:
- Human Resource - as a support function,
- Organization theory & management - Mintzberg configurations, Schein's cultural model,
- Convention theory
- Basics of Change Management - is a nice to have.
- Basic understanding of Process and Process design.
The course will provide a crash class on the previous items (either during the introduction or via some notes).
The course, the supporting material and the references will be in English, students' interactions and productions (written, oral) are expected to be in English - so it's a must have to have more than a basic
understanding of English.
The course will be delivered for 150+ students and will require to work in team - so ability to speak in public and to partner/contribute in team work will be key.
Functional prerequisites:
Basic understanding of:
- Human Resource - as a support function,
- Organization theory & management - Mintzberg configurations, Schein's cultural model,
- Convention theory
- Basics of Change Management - is a nice to have.
- Basic understanding of Process and Process design.
The course will provide a crash class on the previous items (either during the introduction or via some notes).
Thèmes abordés
Purpose and Philosophy of the course:
The course Advanced Human Resource & Organization Management (AHROM) has two targets: the future Operational (or line) managers, and the future Human Resource generalist practioner. To the future
line manager, the course will bring an understanding of the HR function and its interactions with the business - it will answer questions such as: "how does HR help me ; to the future HR practioner, it will
provide a framework and methodology to deliver value. To the future HR generalist or manager, the course will provide a strong framework and introduction in the core of the HR "business". It will answer
questions such as: "how does HR create value in an organization?", "how do i create an HR strategy aligned with the business?"; "what are the roles HR should organize?".... and much more.
The course is designed to confront students with real cases (incl. testimonials) where operations and HR/Organization specialists teams up to face organization transformation challenges.
The course is rooted in the contemporary managerial context where the following (non exhaustive) trends can be easily spotted:
- typical organizational lifecyle events: merger, acquisition, downsizing, restructuring, transformation, ...
- organizations are challenged: flat organizations, "entreprise libérée/liberated company" holocracy, ...,
- the role of manager is equally challenged: from a command-control perspective to a mentoring, coaching approach ...still delivering results;
- organization of the work is challenged: new ways of working, "happiness at work", remote working, outsourcing, ...
- leadership: new mandate for the leaders, ie to inspire, communicate, to impersonate the firm and not (only) "to tell" people...
and for which a theoretical framework will be provided, in the form of keys to understand the role and value-add of an "HR/Business manager".
Course assumptions:
In this program, we assume that:
- HR (and organization management) are in the business not side to the business; the strategic alignment between what is typically described as "supporting" functions is key to business success;
- HR processes and practices are not the preserve of HR professionals; the effective management of people and organization is a combined responsibility of line manager, HR and employee (in generic term);
- knowledge on HRM and Organisation Design and Development (how to organize work) are key to any manager, and learning how HR (must) create value and/or how to interact with HR Professionals is essential to line manager and leaders;
Main topics covered:
- Formal components of organizations,
- Organization transformation,
- Business & HR Value Proposition,
The course Advanced Human Resource & Organization Management (AHROM) has two targets: the future Operational (or line) managers, and the future Human Resource generalist practioner. To the future
line manager, the course will bring an understanding of the HR function and its interactions with the business - it will answer questions such as: "how does HR help me ; to the future HR practioner, it will
provide a framework and methodology to deliver value. To the future HR generalist or manager, the course will provide a strong framework and introduction in the core of the HR "business". It will answer
questions such as: "how does HR create value in an organization?", "how do i create an HR strategy aligned with the business?"; "what are the roles HR should organize?".... and much more.
The course is designed to confront students with real cases (incl. testimonials) where operations and HR/Organization specialists teams up to face organization transformation challenges.
The course is rooted in the contemporary managerial context where the following (non exhaustive) trends can be easily spotted:
- typical organizational lifecyle events: merger, acquisition, downsizing, restructuring, transformation, ...
- organizations are challenged: flat organizations, "entreprise libérée/liberated company" holocracy, ...,
- the role of manager is equally challenged: from a command-control perspective to a mentoring, coaching approach ...still delivering results;
- organization of the work is challenged: new ways of working, "happiness at work", remote working, outsourcing, ...
- leadership: new mandate for the leaders, ie to inspire, communicate, to impersonate the firm and not (only) "to tell" people...
and for which a theoretical framework will be provided, in the form of keys to understand the role and value-add of an "HR/Business manager".
Course assumptions:
In this program, we assume that:
- HR (and organization management) are in the business not side to the business; the strategic alignment between what is typically described as "supporting" functions is key to business success;
- HR processes and practices are not the preserve of HR professionals; the effective management of people and organization is a combined responsibility of line manager, HR and employee (in generic term);
- knowledge on HRM and Organisation Design and Development (how to organize work) are key to any manager, and learning how HR (must) create value and/or how to interact with HR Professionals is essential to line manager and leaders;
Main topics covered:
- Formal components of organizations,
- Organization transformation,
- Business & HR Value Proposition,
Acquis
d'apprentissage
d'apprentissage
A la fin de cette unité d’enseignement, l’étudiant est capable de : | |
| 1 |
Upon successful completion of the course, each student must acquire the following knowledge, skills and aptitude:
|
La contribution de cette UE au développement et à la maîtrise des compétences et acquis du (des) programme(s) est accessible à la fin de cette fiche, dans la partie « Programmes/formations proposant cette unité d’enseignement (UE) ».
Contenu
This course consists of three parts. In the first part, a general introduction to HRM and strategic HRM will be given. In the second part, a zoom-in on diversity management theory, as a form of advanced human resource management, will be offered. In the third part, students are expected to practically engage with an HR or organizational issue through a group presentation and group essay. Details of the course are provided in the course descriptive.
Méthodes d'enseignement
- Interactive seminars
- Guest lectures
- Coaching sessions for the group assignment
- Presentations by students
Modes d'évaluation
des acquis des étudiants
des acquis des étudiants
Collective evaluation (75% of total grade):
- students will write an essay (in group)
- = 50% of total grade
- evaluated by teaching staff
- students will do an oral pitch of their group assignment (in group)
- = 25% of total grade
- peer-evaluated by other groups & evaluated by the teaching staff
- students will individually write a reflection on working together in a diverse group of students (individual)
- = 25% of total grade
- evaluated by teaching staff
- students will get a "peer factor", allowing for the individual variation of the total grade on collectively written essay and oral pitch
- peer factor is calculated based on peer-evaluation of group members
- students whose total score is below 10/20 will have to individually improve the collectively written essay and re-write the individual reflection, followed by an individual oral presentation of these assignments
Ressources
en ligne
en ligne
Moodle
Bibliographie
Bibliography:
Selected book chapters and academic articles make up the material for this course. All articles and book chapters will be made available to the students on Moodle.
Here are some indicative references:
Selected book chapters and academic articles make up the material for this course. All articles and book chapters will be made available to the students on Moodle.
Here are some indicative references:
- Bratton, J., & Gold, J. (2017). Human resource management: theory and practice. Palgrave.
- Leopold, J., & Harris, L. (Eds.). (2009). The strategic managing of human resources. Pearson Education.
- Kelly, E., & Dobbin, F. (1998). How affirmative action became diversity management: Employer response to antidiscrimination law, 1961 to 1996. American Behavioral Scientist, 41(7), 960-984.
- Robinson, G., & Dechant, K. (1997). Building a business case for diversity. Academy of Management Perspectives, 11(3), 21-31.
- Ely, R. J., & Thomas, D. A. (2001). Cultural diversity at work: The effects of diversity perspectives on work group processes and outcomes. Administrative science quarterly, 46(2), 229-273.
- Noon, M. (2010). The shackled runner: time to rethink positive discrimination?. Work, Employment and Society, 24(4), 728-739.
- Kalev, A., Dobbin, F., & Kelly, E. (2006). Best practices or best guesses? Assessing the efficacy of corporate affirmative action and diversity policies. American sociological review, 71(4), 589-617.
Faculté ou entité
en charge
en charge
CLSM
