Note from June 29, 2020
Although we do not yet know how long the social distancing related to the Covid-19 pandemic will last, and regardless of the changes that had to be made in the evaluation of the June 2020 session in relation to what is provided for in this learning unit description, new learnig unit evaluation methods may still be adopted by the teachers; details of these methods have been - or will be - communicated to the students by the teachers, as soon as possible.
Although we do not yet know how long the social distancing related to the Covid-19 pandemic will last, and regardless of the changes that had to be made in the evaluation of the June 2020 session in relation to what is provided for in this learning unit description, new learnig unit evaluation methods may still be adopted by the teachers; details of these methods have been - or will be - communicated to the students by the teachers, as soon as possible.
3 credits
30.0 h
Q2
Teacher(s)
Cultiaux John; Jammaers Eline;
Language
French
Main themes
The course must cover three themes :
- the human side of organisations (main paradigms);
- roles and missions of human resource management;
- industrial relations in Belgium and in the European context.
Aims
At the end of this learning unit, the student is able to : | |
| 1 | At the end of the course, students must be able to: - understand the main paradigms that are relevant to analyse the human side of organisations and human resource management; use these paradigms to apply them and interpret a concrete situation, in order to identify, finally, its strengths and weaknesses and propose improvements as a (future) manager; - identify and understand the institutions of industrial relations and understand the role that they play in management in companies. |
The contribution of this Teaching Unit to the development and command of the skills and learning outcomes of the programme(s) can be accessed at the end of this sheet, in the section entitled “Programmes/courses offering this Teaching Unit”.
Content
The course consists of two parts. The first part is on “Organization Theory”. This parts covers the following topics:
- Organizational Design and Human Resources
- Concrete action systems and actors
- Relation to work and subjectivity
- Introduction into (Strategic) Human Resource Management
- Planning, recruitment and selection
- Performance management
- Rewards and pay policies
- Work-life balance and employee wellbeing
- Diversity management
- Guest lecture by an HR manager in the IT sector
Teaching methods
- Lectures
- Guest lectures by external speakers
- Case studies
Evaluation methods
The students will be evaluated through a written exam based on both parts of the course, at the end of the course.
Students who fail to obtain the minimum grade of 10/20 will need to do a re-examination. This re-examination will be written or oral, depending on the total number of failed students.
Students who fail to obtain the minimum grade of 10/20 will need to do a re-examination. This re-examination will be written or oral, depending on the total number of failed students.
Other information
none
Online resources
Moodle
Bibliography
The second part of the course (on HRM) will be based on scientific journal articles and book chapters, provided by the teaching staff through Moodle. Here are some example references:
- Analoui, F. (2007) Chapter 1: Introduction. In Strategic Human Resource Management. London: Thompson, pp. 1-29.
- Bernoux, P. (2014), La sociologie des organisations, Pars : Seuil
- Dejours, C. (1998), Souffrance en France, Paris : Seuil.
- Newell, S. & Shackleton, V. (2001) Selection and assessment as an interactive decision-action process. In: Redman, T. & Wilkinson, A. (Eds.) Contemporary human resource management: Text and cases, pp 24-56. Harlow: Prentice Hall.
- Nizet, J. et Pichault, F. (2001), Introduction à la théorie des configurations, Bruxelles, De Boeck
- Redman, T. (2001) Performance appraisal. In: Redman, T. & Wilkinson, A (Eds) Contemporary human resource management: Text and cases, pp 57-97. Harlow: Prentice Hall.
- Kessler, I. (2007) Reward choices: Strategy and equity. In: Storey, J (Ed), Human resource management: A critical text, pp 159-176. London: Thomson.
- Scholarios, D., & Marks, A. (2004). Work‐life balance and the software worker. Human Resource Management Journal, 14(2), 54-74.
- Moore, K., Griffiths, M., Richardson, H., & Adam, A. (2008). Gendered futures? Women, the ICT workplace and stories of the future. Gender, Work & Organization, 15(5), 523-542.
Teaching materials
- - Slides - Book chapters - Scientific journal articles - TedX movies
Faculty or entity
EPL
Programmes / formations proposant cette unité d'enseignement (UE)
Title of the programme
Sigle
Credits
Prerequisites
Aims
Master [120] in Mechanical Engineering
Master [120] in Biomedical Engineering
Master [120] in Mathematical Engineering
Master [120] in Computer Science and Engineering
Master [120] in Electrical Engineering
Master [120] in Computer Science
Master [120] in Civil Engineering
Master [120] in Chemical and Materials Engineering
Master [120] in Data Science Engineering
Master [120] in Electro-mechanical Engineering
Master [60] in Computer Science
Master [120] in Data Science: Information Technology
Master [120] in Physical Engineering