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.|
- 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
Due to the COVID-19 crisis, the information in this section is particularly likely to change.
- Guest lectures by external speakers
- Case studies
Due to the COVID-19 crisis, the information in this section is particularly likely to change.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.
Depending on the circumstances, the exam can be organized face-to-face or remotely (via Moodle)
- 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.
- - Slides - Book chapters - Scientific journal articles - TedX movies