Advanced Human Resource and Organisation Management (Names from L to Z)

Teacher(s)

Jammaers Eline;

Language

English

Main themes

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,

Aims

At the end of this learning unit, the student is able to :
1	Upon successful completion of the course, each student must acquire the following knowledge, skills and aptitude: - recognize the importance of aligning HR and Business strategy, - understand the components of an HR strategy embedded in a business context, - understand the role(s) of HR professionals, - mastery of key HR processes/services and their interdependancies, - understanding of the breakdown of HR & Org. management btw HR professionnals and Line Managers, - capacity to assess the impact of an organisational transformation on HR services/processes, - capacity to structure a strategy for a "supporting" funtion.

Content

This course consists of two parts. In the first part, a general introduction to HRM and strategic HRM will be given. In the second part, a zoom-in on HR trends and fashions will be offered. Details of the course are provided in the course descriptive.

Teaching methods

Due to the COVID-19 crisis, the information in this section is particularly likely to change.

• Interactive seminars
• Guest lecture
• Case study excercises to help apply theories

Evaluation methods

Due to the COVID-19 crisis, the information in this section is particularly likely to change.

Individual evaluation (100% of total grade):

• students will be examined through an open-book, multiple choice exam

Second examination period:

• students whose score for the multiple choice exam is below 10/20 will have to re-take the exam in the second examination period

Online resources

Moodle and Teams

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:

• Analoui, F. (2007) Chapter 1: Introduction. In Strategic Human Resource Management. London: Thompson, pp. 1-29.
• 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.  
• Redman, T. (2001) Performance appraisal. In: Redman, T. & Wilkinson, A (Eds) Contemporary human resource management: Text and cases, pp 57-97. Harlow: Prentice Hall.
• Robinson, G., & Dechant, K. (1997). Building a business case for diversity. Academy of Management Perspectives, 11(3), 21-31.
• Noon, M. (2010). The shackled runner: time to rethink positive discrimination?. Work, Employment and Society, 24(4), 728-739.

Faculty or entity

CLSM