5.00 credits
30.0 h
Q2
Teacher(s)
Brenton Scott; Moyson Stéphane;
Language
French
Main themes
- Theories and main HRM tools
- The organization and the exercise of H.R. management within public organizations management
- The articulation between statutory rules (or the specificity of the public service) and the requirements of professional management of human resources
- The question of the leadership: relations between ministers and the senior civil servants
- The management of the social relations in the public sector.
Learning outcomes
At the end of this learning unit, the student is able to : | |
| 1 | - The course should be an initiation to human resources management tools and to the analysis of social rela-tions in the context of the public organizations - It aims at analysing and confronting policies HRM through comparative studies and/or by discussing ex-periences of modernization of HRM - Its aims at discussing the principal challenges to which Human resource management in the public sector will be confronted (p. e.g. centralized or decentralized HRM, HRM and new technologies, remuneration linked to efficiency.) |
Content
PAY ATTENTION: this course is bilingual (FR-EN)
While public organisations have been influenced by private sector management techniques in recent decades, the assumption that these are superior and lead to better outcomes has been questioned after the Global Financial Crisis and some lacklustre public sector reforms. There are also distinctive factors ranging from political pressures to employee motivations to the absence of a ‘bottom line’ as well as accountability demands and citizen expectations that constrain managerial autonomy in public organisations. This course provides a forum for a critical interrogation of theories behind and practices of contemporary human resource management in the public sector around the world.
The contents of course, covering the individual, organizational and (inter)national levels, are organized around the career of public officials:
While public organisations have been influenced by private sector management techniques in recent decades, the assumption that these are superior and lead to better outcomes has been questioned after the Global Financial Crisis and some lacklustre public sector reforms. There are also distinctive factors ranging from political pressures to employee motivations to the absence of a ‘bottom line’ as well as accountability demands and citizen expectations that constrain managerial autonomy in public organisations. This course provides a forum for a critical interrogation of theories behind and practices of contemporary human resource management in the public sector around the world.
The contents of course, covering the individual, organizational and (inter)national levels, are organized around the career of public officials:
- Entry (e.g., methods of recruitment, national schools of recruitment, diverse and inclusive recruitment; integration of new recruits, work motivafion, job satisfaction, retention or turnover rates etc.);
- Career systems (e.g., mobility, effects of crises, performance-related management, leadership management, high performance work systems, skills for high performance civil service etc.);
- Exit (e.g., pensions, future of the civil service etc.).
Teaching methods
The course combines:
The teaching methods can be onsite or online, depending on the public health crisis.
- Lectures with exercices;
- Personal readings;
- Interactions with experts.
The teaching methods can be onsite or online, depending on the public health crisis.
Evaluation methods
The evaluation is composed of:
The composition of the evaluation remains similar at each exam session.
- A written exam;
- The participation in the exercises.
The composition of the evaluation remains similar at each exam session.
Other information
This course is bilingual (FR-EN)
Teaching materials
- Les supports de cours sont déposés sur le site Moodle du cours.
Faculty or entity
PSAD
