Zachodniopomorski Uniwersytet Technologiczny w Szczecinie

Wydział Ekonomiczny - Economics (S1)
specjalność: Property Valuation and Real Estate Transactions

Sylabus przedmiotu Strategic Managemet of Human Resources:

Informacje podstawowe

Kierunek studiów Economics
Forma studiów studia stacjonarne Poziom pierwszego stopnia
Tytuł zawodowy absolwenta licencjat
Obszary studiów charakterystyki PRK
Profil ogólnoakademicki
Moduł
Przedmiot Strategic Managemet of Human Resources
Specjalność przedmiot wspólny
Jednostka prowadząca Katedra Zarządzania i Marketingu
Nauczyciel odpowiedzialny Anna Sworowska-Baranowska <Anna.Sworowska@zut.edu.pl>
Inni nauczyciele
ECTS (planowane) 2,0 ECTS (formy) 2,0
Forma zaliczenia egzamin Język polski
Blok obieralny Grupa obieralna

Formy dydaktyczne

Forma dydaktycznaKODSemestrGodzinyECTSWagaZaliczenie
wykładyW5 10 1,00,50egzamin
ćwiczenia audytoryjneA5 15 1,00,50zaliczenie

Wymagania wstępne

KODWymaganie wstępne
W-1fundamentals of management, social policy, economic policy

Cele przedmiotu

KODCel modułu/przedmiotu
C-1Gaining knowledge about theoretical shaping of the concept of strategic management of human resources through aspiring to strategic integration of human resources management with the complementary need of human aspect enhancement in the process of forming and realizing strategic objectives and activities at the strategic level.

Treści programowe z podziałem na formy zajęć

KODTreść programowaGodziny
ćwiczenia audytoryjne
T-A-1Employee recruitment (specification of requirements, candidates attracting)3
T-A-2Preparing a job description and a vacancy announcement3
T-A-3Conducting the selection process (recruitment interview, preparation, steps, questions, recruiter's mistakes)2
T-A-4Training techniques (coaching, mentoring)2
T-A-5Recruitment agencies – recruitment outsourcing (head hunting).2
T-A-6Organizational consulting (personnel audit, professional competency appraisal, renumeration market monitoring, employee attitude and opinion survey)3
15
wykłady
T-W-1The concept of strategy (research on strategy concept, development of the strategy concept, development of strategic management, models of strategic management process)1
T-W-2Origin of strategic management of human resources (personnel management, the state of research on strategic intergation, models of strategic management of human resources)1
T-W-3Culture, strategy and change (incremental and radical change, culture, learedship and change, policy and change)1
T-W-4Strategic selection (definition, context, tools and techniques, selection process and criteria)2
T-W-5Strategic trainings and professional development (trainings and theoretical background, strategic orientation, the concept of learning process)2
T-W-6Motivation and renumeration strategic management (renumeration management and organization's strategy, objectives of renumeration strategy, effects management)2
T-W-7Strategic relations with employees (collective negotiations, team work, conflicts in work)1
10

Obciążenie pracą studenta - formy aktywności

KODForma aktywnościGodziny
ćwiczenia audytoryjne
A-A-1Participation in classes15
A-A-2Team exercises based on a case study5
A-A-3Preparation for a summary discussion2
A-A-4Consultation6
A-A-5Colloquium2
30
wykłady
A-W-1Participation in classes10
A-W-2Literature study and exam preparation14
A-W-3Exam2
A-W-4Consultation4
30

Metody nauczania / narzędzia dydaktyczne

KODMetoda nauczania / narzędzie dydaktyczne
M-1Informative lecture
M-2Conversational lecture
M-3Subject exercises based on a case study
M-4Didactic discussion

Sposoby oceny

KODSposób oceny
S-1Ocena formująca: Team work exercises
S-2Ocena podsumowująca: Final discussion
S-3Ocena podsumowująca: Written exam

Zamierzone efekty uczenia się - wiedza

Zamierzone efekty uczenia sięOdniesienie do efektów kształcenia dla kierunku studiówOdniesienie do efektów zdefiniowanych dla obszaru kształceniaCel przedmiotuTreści programoweMetody nauczaniaSposób oceny
E_1A_C18_W01
In result of conducted lessons student should be able to explain strategic aspects being conditions for personnel decisions in an organization
E_1A_W01, E_1A_W05C-1T-W-7, T-A-1, T-A-2, T-A-3, T-A-5M-2, M-3, M-4S-1, S-2
E_1A_E13_W01
In result of conducted lessons student should be able to define concepts of strategic management of human resources.
E_1A_W02, E_1A_W09C-1T-W-2, T-W-3, T-W-4, T-W-5M-2, M-4, M-1S-2, S-3

Zamierzone efekty uczenia się - umiejętności

Zamierzone efekty uczenia sięOdniesienie do efektów kształcenia dla kierunku studiówOdniesienie do efektów zdefiniowanych dla obszaru kształceniaCel przedmiotuTreści programoweMetody nauczaniaSposób oceny
E_1A_E13_U01
In result of conducted lessons student should be able to analyze which key factors imply methods and techniques for human management in an organization
E_1A_U07, E_1A_U10C-1T-A-2, T-A-4, T-A-6M-1, M-3, M-4S-1, S-2

Kryterium oceny - wiedza

Efekt uczenia sięOcenaKryterium oceny
E_1A_C18_W01
In result of conducted lessons student should be able to explain strategic aspects being conditions for personnel decisions in an organization
2,0Student is not able to explain in general most important aspects being conditions for decisions in an organization
3,0Student is able to explain in general most important aspects being conditions for decisions in an organization
3,5Student is able to explain in general most important aspects being conditions for decisions in an organization and to describe implications in practice
4,0Student is able to explain in general most important aspects being conditions for decisions in an organization and to describe implications in practice and to indicate reasons
4,5Student is able to fully explain most important aspects being conditions for decisions in an organization and to describe implications in practice and to indicate reasons
5,0Student is able to explain most important aspects being conditions for decisions in an organization in extraordinary way and to describe implications in practice and to indicate reasons
E_1A_E13_W01
In result of conducted lessons student should be able to define concepts of strategic management of human resources.
2,0Student is not able to explain concepts of strategic human management
3,0Student is able to explain concepts of strategic human management
3,5Student is able to explain concepts of strategic human management and to choose appropriate for a case
4,0Student is able to explain concepts of strategic human management and to choose appropriate for a case and to indicate their advantages and disadvantages
4,5Student is able to explain concepts of strategic human management and to choose appropriate for a case and to indicate their advantages and disadvantages and to explain how to complement them
5,0Student is able to explain concepts of strategic human management and to choose appropriate for a case and to indicate their advantages and disadvantages and to explain how to complement them also in non-standard ways

Kryterium oceny - umiejętności

Efekt uczenia sięOcenaKryterium oceny
E_1A_E13_U01
In result of conducted lessons student should be able to analyze which key factors imply methods and techniques for human management in an organization
2,0Student is not able to analyze factors that influence human management in an organization
3,0Student is able to appraise the state of human management in an organization in a general way
3,5Student is able to appraise the state of human management in an organization and to propose a solution
4,0Student is able to appraise the state of human management in an organization and to propose a solution with taking into account most important factors
4,5Student is able to appraise the state an organization and to propose a solution for human management which is appropriate to problems and is able to choose methods of their identification
5,0Student is able to appraise the state an organization and to propose a solution for human management which is appropriate to problems and is able to choose methods of their identification. Moreover, student is able to appraise potential scenarios of organizational future.

Literatura podstawowa

  1. Zając C., Bąk-Grabowska D., Jagoda A. (eds.), Human Resources Management in Corporate Groups, Publishing House of Wrocław University of Economics, Wrocław, 2015, ibuk

Literatura dodatkowa

  1. Boon C., Den Hartog D.N., Lepak D.P., A Systematic Review of Human Resource Management Systems and Their Measurement, Journal of Management, 2019, Vol. 45, No. 6, pp. 2498-2537, https://doi.org/10.1177/0149206318818718
  2. Collings, D. G., McMackin, J., Nyberg, A. J., & Wright, P. M., Strategic Human Resource Management and COVID‐19: Emerging Challenges and Research Opportunities, Journal of Management Studies, (pre-print), 2021, https://doi.org/10.1111/joms.12695
  3. 2020, https://www.emerald.com/insight/content/doi/10.1108/REGE-10-2018-0102/full/pdf?title=implementation-of-strategic-human-resource-management-practices-a-review-of-the-national-scientific-production-and-new-research-paths

Treści programowe - ćwiczenia audytoryjne

KODTreść programowaGodziny
T-A-1Employee recruitment (specification of requirements, candidates attracting)3
T-A-2Preparing a job description and a vacancy announcement3
T-A-3Conducting the selection process (recruitment interview, preparation, steps, questions, recruiter's mistakes)2
T-A-4Training techniques (coaching, mentoring)2
T-A-5Recruitment agencies – recruitment outsourcing (head hunting).2
T-A-6Organizational consulting (personnel audit, professional competency appraisal, renumeration market monitoring, employee attitude and opinion survey)3
15

Treści programowe - wykłady

KODTreść programowaGodziny
T-W-1The concept of strategy (research on strategy concept, development of the strategy concept, development of strategic management, models of strategic management process)1
T-W-2Origin of strategic management of human resources (personnel management, the state of research on strategic intergation, models of strategic management of human resources)1
T-W-3Culture, strategy and change (incremental and radical change, culture, learedship and change, policy and change)1
T-W-4Strategic selection (definition, context, tools and techniques, selection process and criteria)2
T-W-5Strategic trainings and professional development (trainings and theoretical background, strategic orientation, the concept of learning process)2
T-W-6Motivation and renumeration strategic management (renumeration management and organization's strategy, objectives of renumeration strategy, effects management)2
T-W-7Strategic relations with employees (collective negotiations, team work, conflicts in work)1
10

Formy aktywności - ćwiczenia audytoryjne

KODForma aktywnościGodziny
A-A-1Participation in classes15
A-A-2Team exercises based on a case study5
A-A-3Preparation for a summary discussion2
A-A-4Consultation6
A-A-5Colloquium2
30
(*) 1 punkt ECTS, odpowiada około 30 godzinom aktywności studenta

Formy aktywności - wykłady

KODForma aktywnościGodziny
A-W-1Participation in classes10
A-W-2Literature study and exam preparation14
A-W-3Exam2
A-W-4Consultation4
30
(*) 1 punkt ECTS, odpowiada około 30 godzinom aktywności studenta
PoleKODZnaczenie kodu
Zamierzone efekty uczenia sięE_1A_C18_W01In result of conducted lessons student should be able to explain strategic aspects being conditions for personnel decisions in an organization
Odniesienie do efektów kształcenia dla kierunku studiówE_1A_W01Ma podstawową wiedzę z zakresu ekonomii, jej miejscu w systemie nauk społecznych oraz powiązaniach z innymi dyscyplinami naukowymi
E_1A_W05Ma podstawową wiedzę o człowieku jako podmiocie tworzącym i działającym w strukturach społeczno-gospodarczych oraz zna prawidłowości związane z ich funkcjonowaniem
Cel przedmiotuC-1Gaining knowledge about theoretical shaping of the concept of strategic management of human resources through aspiring to strategic integration of human resources management with the complementary need of human aspect enhancement in the process of forming and realizing strategic objectives and activities at the strategic level.
Treści programoweT-W-7Strategic relations with employees (collective negotiations, team work, conflicts in work)
T-A-1Employee recruitment (specification of requirements, candidates attracting)
T-A-2Preparing a job description and a vacancy announcement
T-A-3Conducting the selection process (recruitment interview, preparation, steps, questions, recruiter's mistakes)
T-A-5Recruitment agencies – recruitment outsourcing (head hunting).
Metody nauczaniaM-2Conversational lecture
M-3Subject exercises based on a case study
M-4Didactic discussion
Sposób ocenyS-1Ocena formująca: Team work exercises
S-2Ocena podsumowująca: Final discussion
Kryteria ocenyOcenaKryterium oceny
2,0Student is not able to explain in general most important aspects being conditions for decisions in an organization
3,0Student is able to explain in general most important aspects being conditions for decisions in an organization
3,5Student is able to explain in general most important aspects being conditions for decisions in an organization and to describe implications in practice
4,0Student is able to explain in general most important aspects being conditions for decisions in an organization and to describe implications in practice and to indicate reasons
4,5Student is able to fully explain most important aspects being conditions for decisions in an organization and to describe implications in practice and to indicate reasons
5,0Student is able to explain most important aspects being conditions for decisions in an organization in extraordinary way and to describe implications in practice and to indicate reasons
PoleKODZnaczenie kodu
Zamierzone efekty uczenia sięE_1A_E13_W01In result of conducted lessons student should be able to define concepts of strategic management of human resources.
Odniesienie do efektów kształcenia dla kierunku studiówE_1A_W02Zna podstawowe formy instytucji społecznych (publicznych, kulturowych, politycznych, prawnych, ekonomicznych) oraz ich struktury
E_1A_W09Ma usystematyzowaną wiedzę o zasadach i normach etycznych i moralnych w działalności gospodarczej
Cel przedmiotuC-1Gaining knowledge about theoretical shaping of the concept of strategic management of human resources through aspiring to strategic integration of human resources management with the complementary need of human aspect enhancement in the process of forming and realizing strategic objectives and activities at the strategic level.
Treści programoweT-W-2Origin of strategic management of human resources (personnel management, the state of research on strategic intergation, models of strategic management of human resources)
T-W-3Culture, strategy and change (incremental and radical change, culture, learedship and change, policy and change)
T-W-4Strategic selection (definition, context, tools and techniques, selection process and criteria)
T-W-5Strategic trainings and professional development (trainings and theoretical background, strategic orientation, the concept of learning process)
Metody nauczaniaM-2Conversational lecture
M-4Didactic discussion
M-1Informative lecture
Sposób ocenyS-2Ocena podsumowująca: Final discussion
S-3Ocena podsumowująca: Written exam
Kryteria ocenyOcenaKryterium oceny
2,0Student is not able to explain concepts of strategic human management
3,0Student is able to explain concepts of strategic human management
3,5Student is able to explain concepts of strategic human management and to choose appropriate for a case
4,0Student is able to explain concepts of strategic human management and to choose appropriate for a case and to indicate their advantages and disadvantages
4,5Student is able to explain concepts of strategic human management and to choose appropriate for a case and to indicate their advantages and disadvantages and to explain how to complement them
5,0Student is able to explain concepts of strategic human management and to choose appropriate for a case and to indicate their advantages and disadvantages and to explain how to complement them also in non-standard ways
PoleKODZnaczenie kodu
Zamierzone efekty uczenia sięE_1A_E13_U01In result of conducted lessons student should be able to analyze which key factors imply methods and techniques for human management in an organization
Odniesienie do efektów kształcenia dla kierunku studiówE_1A_U07Rozwiązuje problemy makro-i mikroekonomiczne z wykorzystaniem różnorodnych narzędzi analitycznych, w tym nowoczesnych technologii informatycznych
E_1A_U10Wykorzystuje zdobytą wiedzę do rozstrzygania dylematów pojawiających się w pracy zawodowej
Cel przedmiotuC-1Gaining knowledge about theoretical shaping of the concept of strategic management of human resources through aspiring to strategic integration of human resources management with the complementary need of human aspect enhancement in the process of forming and realizing strategic objectives and activities at the strategic level.
Treści programoweT-A-2Preparing a job description and a vacancy announcement
T-A-4Training techniques (coaching, mentoring)
T-A-6Organizational consulting (personnel audit, professional competency appraisal, renumeration market monitoring, employee attitude and opinion survey)
Metody nauczaniaM-1Informative lecture
M-3Subject exercises based on a case study
M-4Didactic discussion
Sposób ocenyS-1Ocena formująca: Team work exercises
S-2Ocena podsumowująca: Final discussion
Kryteria ocenyOcenaKryterium oceny
2,0Student is not able to analyze factors that influence human management in an organization
3,0Student is able to appraise the state of human management in an organization in a general way
3,5Student is able to appraise the state of human management in an organization and to propose a solution
4,0Student is able to appraise the state of human management in an organization and to propose a solution with taking into account most important factors
4,5Student is able to appraise the state an organization and to propose a solution for human management which is appropriate to problems and is able to choose methods of their identification
5,0Student is able to appraise the state an organization and to propose a solution for human management which is appropriate to problems and is able to choose methods of their identification. Moreover, student is able to appraise potential scenarios of organizational future.