Zachodniopomorski Uniwersytet Technologiczny w Szczecinie

Wydział Ekonomiczny - Economics (S1)

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)2
T-A-2Preparing a job description and a vacancy announcement2
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)2
T-A-7Summary discussion3
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 discussion5
25
wykłady
A-W-1Participation in classes10
A-W-2Literature study and exam preparation13
A-W-3Exam2
25

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: Student's activity during lecture
S-2Ocena formująca: Team work exercises
S-3Ocena podsumowująca: Summary discussion
S-4Ocena 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
Ec_1A_C18_W01
In result of conducted lessons student should be able to explain strategic aspects being conditions for personnel decisions in an organization
Ec_1A_W01, Ec_1A_W05C-1T-W-2, T-W-3, T-W-4, T-W-5, T-W-6, T-W-7, T-W-1, T-A-1, T-A-2, T-A-4, T-A-3, T-A-5, T-A-7M-2, M-3, M-4S-3, S-2, S-4, S-1
Ec_1A_C18_W02
In result of conducted lessons student should be able to define concepts of strategic management of human resources.
Ec_1A_W09, Ec_1A_W02C-1T-W-2, T-W-3, T-W-4, T-W-5, T-W-6, T-W-7, T-W-1, T-A-7M-1, M-2, M-4S-3, S-4

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
Ec_1A_C18_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
Ec_1A_U07, Ec_1A_U10C-1T-A-1, T-A-2, T-A-4, T-A-3, T-A-5, T-A-6, T-A-7M-1, M-3, M-4S-3, S-2

Kryterium oceny - wiedza

Efekt uczenia sięOcenaKryterium oceny
Ec_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
Ec_1A_C18_W02
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
Ec_1A_C18_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)2
T-A-2Preparing a job description and a vacancy announcement2
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)2
T-A-7Summary discussion3
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 discussion5
25
(*) 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 preparation13
A-W-3Exam2
25
(*) 1 punkt ECTS, odpowiada około 30 godzinom aktywności studenta
PoleKODZnaczenie kodu
Zamierzone efekty uczenia sięEc_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 studiówEc_1A_W01He / she knows and understands at an advanced level the issues in the field of economics and finance, their place in the social sciences system and connections with other scientific disciplines
Ec_1A_W05He / she knows and understands at an advanced level the place and role of man as an entity creating and acting in socio-economic structures and the regularities related to their functioning
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)
T-W-6Motivation and renumeration strategic management (renumeration management and organization's strategy, objectives of renumeration strategy, effects management)
T-W-7Strategic relations with employees (collective negotiations, team work, conflicts in work)
T-W-1The concept of strategy (research on strategy concept, development of the strategy concept, development of strategic management, models of strategic management process)
T-A-1Employee recruitment (specification of requirements, candidates attracting)
T-A-2Preparing a job description and a vacancy announcement
T-A-4Training techniques (coaching, mentoring)
T-A-3Conducting the selection process (recruitment interview, preparation, steps, questions, recruiter's mistakes)
T-A-5Recruitment agencies – recruitment outsourcing (head hunting).
T-A-7Summary discussion
Metody nauczaniaM-2Conversational lecture
M-3Subject exercises based on a case study
M-4Didactic discussion
Sposób ocenyS-3Ocena podsumowująca: Summary discussion
S-2Ocena formująca: Team work exercises
S-4Ocena podsumowująca: Written exam
S-1Ocena formująca: Student's activity during lecture
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 sięEc_1A_C18_W02In result of conducted lessons student should be able to define concepts of strategic management of human resources.
Odniesienie do efektów kształcenia dla kierunku studiówEc_1A_W09He / she knows and understands at an advanced level the principles and ethical and moral standards that should be followed in business activity
Ec_1A_W02He / she knows and understands at an advanced level the forms of social institutions (public, cultural, political, legal, economic) and their structures
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)
T-W-6Motivation and renumeration strategic management (renumeration management and organization's strategy, objectives of renumeration strategy, effects management)
T-W-7Strategic relations with employees (collective negotiations, team work, conflicts in work)
T-W-1The concept of strategy (research on strategy concept, development of the strategy concept, development of strategic management, models of strategic management process)
T-A-7Summary discussion
Metody nauczaniaM-1Informative lecture
M-2Conversational lecture
M-4Didactic discussion
Sposób ocenyS-3Ocena podsumowująca: Summary discussion
S-4Ocena 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 sięEc_1A_C18_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 studiówEc_1A_U07He / she is able to solve macro- and microeconomic problems with the use of various analytical tools, including modern information technologies
Ec_1A_U10He / she can use the acquired knowledge to resolve dilemmas that arise in professional work
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-1Employee recruitment (specification of requirements, candidates attracting)
T-A-2Preparing a job description and a vacancy announcement
T-A-4Training techniques (coaching, mentoring)
T-A-3Conducting the selection process (recruitment interview, preparation, steps, questions, recruiter's mistakes)
T-A-5Recruitment agencies – recruitment outsourcing (head hunting).
T-A-6Organizational consulting (personnel audit, professional competency appraisal, renumeration market monitoring, employee attitude and opinion survey)
T-A-7Summary discussion
Metody nauczaniaM-1Informative lecture
M-3Subject exercises based on a case study
M-4Didactic discussion
Sposób ocenyS-3Ocena podsumowująca: Summary discussion
S-2Ocena formująca: Team work exercises
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.