The central issue of this course is: how can work behavior (competencies, motivation, and work environment) be a competitive advantage for organizations, in this continuing changing and global environment? What are high performance organizations or high involvement work systems? How can you make a difference with employees?
A definition of HRM: "the planned pattern of human resource (workforce) and human resource management (functional) developments and activities intended to enable the organization to meet organizational goals and objectives" (McMahan, Birick &Wright, 1999: 99-122).
In this course the following topics will be treated:
- definition of HRM: enviroment, organization and behavior
- HRM paradigms
- different roles of HRM and first line management
- HRM card
- recruitment & selection and on-boarding
- turnover and exit interviews
- coaching of work behavior (objectives, feedback)
- appraisal and reward systems
- workdesign & engagement
The central line of this course is: what are the possible conceptual, theoretical and practical opportunities to translate people (labor) into a competitive organization? Furthermore, we will take a closer look at the framework of the employment and labor law. We will look at the dynamic and the authenticity of labor law, in an individual and collective way, within the different areas of HRM. Hereby, you must think about the legal requirements within recruitment & selection of new employees, the different types of employment contracts, the opportunities and restrictions of flexibility and the role of the social partners.
The theoretical part of the course will be illustrated by recent scientific research, audiovisual materials and self assessments.