Human resources are increasingly central to the competitiveness of organizations and for the realization of full sustainable development. The course aims to provide solid basic knowledge related to the strategic value of a correct management of people within organizations, through: a) an examination of the main theories, with particular reference to motivational and behavioral theories; b) insights relating to the various personnel policies and illustrating the contents of the main activities in which the personnel policies are divided; c) a deepening of the impacts of digitization on HR policies. Students will develop concrete skills necessary to identify organizational needs and correct personnel management choices. In addition, real or realistic situations will be proposed to students, in order to develop critical and interpretative skills of organizational variables and implications related to the choices related to personnel management.
At the end of the course, the student will be able to:
• know the fundamental notions of personnel management and organizational behavior;
• articulate these notions in a conceptually and formally correct way, highlighting the critical views with respect to mainstream literature;
• understand the complexity of decisions relating to people management, the enhancement of human resources, and the implications of personnel policy choices;
• apply theoretical behavioral forecasts to concrete cases;
• critically discuss the scenarios relating to the choices of people management, with reference to concrete cases that will be presented in the classroom.
At the end of the course, the student will be able to:
• know the fundamental notions of personnel management and organizational behavior;
• articulate these notions in a conceptually and formally correct way, highlighting the critical views with respect to mainstream literature;
• understand the complexity of decisions relating to people management, the enhancement of human resources, and the implications of personnel policy choices;
• apply theoretical behavioral forecasts to concrete cases;
• critically discuss the scenarios relating to the choices of people management, with reference to concrete cases that will be presented in the classroom.
Curriculum
teacher profile teaching materials
Programme
People are fundamental resources in the contemporary competitive context, for their ability to generate and share knowledge, forge relationships, collaborate to innovate. It is necessary for business organizations to be able to adopt appropriate personnel management policies. Accordingly, this course is able to outline the challenges of personnel management under a twofold perspective, both theoretical and empirical. In particular, the course aims to: a) frame the discipline from a theoretical point of view, highlighting its historical and conceptual roots and recent developments; b) illustrate the contents of the main activities in which the personnel policies are articulated and the essential characteristics of the operating tools used in company practice for their realization; c) deepen the concrete problems in which personnel management needs are articulated in order to illustrate the variety of possible situations and the criteria on which to make choices.Core Documentation
Raymond A. Noe, John R. Hollenbeck, Barry Gerhart and Patrick M. Wright "Fundamentals of Human Resource Management", McGraw-Hill Education; 8 editionReference Bibliography
Dessler, G., & Varrkey, B. (2019). Human Resource Management. Pearson Education. Green, P., Finkel, E., Fitzsimons, & Gino, F. (2018). The energizing nature of work engagement: Toward a new need-based theory of work motivation. Research in Organizational Behavior, 37, 1-18. Marchegiani, L., Reggiani, T., & Rizzolli, M. (2016). Loss averse agents and lenient supervisors in performance appraisal. Journal of Economic Behavior & Organization, 131, 183-197. Marchegiani, L., & Arcese, G. (2018). Collaborative spaces and coworking as hybrid workspaces: friends or foes of learning and innovation?. In Learning and innovation in hybrid organizations (pp. 51-71). Palgrave Macmillan, Cham. Grubb, T. (2007). Performance appraisal reappraised: it’s not all positive. Journal of Human Resources Education, 1(1), 1-22. Zang, S., & Ye, M. (2015). Human resource management in the era of big data. Journal of Human Resource and Sustainability Studies, 3(01), 41. Horlacher, A., & Hess, T. (2016, January). What does a Chief Digital Officer do? Managerial tasks and roles of a new C-level position in the context of digital transformation. In 2016 49th Hawaii International Conference on System Sciences (HICSS) (pp. 5126-5135). IEEE Cekada, T. L. (2012). Training a multigenerational workforce: Understanding key needs & learning styles. Professional Safety, 57(03), 40-4Type of delivery of the course
The course is very interactive as students are required to prepare the assignments prior to coming to class. Teamworks and workshops are also mandatory.Attendance
Attendance is not mandatory. Nevertheless, it is strongly recommended as students will have the chance to enjoy a shared learning experience in class, through a participatory approach in teaching.Type of evaluation
The final grade is a combination of: - assessment of the in-class participation - assessment of the teamwork and the workshop - assessment of the final exam (simplified for attending students) Non attending students must undergo a complete written final exam teacher profile teaching materials
Mutuazione: 21210083-2 GESTIONE E SVILUPPO DELLE RISORSE UMANE - II MODULO in Economia e Management LM-77 MARCHEGIANI LUCIA
Programme
People are fundamental resources in the contemporary competitive context, for their ability to generate and share knowledge, forge relationships, collaborate to innovate. It is necessary for business organizations to be able to adopt appropriate personnel management policies. Accordingly, this course is able to outline the challenges of personnel management under a twofold perspective, both theoretical and empirical. In particular, the course aims to: a) frame the discipline from a theoretical point of view, highlighting its historical and conceptual roots and recent developments; b) illustrate the contents of the main activities in which the personnel policies are articulated and the essential characteristics of the operating tools used in company practice for their realization; c) deepen the concrete problems in which personnel management needs are articulated in order to illustrate the variety of possible situations and the criteria on which to make choices.Core Documentation
Raymond A. Noe, John R. Hollenbeck, Barry Gerhart and Patrick M. Wright "Fundamentals of Human Resource Management", McGraw-Hill Education; 8 editionReference Bibliography
Dessler, G., & Varrkey, B. (2019). Human Resource Management. Pearson Education. Green, P., Finkel, E., Fitzsimons, & Gino, F. (2018). The energizing nature of work engagement: Toward a new need-based theory of work motivation. Research in Organizational Behavior, 37, 1-18. Marchegiani, L., Reggiani, T., & Rizzolli, M. (2016). Loss averse agents and lenient supervisors in performance appraisal. Journal of Economic Behavior & Organization, 131, 183-197. Marchegiani, L., & Arcese, G. (2018). Collaborative spaces and coworking as hybrid workspaces: friends or foes of learning and innovation?. In Learning and innovation in hybrid organizations (pp. 51-71). Palgrave Macmillan, Cham. Grubb, T. (2007). Performance appraisal reappraised: it’s not all positive. Journal of Human Resources Education, 1(1), 1-22. Zang, S., & Ye, M. (2015). Human resource management in the era of big data. Journal of Human Resource and Sustainability Studies, 3(01), 41. Horlacher, A., & Hess, T. (2016, January). What does a Chief Digital Officer do? Managerial tasks and roles of a new C-level position in the context of digital transformation. In 2016 49th Hawaii International Conference on System Sciences (HICSS) (pp. 5126-5135). IEEE Cekada, T. L. (2012). Training a multigenerational workforce: Understanding key needs & learning styles. Professional Safety, 57(03), 40-4Type of delivery of the course
The course is very interactive as students are required to prepare the assignments prior to coming to class. Teamworks and workshops are also mandatory.Attendance
Attendance is not mandatory. Nevertheless, it is strongly recommended as students will have the chance to enjoy a shared learning experience in class, through a participatory approach in teaching.Type of evaluation
The final grade is a combination of: - assessment of the in-class participation - assessment of the teamwork and the workshop - assessment of the final exam (simplified for attending students) Non attending students must undergo a complete written final exam