Teaching Training and human resource policies will provide students basic concepts associated with the new interpretative paradigm for the development of policies of Human Resources Management. The course is oriented both the international level and the evolution of the role of Personnel Management in Italy. The course also addresses the new role of organizational communication and continuing education as strategic levers for managing change cultural, professional, managerial and organizational processes in innovative companies and public administrations.
Knowledge and understanding:
- to provide both historical, theoretical and methodological knowledge related to the development of Human Resources Management policies, and the affirmation of training policies in a perspective of lifelong learning, the role of actors and social dialogue in Europe and in Italy.
Applying knowledge and understanding:
- to develop skills and competencies in the process analysis with respect to the evolution of three illustrative models of Personnel Management in Italy: the Office of Personnel Administration, the Directorate of Personnel Management, the Human Resources Department.
Making judgements:
- to promote critical analysis regarding the evolution of main Human Resources instruments: recruiting, selection, training, communication, management by objectives, evaluation models and incentive systems.
Communication skills:
- can communicate about their understanding, skills and activities, concerning the course contents, with peers, supervisors and clients.
Learning skills:
- have the learning skills to undertake further studies related to the issues of human resource management and more particularly the personnel selection, training, Balance of Competences, assessment and incentivisation, with a high degree of autonomy.
Knowledge and understanding:
- to provide both historical, theoretical and methodological knowledge related to the development of Human Resources Management policies, and the affirmation of training policies in a perspective of lifelong learning, the role of actors and social dialogue in Europe and in Italy.
Applying knowledge and understanding:
- to develop skills and competencies in the process analysis with respect to the evolution of three illustrative models of Personnel Management in Italy: the Office of Personnel Administration, the Directorate of Personnel Management, the Human Resources Department.
Making judgements:
- to promote critical analysis regarding the evolution of main Human Resources instruments: recruiting, selection, training, communication, management by objectives, evaluation models and incentive systems.
Communication skills:
- can communicate about their understanding, skills and activities, concerning the course contents, with peers, supervisors and clients.
Learning skills:
- have the learning skills to undertake further studies related to the issues of human resource management and more particularly the personnel selection, training, Balance of Competences, assessment and incentivisation, with a high degree of autonomy.
teacher profile teaching materials
Part I. Historical, theoretical and methodological foundations of HRM
- Human Resource Management: concepts and models, and the methodological and interdisciplinary implications in the study of human resource management; the theoretical framework of HRM policies; people as a strategic resource in organizations; policies and tools in human resource management;
- the knowledge society, lifelong learning and training; the strategic aims of training in the knowledge society; the emergence of training policies from a lifelong learning perspective;
- transformations of work in the flexible society; the main variables characterizing the shift from job-based to competency-based work; the culture of lifelong learning as a response to the challenges of flexible capitalism;
- the evolution of the lifelong learning system in Italy: from the regulatory framework (Law 92/2012) to a widespread organizational culture; the Territorial Networks, the National System for the Certification of Competences, and multilevel governance;
- the regulation of labor relations and industrial relations: the theoretical framework of industrial relations and industrial relations systems in Europe; industrial relations and the participatory model; social dialogue in EU policies; the legal and institutional framework, the actors and the evolution of collective bargaining in Italy; industrial relations in public administrations.
Part II. The evolution of Personnel Management in Italy
- the evolution of the role of human resource management;
- models of personnel management: the Personnel Administration Office, the Personnel Management Department, and the Human Resources Department;
- the integration of HRM policies with strategic objectives in innovative businesses and virtuous public administrations.
Part III. Tools and practices of the Human Resources Department
- selection and planning of human resources; employer branding; the tools of corporate communication, from internal communication to organizational communication, including new digital channels and the organizational communication plan;
- management by objectives and appraisal and incentive systems: Management by Objectives, appraisal models and the incentive system;
- training, guidance and the bilan de compétences; the training process, from needs analysis to the evaluation of training activities; "invisible" competences in post-Fordist work and in the fourth industrial revolution; the bilan de compétences as a tool for guidance and personal and organizational development, from its historical origins in France to its contemporary reinterpretation; the bilan de compétences as a strategic lever for human capital development, between employability and the sustainability of work.
Proietti, E., L’Imperio, A., Serreri, P. (2025). Le trasformazioni del lavoro e le sfide del sistema dell’apprendimento permanente. Il Bilancio di competenze per lo sviluppo personale e organizzativo. Roma: Roma TrE-Press. DOI: 10.13134/979-12-5977-514-6. Disponibile da: https://romatrepress.uniroma3.it/libro/le-trasformazioni-del-lavoro-e-le-sfide-del-sistema-dellapprendimento-permanente-il-bilancio-di-competenze-per-lo-sviluppo-personale-e-organizzativo/.
Programme
The course is organized into three main parts.Part I. Historical, theoretical and methodological foundations of HRM
- Human Resource Management: concepts and models, and the methodological and interdisciplinary implications in the study of human resource management; the theoretical framework of HRM policies; people as a strategic resource in organizations; policies and tools in human resource management;
- the knowledge society, lifelong learning and training; the strategic aims of training in the knowledge society; the emergence of training policies from a lifelong learning perspective;
- transformations of work in the flexible society; the main variables characterizing the shift from job-based to competency-based work; the culture of lifelong learning as a response to the challenges of flexible capitalism;
- the evolution of the lifelong learning system in Italy: from the regulatory framework (Law 92/2012) to a widespread organizational culture; the Territorial Networks, the National System for the Certification of Competences, and multilevel governance;
- the regulation of labor relations and industrial relations: the theoretical framework of industrial relations and industrial relations systems in Europe; industrial relations and the participatory model; social dialogue in EU policies; the legal and institutional framework, the actors and the evolution of collective bargaining in Italy; industrial relations in public administrations.
Part II. The evolution of Personnel Management in Italy
- the evolution of the role of human resource management;
- models of personnel management: the Personnel Administration Office, the Personnel Management Department, and the Human Resources Department;
- the integration of HRM policies with strategic objectives in innovative businesses and virtuous public administrations.
Part III. Tools and practices of the Human Resources Department
- selection and planning of human resources; employer branding; the tools of corporate communication, from internal communication to organizational communication, including new digital channels and the organizational communication plan;
- management by objectives and appraisal and incentive systems: Management by Objectives, appraisal models and the incentive system;
- training, guidance and the bilan de compétences; the training process, from needs analysis to the evaluation of training activities; "invisible" competences in post-Fordist work and in the fourth industrial revolution; the bilan de compétences as a tool for guidance and personal and organizational development, from its historical origins in France to its contemporary reinterpretation; the bilan de compétences as a strategic lever for human capital development, between employability and the sustainability of work.
Core Documentation
Cocozza A., Comunicazione d’impresa e gestione delle risorse umane, Franco Angeli, Milano, 2012.Proietti, E., L’Imperio, A., Serreri, P. (2025). Le trasformazioni del lavoro e le sfide del sistema dell’apprendimento permanente. Il Bilancio di competenze per lo sviluppo personale e organizzativo. Roma: Roma TrE-Press. DOI: 10.13134/979-12-5977-514-6. Disponibile da: https://romatrepress.uniroma3.it/libro/le-trasformazioni-del-lavoro-e-le-sfide-del-sistema-dellapprendimento-permanente-il-bilancio-di-competenze-per-lo-sviluppo-personale-e-organizzativo/.
Attendance
The course is in person. Lessons take place during the second semester: on Tusday from 14.00 to 17.00.Type of evaluation
Learning is assessed through a final oral examination, aimed at verifying students' mastery of the theoretical content, their ability to analyze human resource management policies, and their competence in critically interpreting the transformation processes of the HR function in businesses and public administrations. During the oral examination, students will be required to demonstrate: - knowledge of the historical, theoretical and methodological development of Human Resources Management policies, and the ability to understand and compare the different theoretical paradigms addressed in the course; - the ability to analyze the processes of evolution of the three exemplary models of Personnel Management in Italy and to interpret their transformations; - the ability to apply theoretical categories to the analysis of the tools employed by the Human Resources Department (selection and recruiting, communication and training, management by objectives, appraisal models and incentive systems), with particular reference to the bilan de compétences as a tool for personal and organizational development; - clarity of exposition and appropriate use of disciplinary language; - independent judgement and the ability to develop coherent, critical and autonomous arguments, including in relation to the challenges posed by the transformations of work and the lifelong learning system. For attending students, the oral examination may also include the presentation and discussion of some of the exercises carried out in class during the course. The assessment will take into account the level of knowledge of the content, the ability to critically analyze and connect theory with management tools, the accuracy of language, and the argumentative autonomy demonstrated during the examination.