Basic knowledge of organization theory and design.
At the end of the course, students will be able to:
-understand the common objectives and complementary functions between the use of HRM tools and the structural choices of organisations;
- comprehend the aim and the complexity of the HRM tools;
- properly use the main methodologies related to every HR operational systems.
- understand the key challenges in human resource and employee relations facing MNCs and their employees
- understand the potentialities and the limits of the high performance HRM practices
The learning objectives will be pursued through theory-grounded study of the HRM and leadership models, and through practical and micro-founded analysis of organizational practices.
- Rees, G., Smith P.E. (2014) Strategic Human Resource Management. An International Perspectives, London: Sage. (except chapters 9 and 11)
- Capelli P., Charan R., Barton. D., Carey D., Boudreau J. and Rice S. (2015), Spotlight on rethinking Human Resources, Harvard Business Review, 93(7/8): pp. 53-78.
- White M and Bryson A (2013), Positive employee attitudes: How much human resource management do you need?, Human Relations, 66(3): 385–406
- Nishii, L. H., Lepak, D. P., & Schneider, B. (2008). ‘Employee Attributions of the "Why" of HR Practices: Their Effects on Employee Attitudes and Behaviors, and Customer Satisfaction’.
Personnel Psychology, 61: 503-545
- Avolio B.J., Walumbwa F.O., Weber T.J., (2009), Leadership: Current Theories, Research, and Future Directions, Annual Review of Psychology, 60: pp. 421-449.
- Battilana J., Gilmartin M., Sengul M., Pache AC., Alexander J., (2010) "Leadership Competencies for Implementing Planned Organizational Change" Leadership Quarterly, 21:3, pp.422-438
- Uhl-Bien M., Riggio R.E., Lowe K.B., Carsten M.K. (2014), Followership theory: A review and research agenda, The Leadership Quarterly, 25: 1, pp. 83-104.
- Fairhurst (2014), Leadership: A communicative perspective, Leadership, 10:1, pp.7-35.
This course is organized as a seminar and uses a combination of lectures, case studies, class discussion, team-based projects, and simulations.
Written exam with two open questions. The first question deals with the topics contained in the handbook by Rees and Smith. The second question deals with the topics discussed in the articles listed above. For each question students gain a maximum of 15 points. The final grade is made as the sum of the points gained in the two questions. The answers will be assessed according to the following criteria: relevance to the question; comprehensiveness in relation to the question; inclusion of appropriate links; conciseness (without redundancy or repetition); command of language; clarity of presentation.
For further and updated information consult the extended syllabus available at e-learning website