SEMINAR IN LEADERSHIP AND HRM

Attività formativa monodisciplinare
Codice dell'attività formativa: 
910022-ENG

Scheda dell'insegnamento

Per studenti immatricolati al 1° anno a.a.: 
2018/2019
Insegnamento (nome in italiano): 
SEMINAR IN LEADERSHIP AND HRM
Insegnamento (nome in inglese): 
SEMINAR IN LEADERSHIP AND HRM
Tipo di attività formativa: 
Attività formativa Caratterizzante
Tipo di insegnamento: 
Obbligatoria
Settore disciplinare: 
ORGANIZZAZIONE AZIENDALE (SECS-P/10)
Anno di corso: 
2
Anno accademico di offerta: 
2019/2020
Crediti: 
6
Responsabile della didattica: 
Altri docenti: 
Mutuazioni
  • Corso di studi in MANAGEMENT, FINANZA E INTERNATIONAL BUSINESS - Percorso formativo in MANAGEMENT, LEADERSHIP E MARKETING (ITALIANO)

Altre informazioni sull'insegnamento

Lingua: 
Inglese
Ciclo: 
Primo Semestre
Obbligo di frequenza: 
No
Ore di attività frontale: 
48
Ore di studio individuale: 
102
Ambito: 
Aziendale
Materiali didattici: 
Prerequisites

Basic knowledge of organization theory and design.

Educational goals

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

Course content

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.

Textbooks and reading lists

Handbook:
- Rees, G., Smith P.E. (2014) Strategic Human Resource Management. An International Perspectives, London: Sage. (except chapters 9 and 11)

Articles:
- 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.

Teaching methods

This course is organized as a seminar and uses a combination of lectures, case studies, class discussion, team-based projects, and simulations.

Assessment and Evaluation

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.

Further information

For further and updated information consult the extended syllabus available at e-learning website