Delivered at:: Департамент организационного развития

Course type:: Compulsory course

When:: 2 year, 1, 2 module

Abstract

Human Resource Management course is designed to equip students with the knowledge and practical skills necessary for successful organizational and managerial activities in the field of human resource management. By the end of the course, students will gain a comprehensive understanding of the key approaches, strategies, and methodologies used in managing human resources within modern organizations. They will learn to apply techniques for recruiting, selecting, onboarding, evaluating, motivating, and developing personnel.

Learning Objectives

To develop a comprehensive and strategic understanding of the core functional areas of HRM
To cultivate the ability to critically analyze and apply HR theories, principles, and methodologies to real-world organizational challenges

Expected Learning Outcomes

Define key concepts of Human Resource Management (HRM)
Identify the competencies required for effective HR management
Describe the stages of the recruitment and selection process
Compare and evaluate various selection methods based on effectiveness and context
Explain the goals and stages of the onboarding process
Identify effective onboarding methods and technologies
Analyze the impact of group dynamics on the onboarding experience of new employees
Distinguish between classical and modern motivation theories and apply them to workplace scenarios
Identify and categorize different types of material and non-material motivators
Evaluate the effectiveness of various motivational strategies in specific organizational contexts
Describe the principles of employee training and development programs
Compare different forms and methods of corporate training
Assess the effectiveness of a training program
Describe the principles and stages of employee assessment
Identify and differentiate among key personnel assessment methods
Define and differentiate between job satisfaction, commitment, and engagement
Use diagnostic tools to assess employee wellbeing and engagement levels
Explain the structure and types of organizational and corporate culture
Identify key elements of a strong employer brand

Course Contents

Topic 1. Introduction to Human Resource Management
Topic 2. Recruitment and Selection
Topic 3. Onboarding
Topic 4. Motivation
Topic 5. Training and Development
Topic 6. Personnel Assessment
Topic 7. Commitment and Engagement
Topic 8. Organizational Culture and Employer Brand Development

Assessment Elements

Test
A test format exam is conducted at the end of the course, covering all the included topics. The question formats include: multiple choice, open-ended questions, short cases, matching questions, and questions requiring putting items in the correct order. The point value of each question is indicated directly next to the task on the exam. The student must complete the test independently without consulting written, printed, or electronic sources. The use of electronic devices capable of storing or transmitting information (mobile phones, etc.) is not permitted during the test. Violation of this rule will result in the test not being counted. The final score is determined by the number of questions answered correctly: 1-19% - 1 point 20-29% - 2 points 30-39% - 3 points 40-49% - 4 points 50-59% - 5 points 60-69% - 6 points 70-79% - 7 points 80-89% - 8 points 90-94% - 9 points 95-100% - 10 points
Group Assignment: Analysis of HR Practices
In teams of 4-5, you will conduct a comprehensive analysis of the Human Resource Management practices of a real-world company. Your goal is to critically examine how the company's HR strategies align with its organizational culture and business objectives, and to propose evidence-based recommendations for improvement. The final submission is a classroom presentation (a 10-minute presentation and a 5-minute Q&A session).
Individual Home Tasks (Continuous Assessment)
Following specific classroom sessions, students will be assigned an individual task to be completed online. These tasks can be in the following formats: short quizzes or case studies. Each task will be unlocked after the corresponding topic is covered in class. Students will have a strictly limited time to complete the task. Once the access window closes, the form will be locked and submissions will be impossible. Correct answers and model solutions for case studies will be reviewed and discussed at the beginning of the next class session. The grade for each individual task is calculated based on the number of correct answers. The final grade for this continuous assessment element will be the cumulative average of all individual task scores throughout the course.

Interim Assessment

2025/2026 2nd module
0.4 * Group Assignment: Analysis of HR Practices + 0.1 * Individual Home Tasks (Continuous Assessment) + 0.1 * Individual Home Tasks (Continuous Assessment) + 0.4 * Test

Bibliography

Recommended Core Bibliography

Michael Armstrong, & Stephen Taylor. (2020). Armstrong’s Handbook of Human Resource Management Practice. London: Kogan Page. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=2331872

Recommended Additional Bibliography

Armstrong, M. (2016). Armstrong’s Handbook of Management and Leadership for HR : Developing Effective People Skills for Better Leadership and Management (Vol. Fourth edition). Philadelphia, PA: Kogan Page. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1406071
Armstrong, M., & Brown, D. (2019). Armstrong’s Handbook of Reward Management Practice : Improving Performance Through Reward (Vol. Sixth edition). London: Kogan Page. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=2003796
Beard, C., & Wilson, J. P. (2013). Experiential Learning : A Handbook for Education, Training and Coaching: Vol. 3rd ed. Kogan Page.
Collings, D. G., Scullion, H., & Caligiuri, P. (2019). Global Talent Management (Vol. Second edition). Abingdon, Oxon: Routledge. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1892555
Collings, D.G., Mellahi, K., and Cascio, W. F. 2017. The Oxford Handbook of Talent Management // Eds. By Collings, D.G., Mellahi, K., and Cascio, Oxford University Press.
Flamholtz, E., & Randle, Y. (2011). Corporate Culture : The Ultimate Strategic Asset. Stanford, Calif: Stanford Business Books. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=367464
International Human Resource Management, 5th edition. (2018). Sage Publications Ltd. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsnar&AN=edsnar.oai.tilburguniversity.edu.publications.e8a0c5fa.6722.4383.abb1.51ca685b3229
ISAC, N., & BADSHAH, W. (2018). Evaluation of Personnel Performance within a Company’s Hr Department. Scientific Bulletin - Economic Sciences / Buletin Stiintific - Seria Stiinte Economice, 17(1), 52–59. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=asn&AN=133814762
John Helliwell, & Haifang Huang. (2011). Well-Being and Trust in the Workplace. Journal of Happiness Studies, (5), 747. https://doi.org/10.1007/s10902-010-9225-7
Kessler, R. (2006). Competency-based Interviews : Master the Tough New Interview Style and Give Them the Answers That Will Win You the Job. Franklin Lakes, NJ: Career Press. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=231056
Liu, Y. (2019). Research Handbook of International Talent Management. Cheltenham, UK: Edward Elgar Publishing. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=2195053
Richard M. Ryan, & Edward L. Deci. (2000). Intrinsic and extrinsic motivations: Classic definitions and new directions. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.8B9581CC
Richard M. Ryan, & Edward L. Deci. (2000). Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.7E5231F3
Yanica Dimitrova. (2019). Corporate Culture Change Management. Economic Alternatives, (2), 296. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsrep&AN=edsrep.a.nwe.eajour.y2019i2p296.312
Zahra Jafari, & Mohamad Hamed Khanmohamadi. (2016). Relationship between talent management strategy efficiency with attracting, recruiting and developing human resources (case study: Iranian offshore oil company). Problems and Perspectives in Management, 14(3), 388–395. https://doi.org/10.21511/ppm.14(3-si).2016.12

Authors

Kuragina Mariia Fedorovna

Master’s Programme 'Business Development'

Contacts

HR-management

Course Syllabus