Information on individual educational components (ECTS-Course descriptions) per semester

  
Degree programme:Bachelor International Business Administration Part-time
Type of degree:FH Bachelor´s Degree Programme
 Part-time
 Summer Semester 2023
  

Course unit titleHuman Resource Management
Course unit code025008021401
Language of instructionGerman
Type of course unit (compulsory, optional)Compulsory
Semester when the course unit is deliveredSummer Semester 2023
Teaching hours per week2
Year of study2023
Level of course unit (e.g. first, second or third cycle)First Cycle (Bachelor)
Number of ECTS credits allocated3
Name of lecturer(s)Silke GLÜSENKAMP
Karin PRINZING-HOPPE
Andreas SCHMID


Prerequisites and co-requisites

Successful completion of the course Introduction to Business Administration

Course content
  • Strategic human resource management (mission, vision and values; organisational culture, strategic goals in interaction with HR goals; purpose, commitment and new work).
  • Human resource planning; employer branding; recruiting and talent selection
  • Human resource development and training (onboarding; talent management; performance management)
  • Human Resources (Compensation and Benefits; Employee Retention and Well-Being; Compensation and Administration; Digitalisation in HR; HR Controlling)
  • Typical roles and job descriptions in the field of human resources
Learning outcomes

In economics, we have historically spoken of two factors of production: Labour and capital. Demographic change, shortage of skilled workers, increasingly knowledge-based business models: Human Resource Management is a core business task that has a significant influence on the success of companies.

The students know the above-mentioned central task areas of human resource management and its embedding in the company. They can name and reproduce the components and concepts of the most important HR task areas.

The students can classify and explain the strategic importance of HRM and its contribution to the company's success on the basis of a case study. They can transfer different approaches of HR to exemplary company problems and apply them correctly in examples. The students can assess the future fields of HRM on the basis of topic areas from corporate practice and clarify where the major upcoming changes in HRM can lie through IT-based support.

The students can derive HR strategies and HR role understandings from best practice examples and analyse these with regard to their effect. The students can derive areas of tension between the mission of HRM, the mandate in the company and the concrete execution based on examples from companies and develop possible solution strategies.

Planned learning activities and teaching methods

Interactive course with lecture, case studies, exercises in individual and group work, presentations and homework.

Assessment methods and criteria

As determined by the teacher

Comment

None

 

Recommended or required reading

Petry, T.; Jäger, W. (Hrsg.) (2018): Digital HR: smarte und agile Systeme, Prozesse und Strukturen im Personalmanagement (Vol. 14054). Haufe-Lexware.

Werther, S., & Bruckner, L. (2018): Arbeit 4.0 aktiv gestalten. Die Zukunft der Arbeit zwischen Agilität, People Analytics und Digitalisierung. Online unter: https://ebookcentral

Mode of delivery (face-to-face, distance learning)

Classes with compulsory attendance in individual teaching units (simulation game, seminars, excursions) supplemented by asynchronous teaching units for the presentation of elementary basics, which are assumed as given knowledge

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