Study Guide

Objective

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Content

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Location and time

Wednesday 18.9 from 16.15 - 18.15
Wednesday 25.9 from 16.15 -18.15
Wednesday 9.10. from 16.15-18.15
Wednesday 23.10 from 16.15-18.15

Materials

Aust, I., Matthews, B., & Muller-Camen, M. (2020). Common Good HRM: A paradigm shift in Sustainable HRM?. Human Resource Management Review, 30(3), 100705.

Bowen, D.E. and Ostroff, C., 2004. Understanding HRM–firm performance linkages: The role of the “strength” of the HRM system. Academy of management review, 29(2), pp.203-221.

Carraher, S.M., 2006. An examination of Jaques' Felt Fair Pay Construct among owners of small to medium sized enterprises in Switzerland. Journal for International Business and Entrepreneurship Development, 3(1-2), pp.109-120.

Cleland Silva, T. 2022. Big hat, No Cattle. The Oxford Handbook of Animal Organization Studies. Oxford: Oxford university publishing.

Cleland Silva, T. and Fonseca Silva, P. 2024. Collaborative story craft as a tool for inclusive workplace practices. In A World Scientific Encyclopedia of Business Storytelling Set 1: Corporate and Business Strategies of Business Storytelling Volume 2: History and Business Storytelling (pp. 183-198).

Cooke, F.L., 2018. Concepts, contexts, and mindsets: Putting human resource management research in perspectives. Human Resource Management Journal, 28(1), pp.1-13.

DeNisi, A. S., & Murphy, K. R. (2017). Performance appraisal and performance management: 100 years of progress?. Journal of applied psychology, 102(3), 421.

Harney, B., & Alkhalaf, H. (2021). A quarter?century review of HRM in small and medium?sized enterprises: Capturing what we know, exploring where we need to go. Human Resource Management, 60(1), 5-29.

Livingston, S. (2018). Racism is still a problem in Healthcare’s C-suite: efforts aimed at boosting diversity in healthcare leadership fail to make progress. Journal of Best Practices in Health Professions Diversity, 11(1), 60-65.

Järlström, M., Saru, E., & Pekkarinen, A. (2023). Practices of Sustainable Human Resource Management in Three Finnish Companies (WITHDRAWN). In Academy of Management Proceedings (Vol. 2023, No. 1, p. 14773). Briarcliff Manor, NY 10510: Academy of Management.

Ng, E.S. and Sears, G.J., 2020. Walking the talk on diversity: CEO beliefs, moral values, and the implementation of workplace diversity practices. Journal of Business Ethics, 164(3), pp.437-450.

Pan, Y., Froese, F., Liu, N., Hu, Y., & Ye, M. (2022). The adoption of artificial intelligence in employee recruitment: The influence of contextual factors. The International Journal of Human Resource Management, 33(6), 1125-1147.

Prikshat, V., Malik, A., & Budhwar, P. (2023). AI-augmented HRM: Antecedents, assimilation and multilevel consequences. Human Resource Management Review, 33(1), 100860.

Rotich, K. J. (2015). History, evolution and development of human resource management: a contemporary perspective. Global Journal of Human Resource Management, 3(3), 58-73.

Stankeviciete, Ž., & Savanevicene, A. 2019. Can sustainable HRM reduce work-related stress, work-family conflict, and burnout?. International Studies of Management & Organization, 49(1): 79-98.

Student workload

135 hours: 8 hours of live webinars and interactive activities, plus 127 hours of dedicated reading, independent study and online weekly quizzes.

Independent study and weekly online quizzes based on learning materials (80%)
Active participation in the webinars (minimum 3 of 4 webinars) (20%)

Content scheduling

Webinar 1: History of HRM and context in a changing world
Webinar 2: HRM architecture, systems, and performance management
Webinar 3: AI, HRM, and work practices
Webinar 4: Sustainable HRM

Evaluation scale

0-5

Assessment methods and criteria

Satisfactory (1-2):

Basic comprehension of HRM fundamentals, including its historical evolution, core functions, and external influences, demonstrated through participation in online quizzes and independent study.

Limited understanding and application of effective HR practices, with minimal ability to execute or critically evaluate them.

Some engagement in webinars, attending at least three out of four, but with limited contribution to discussions.

Limited exploration of strategies for promoting employee wellbeing and inclusion, with minimal practical application.

Some preparation for adapting HRM practices to changing trends and challenges, with minimal exploration of sustainable HRM principles.

Good (3-4):

Solid understanding of HRM fundamentals, demonstrated through active participation in online quizzes, independent study, and engagement in webinars.

Ability to execute and critically evaluate various HR practices, such as recruitment, hiring, retention, and performance management, evidenced through quizzes and discussions.

Demonstrated knowledge and skills in promoting employee wellbeing, fostering inclusion, and managing conflicts effectively, supported by active participation in discussions and practical examples.

Preparation for adapting HRM practices to changing trends and challenges, with exploration of sustainable HRM principles and their application, demonstrated through quizzes, discussions, and independent study.

Excellent (5):

Exceptional comprehension of HRM fundamentals, demonstrated through outstanding performance in online quizzes, independent study, and active participation in webinars.

Proficiency in executing and critically evaluating a wide range of HR practices, including recruitment, hiring, retention, ethics, motivation, performance management, and pay, showcased through advanced analysis and contributions to discussions.

Display through work activities the potential ability to create a positive work environment through strategies for promoting employee wellbeing, fostering inclusion, and managing conflicts effectively, evidenced by insightful contributions and real-world examples.

Readiness to adapt HRM practices to evolving trends and challenges, with thorough exploration of sustainable HRM principles and their application, demonstrated through comprehensive analysis, discussions, and independent study.