Economic , social and political studies
Department of economics
LEVEL OF STUDIES
Human Resources Management
INDEPENDENT TEACHING ACTIVITIES
WEEKLY TEACHING HOURS
Add rows if necessary. The organisation of teaching and the teaching methods used are described in detail at (d).
Special background-specialised knowledge
Introductory macroeconomics, introductory microeconomics
LANGUAGE OF INSTRUCTION and EXAMINATIONS:
IS THE COURSE OFFERED TO ERASMUS STUDENTS
Yes ( in English)
COURSE WEBSITE (URL)
(2) LEARNING OUTCOMES
This course examines the role of the human resource professional as a strategic partner in managing today?s organizations. Key functions such as recruitment, selection, development, appraisal, retention, compensation, and labor relations are examined. Implications of legal and global environments are appraised and current issues such as diversity training, sexual harassment policies, and rising benefit costs are analyzed. Best practices of employers of choice are considered.
The following methods will be outlined and used in the course:
2. Essay writing
3 Essay presentation
1. To become familiar with issues that arise from the interaction of firms and employees
2. To provide an introduction to several conceptual approaches to Human Resource Management
Upon successful completion of this course, students will be able to:
– Demonstrate an understanding of basic HRM theories
– Apply their understanding of theoretical models to analyze trends in data pertaining to topics in HRM.
– Apply their understanding of theoretical models to case studies presented in the course.
– Construct, defend, and analyze important HRM issues.
The course will be taught in thirteen four hour lectures in weeks 1-13, followed by thirteen two hour seminars. .
1.decision making in modern organizations concerning Human Resources
2.knowledge of methodological tools in HRM
• Introduction to Human Resources Management
• Managing Equal Opportunity and Diversity Personnel Planning, Recruiting, and Talent Management
• Testing and Selecting Employees Techniques
• Training and Developing Employees
• Appraising and Compensating Employees
• Performance Management, Appraisals, and Careers Techniques
• Compensating Employees
• Managing Employee Ethics, Engagement, Retention, and Fair Treatment
• Managing Labor Relations and Collective Bargaining Concepts
• Protecting Safety and Health
• Practical HR Tools, Guidelines, and Systems for Managers
(3) TEACHING and LEARNING METHODS – EVALUATION
DELIVERY Face-to-face, Distance learning, etc.
USE OF INFORMATION AND COMMUNICATIONS TECHNOLOGY
The manner and methods of teaching are described in detail.
Lectures, seminars, laboratory practice, fieldwork, study and analysis of bibliography, tutorials, placements, clinical practice, art workshop, interactive teaching, educational visits, project, essay writing, artistic creativity, etc.
The student’s study hours for each learning activity are given as well as the hours of non-directed study according to the principles of the ECTS
STUDENT PERFORMANCE EVALUATION
Description of the evaluation procedure
methods of evaluation, summative or conclusive, multiple choice questionnaires, problem solving, written work, essay/report, oral examination,
Specifically-defined evaluation criteria are given, and if and where they are accessible to students.
1.Written examination (in Greek)
3.Presentation of essays
They are analysed during the first lecture
• Μπουραντάς Δ. (2005) Ηγεσία- ο δρόμος της διαρκούς επιτυχίας. Εκδόσεις Κριτικη.
• Παπαλεξανδρή Ν. και Μπουραντάς, Δ. (2002). Διοίκηση Ανθρώπινων Πόρων. Εκδόσεις Μπένου, Αθήνα.
• Bach, S. (2005) Managing human resources, Oxford: Blackwell
• Baron, J.N and D.M. Kreps (1999) Strategic human resources: frameworks for general managers, John Wiley & Sons, Inc.
• Boxall, P. and J. Purcell (2011) Strategy and human resource management, Basingstoke: Palgrave.
• Bratton, J. and Gold, J., (2003). Human Resource Management, Theory and Practice.Palgrave, UK.
• Claydon, T. and J. Beardwell (2007) Human resource management: a
contemporary approach, Harlow: Prentice Hall.
• Dessler G. (2006) A Framework for Human Resource Management, Fourth edition, Pearson-Prentice Hall, Upper Saddle River.
• Folger, R. and R. Cropanzano (1998) Organizational justice and human resource management, Thousand Oaks, CA: Sage
• Gold, J., Holden, R. Iles, P. Stewart, J. and Beardwell, J. (2010) Human resource development: theory and practice, Basingstoke: Palgrave Macmillan.
• Gomez-Mejía, L., Balkin, D., Cardy, R (2012) Managing Human Resources. Phoenix. Pearson inc.
• Kramar, R. and Syed J. (2012) Human resource management in a global context, Basingstoke: Palgrave.
• Lucas, R., B. Lupton and H. Mathieson (2006) Human resource management in an international context, London: CIPD.
• Michael, A. (2006): A Handbook of Personnel Management Practice. London, Kogan Page Ltd
• Mondy W. and Noe R.M. (2006), Human Resource Management, , Pearson-Prentice Hall, Belderbos.
• Price, A. (2011): Human Resource Management. North Way. Cengage learning EMEA.
• Raymond, N., Hollenbeck, J (2011): Fundamentals of Human Resource Management. New York. The McGraw-Hill.
• Stewart, G. and Brown, K (2011): Human Resource Management: Linking Strategy to Practice. Indianapolis. John Wiley and sons Inc.
• Storey, J. (2007) Human resource management: a critical text, London: Thomson Learning.
• Torrington, D., L. Hall, S. Taylor and C. Atkinson.(2011) Human resource management, Harlow: Financial Times.
Human Resources Management