Strategic human resource management 2637-EMBA-EN-SHRM

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W cyklu 2025:

The pace of change in business and the necessity to adapt to the economic, geopolitical and political predicament of businesses is inducing changes in Human Resources Management (HRM) in each and every organization. Effective HR management is becoming a means of building strategic competitive advantage in a demanding market. Strategic short- and long-term planning, flexibility of solutions and their adaptation to business needs is becoming a challenge to management boards, to HR departments and, most of all, to line managers. As an area, HRM covers multiple functions: from resource planning, recruiting, people development, motivation, compensation, all the way down to parting ways with the company. All these aspects require well thought-out decision-making to help the organization deliver on its business objectives.
During this course, participants will become immersed in the current HRM organizational change trends in addition to becoming acquainted with the tools and models used to support HRM processes within organizations and will get to know HRM challenges that organizations are presently up against. Each module will feature local and international case studies from some leading businesses, while primarily focusing on discussing trends and models vis a vis the current needs/ predicaments that exist in various organizations. Some modules will feature a special guest speaker who will share his background and experience in the subject area at hand.

Koordynatorzy przedmiotu

Elżbieta Makowska

Rodzaj przedmiotu

obowiązkowe

Tryb prowadzenia

mieszany: w sali i zdalnie

Efekty uczenia się

Upon completing this course, the participant will have learned the following in the subject area:
1.
Knowledge acquired
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Understands and is able to correctly use concepts related to HRM strategy, distinguishes between operating, political and strategic operations in terms of how they are related to delivering the HRM;
•
Knows the stages of building a HRM strategy as per adopted model;
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Distinguishes between different types of HRM strategies;
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Identifies extrinsic and intrinsic environmental factors which are key to designing a HRM strategy and assesses their relevance to the organization and the strategy being designed;
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Possesses a knowledge of measures used in HRM and the scope to which they’re used;
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Knows the strengths and weaknesses of flexible people management as regards the implementation of a HRM strategy
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Knows about HR resources selection that drives HRM strategy implementation; knows about the strengths, weaknesses and difficulties involved with obtaining resources in the era of mobile technologies;
2
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Is aware of current labor market phenomena and trends which are key for employers;
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Knows the rules if implementing changes in an organization;
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Knows the principles of designing compensation systems and their impact on worker commitment and motivation;
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Knows how to plan worker development and rate worker performance;
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Knows methods and tools of people development;
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Is aware of trends and the relevance of the impact of diversity management on organizations (generational, gender and ethnic differences).
2.
Skills acquired – the participant:
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Knows how to justify and demonstrate the relevance of a HRM strategy to building the competitive advantage of a given organization;
•
Is able to match and design a HRM strategy appropriate to a given company’s overall strategy and to design the specific HR areas/ functions;
•
Is able to assess the cohesion of the internal and external HR policies;
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Knows how to select, apply and review appropriate methods of selecting & matching human resources to an organization;
•
Is able to analyze business needs and pick the appropriate worker motivation and compensation system that will help deliver business objectives;
•
Knows how to analyze a company’s organization’s culture and apply methods of implementing change matched to the target group and the organization as a whole;
•
Is able to analyze an organization’s development needs and select the right tools and methods for developing the organization’s workers;
•
Knows how to select, apply and review worker performance in connection to the organization’s other systems.
3.
Attitudes acquired – the participant:
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Understands the relevance of people attitudes on the delivery of a HRM strategy;
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Understands the relevance of collaboration, teamwork, including the relevance of trust when implementing HRM strategy objectives;
•
Understands the impact of HR activities on the organization’s business performance.

Kryteria oceniania

1.Analysis of a HRM strategy case study. To be assigned after Session 2
To be submitted during the Session before last.
30% max.
2. Develop own diagnostic & analytical project along with a HRM strategy proposal.
To be assigned after Session 2. To be submitted during the Session before last.
40% max.
3. Course work. Active participation in discussions, suggesting own solutions & approaches.
30% max.

Literatura

Case studies (mandatory course pre-reading):
These materials will be e-mailed to participants in addition to being made available on the EMBA educational platform.
Basic reading list:
• Lundy, O., Cowling, A. (2000), Strategiczne zarządzanie zasobami ludzkimi, Kraków: Oficyna Ekonomiczna, Dom Wydawniczy ABC
• Amstrong, M (2010), Strategiczne zarządzanie zasobami ludzkimi, Kraków: Oficyna z Wolters Kluwers Business
• Bogdanienko, J., Piotrowski, W. (red.) Zarządzanie. Tradycja i nowoczesność. Polskie Wydawnictwo Ekonomiczne.

More reading:
• Krupp, S. Schoemaker, P. J.H (2016). Zwycięskie strategie. Warszawa: MTBiznes.
• Baron, A., Armstrong, M. (2008) Zarządzanie kapitałem ludzkim. Uzyskiwanie wartości dodanej dzięki ludziom. Kraków: Wolters Kluwer.
• Becker B. E., Huselid M. A., Ulrich D. (2002) Karta wyników zarządzania zasobami ludzkimi, Kraków: Oficyna Ekonomiczna
• Brockbank, W., Urlich, D. (2008) Tworzenie wartości przez dział HR. Kraków: Wolters Kluwer.
• Buchen, I.H. (2011) Partnerski HR. Nowe normy efektywnej rekrutacji, pracy i szkolenia dzisiejszej kadry pracowniczej. Warszawa: Wolters Kluwer.
• Cascio, W., Boudreau, J. (2011) Inwestowanie w ludzi. Wpływ inicjatyw z zakresu ZZL na wyniki finansowe przedsiębiorstwa. Warszawa: Wolters Kluwer.
• Fitz-Enz, J. (2001) Rentowność inwestycji w kapitał ludzki, Kraków: Oficyna Ekonomiczna, Dom Wydawniczy ABC
• Juchnowicz, M. (2014) Zarządzanie kapitałem ludzkim. Procesy-narzędzie-aplikacje, Warszawa: PWE.
6

• Pocztowski, A. (2007) Zarządzanie zasobami ludzkimi. Strategie - procesy - metody. Warszawa: PWE.
• Reilly, P., Williams, T. (2009) Strategiczne zarządzanie zasobami ludzkimi. Rozwijanie

potencjału organizacji dzięki funkcji personalnej. Kraków: Wolters Kluwer.
• Urlich, D., Brockbank, W., Allen, J., Younger, J., Nyman, M. (2010) Nowoczesne zarządzanie zasobami ludzkimi. Warszawa: Wolters Kluwer.
• Ulrich, D (1990), Delivering results, A new mandate for Humana Resources Professionals, Harvard Business Review,
• Lencioni, P. (2010) 5 dysfunkcji pracy zespołowej. Opowieść o przywództwie. MT Business
• Heath, C., Heath, D (2011) Pstryk, jak zmieniać aby zmienić, Znak Literanova
• Kotter, JP (2007) Jak przeprowadzić transformacje firmy. Harvard Business Review