Human resources management in public admnistration2018

2007 Human resources management in public admnistration

  • Study programme and level: Master’s Degree Programme Administration- Public sector governance 2nd Cycle
  • 1st year
  • 6 ECTS
  • Course type: Core elective
  • Lectures: 21
  • Seminar: 11
  • Other forms of study: 88
  • Individual work: 60
  • Lecturer: Tatjana Kozjek, PhD

1. Prerequisits

No prerequisits.

2. Content (Syllabus outline) 

  • Today’s context of Human Resources Management
  • Human Resources Management in public administration – strategic approach
  • HRM Planning, HRM control and HRM administrative-technical activities (also MIS – management information system)
  • Methods and functions of strategic Human Resources Management
  • Strategic Talent Management
  • Human Resource Management Procedures
  • Human Resources Managers Skills
  • Ethical dimension of Human Resources Management
  • Performance management
  • Employee relations
  • Job flexibility and work-family balance
  • Well-being at work

3. Readings

  • Armstrong, M., Taylor, S. (2017). Armstrong's Handbook of Human Resource Management Practice: Building Sustainable Organisational Performance Improvement. 14th edition. London, Philadelphia, New Delhi: Kogan Page Limited.
  • Greenhaus, J. H., Powell, G. N. (2017). Making Work and Family Work: From Hard Choices to Smart Choices. London, New York: Routledge Taylor & Francis Group.
  • Pynes, J. E. (2013). Human Resources Management for Public and Nonprofit Organizations: A Strategic Approach. 4th Edition. San Francisco: Jossey-Bass.

4. Objectives and competences

Objectives:

  • to equip the students with the understanding of correlation between the HRM processes and effectiveness/efficiency of individuals, teams and social units,
  • to develop the insight into the HRM themes that are currently considered as the most actual research themes, besides the strategic HRM,
  • to teach the students to use, critically asses and evaluate the HRM study literature in order to connect the acquired knowledge with the actual problems from praxis,
  • to encourage and to support the students in the way that they will understand the discussed theoretical concepts, methodological approaches and practical examples, and to be able to use the acquired knowledge as much as possible in the praxis, where they will be able, with later acquired additional experience, become HRM experts.

Competencies:

  • ability to evaluate business situations and related HRM processes in order to increase effectiveness and efficiency,
  • capacity to use the knowledge about influential factors (antecedents) and consequences of dynamics of HRM function in a social unit,
  • ability to evaluate the actual challenges in contemporary social units, connected with HRM, and to suggest the adequate activities/solutions,
  • capacity of systemic thinking, facilitating cooperation and understanding of importance of ethical behaviour in the context of HRM.

5. Intended learning outcomes

Student will be able to:

  • assess the contemporary challenges in the field of HRM,
  • propose modern solutions to the challenges in the field of HRM,
  • analyse and evaluate the situation in the field of HRM in a specific social unit and propose the potential changes,
  • form a model of organizing the HRM function a specific social unit cooperate in execution of key HRM processes.

6. Learning and teaching methods

  • preparations for lectures
  • lecture
  • preparations for seminars
  • seminars
  • e-learning
  • case study
  • research work
  • seminar paper
  • project work

7. Assessment

  • Written and/or oral exam (condition: grade of the exam must be positive). 60 %
  • Active collaboration (individual and/or group work, e-learning), seminar work (seminar paper, project work, account of the seminar work). 40 %

8. Lecturer's references

  • Kozjek, T. (2014). Varnost zaposlenih v Sloveniji v letu 2011 = Employee security in Slovenia in 2011. V: Setnikar-Cankar, S. (ur.), Stare, J. (ur.), Pevcin, P. (ur.). Ekonomika in menedžment v javnem sektorju v razmerah gospodarske krize, (Upravna misel). 1. natis. Ljubljana: Univerza v Ljubljani, Fakulteta za upravo, str. 15-26. [COBISS.SI-ID 4436654]
  • Kozjek, T., Tomaževič, N., Stare, J. (2014). Work-life balance by area, actual situation and expectations: the overlapping opinions of employers and employees in Slovenia. Organizacija, 47(1), str.35-51. ISSN 1318-5454.  http://organizacija.fov.uni-mb.si/index.php/organizacija/article/download/547/984 .doi: 10.2478/orga-2014-0004.  [COBISS.SI-ID 4303278].
  • Tomaževič, N., Kozjek, T., Stare, J. (2015). Does a voluntary job change affect work-family balance. International business research, 8(2), str. 1-15. ISSN 1913-9004. doi: 10.5539/ibr.v8n2p1. [COBISS.SI-ID 4528046].
  • Kozjek, T., Ferjan, M. (2015). Organizational flexibility, employee security and organizational efficiency: a case study of Slovenian public and private sector organizations. Organizacija, 48(1), str. 3-22. ISSN 1318-5454. http://organizacija.fov.uni-mb.si/index.php/organizacija/article/view/610/1034. doi: 10.1515/orga-2015-0001. [COBISS.SI-ID 7408403].