International

School of
Economics
Tendentes ad Excellentiam

This class is designed to establish and develop your skills of understanding of “What is Human
Resources” and management of Company Human Resources needs

Course unit title: Human Resource Management

Department: International Economics (English
Speaking)
Type of course unit: Compulsory
Year of study: Third year bachelor
Number of ECTS credits allocated: 6
Name of lecturer: PhD Zulfugar Ibrahimli
Class information: Location: UNEC ISE Room:____
Time: Monday __; ___;
Office hours: upon students’ appointment
Contact: [email protected]

Mode of delivery: Face-to-face

Planned learning activities and teaching methods: Classroom lecturing, case analysis and
discussions, presentations, teamwork
reports
Language of instruction: English

Recommended or required reading:

 Human Resource Management by Robert L. Mathis, John H. Jackson, Sean Valentine, 14th
Edition;
 Human Resource Management by Dessler G. 14th Edition;
 Tyson S. Essentials of Human Resource Management 6th Edition
 Isson J.P., Harriott Jesse S. People Analytics in the Era of Big Data: Changing the Way You
Attract, Acquire, Develop, and Retain Talent
 Edwards M.R, Edwards K. Predictive HR Analytics Mastering the HR metric

Course description:

Business organizations strive to meet the competitive challenges of today and tomorrow,
including technology shift, profitability through growth, and capacity for change. Many managers and
organizations recognize that a critical source of competitive advantage often comes not from having the
best product design, the best marketing strategy, or advanced production technology, but rather from
having an effective system for obtaining, mobilizing, and managing the organization's human assets.
The human resources of an organization constitute its entire work force. People as human assets are the
“glue” that holds all the other assets. But the human behavior is highly unpredictable and people in
organizations need to lead in directions that accomplish organizational goals successfully. Human
resources management in organization is responsible for identifying, selecting and inducting the
competent people, train them, facilitating and motivating them to perform at the high level of efficiency
and providing mechanism to ensure that they maintain their affiliation with their organization. In
accordance with the aforementioned the purpose of this course is to provide students with a strong
foundation in the important methods, strategies, and issues related to the HRM function within
organizations. This foundation will provide a critical support to students in their future successful career.

Learning Outcomes:
The goal of this course is to provide students with an orientation to Human Resource Management and
equip them with the concepts, problems and techniques applicable to the human resource functions of
business organizations. Students are introduced to fundamental HR concepts including human resource
planning, job analysis and evaluation, recruiting and employment, training and development, talent
management, career planning, performance management, compensation and benefits and other topics.
By the end of the semester successful students will:
 Understand HRM’s contribution to organizational effectiveness and employee quality of work
life;
 Understand how HRM is performed within organizations;
 Know how to diagnose and resolve organizational problems by applying HRM principles;
 Apply various HR techniques and tools, both in order to benefit organizations where they will
work and to achieve their personal career development goals;
 Evaluate HR strategies and practices appropriate to different types of organizations and
workforce populations.
Grading:

1. Three quizes each being* 10 points

2. Independent project** 10 points
3. Class attendance*** 10 points
4. Final exam 50 points

Course Schedule

Theories in HRM
Human capital and HR
From personnel to Human Resource
Management
Evolution of HRM - from personnel to Human
Lecture 1: Introduction to Human Resource Resource Management
Management Traditional and new view of HRM
The changing nature of work
The trends shaping HRM
Key functions and roles of HRM

Types of strategies
Environmental analysis
Goal-setting and the planning process
Lecture 2: Strategic Human Resource
High-performance human resource policies and
Management practices
Human resource strategies and policies
New approach to HRM - HR as a profit center
 HR as a Business Partner
HR Outside In
HR Planning Process
Assessing the External Workforce
Assessing the Internal Workforce
Jobs Audit, Employee and Organizational
Capabilities
Inventory
Lecture 3: Workforce Planning and Forecasting Forecasting HR Supply and Demand
Employee Turnover
Forecasting Methods and Periods
Forecasting the Demand for Human
Resources
Forecasting the Supply of Human Resources
Nature of Jobs and Work
Work Flow Analysis
Job Design and common approaches to job
design
Characteristics of Jobs and Job Characteristics
Model
Jobs and Work Scheduling
Purposes of Job Analysis
Lecture 4: Job Analysis and Job Design Job Descriptions and Job Specifications
Task-Based and Competency-Based Job
Analysis
Planning the Job Analysis
Qualitative analysis methods – observation,
interviewing, and questionnaires;
Quantitative analysis methods - Position
analysis questionnaire (PAQ) and Functional job
analysis
Understanding Labor Market Components
Different Labor Markets and Recruiting
Lecture 5: Recruitment and Staffing Strategic Recruiting and HR Planning
Organization-Based and Outsourced Recruiting
Regular and Flexible Staffing
Internal and External Recruitment Sources
Evaluating Recruiting Quantity and Quality
Purpose of Selection
Selection Criteria, Predictors, and Job
Performance
Reliability and Validity in Selection
The Selection Process
Testing candidates
Lecture 6: Selection and Interviewing Candidates Tests of cognitive abilities
Tests of physical abilities
Measuring personality and interests
Achievement tests
Selection interviewing
Structured interviews
Types of interviews - competency based
interview, case interview, stress interview;
Assessment centers
Interview errors
Placement
Organizational Competitiveness and
Training
Training Categories
Systematic training process
 Formal versus informal learning
"4 pillars" of effective learning
Lecture 7: Training and Development Training Needs Assessment
Training Design
Training methods
Learner Characteristics
Instructional Strategies
Transfer of Training
Training Delivery
On the job and off the job trainings
Learning 2.0 and E-Learning
Training Evaluation
Kirkpatrick training evaluation model
Knowledge Management and Learning
organization concepts
Understanding the Nature of Talent
Talent Acquisition and Talent Pools
Competency Models
Key position approach
Talent Identification and High-Potentials
Lecture 8: Talent Management and Career The GE–McKinsey talent grid
Planning Talent Management Systems and its key
elements
Succession Planning
Careers and Career Planning
Organization-Centered and Individual-Centered
Changing Nature of Careers

The Nature of Performance Management

Performance-Focused Organizational Cultures
Types of Performance Information
Employee Goals and Performance Standards
Performance Planning and the Balanced
Scorecard
Lecture 9: Performance Management and Key Performance Indicators
Appraisal Performance Management in Service Businesses
Performance Appraisals
Tools for Appraising Performance
Category Scaling Methods
Graphic Rating Scales
Comparative Methods
Narrative Methods
Multisource/360-Degree Feedback
Management by Objectives
Nature of total rewards
Total Rewards Components
Basic Factors determining Pay Rates
Aligning Total Rewards with Strategy
Lecture 10: Total Reward and Compensation
Compensation Philosophies
Minimum Wage
Competency-Based Pay
Base and Variable Pay
Equity and Fairness in Compensation
Procedural and Distributive justice
Meet the Market, Lag the Market, and Lead the
Market strategies
Job evaluation methods and compensable factors
Point Method-Hay system, Ranking method, and
Job classification
 Employee Benefits
Pay Increases and Pay Adjustment Matrix
Linking Strategy, Performance, and Incentive
Pay
Variable Pay and Incentives
Lecture 11: Incentive Plans and Performance
Developing Successful Pay-for-Performance
Based Pay Plans
Three Categories of Variable Pay
Individual Incentives - Piece-Rate Systems,
Merit Pay, Bonuses
Sales Compensation
Special Incentive Programs
Group/Team Incentives - Gainsharing, Scanlon
and Rucker plan, Improshare
Organizational Incentives - Profit Sharing,
Employee stock ownership and options.
Compensation of Executives and Managers
Size and Priorities of Small Business
Using internet tools to support the HR effort
Employment Planning and Recruiting in Small
Business
Lecture 12: Managing Human Resources in Small
A Streamlined Interviewing Process
and Entrepreneurial Firms Employment Training, Appraisal and
Compensation in Small Business
Managing HR systems, and procedures in Small
Business

Understanding HR analytics
HR information systems and data
Analysis strategies
Lecture 13: People analytics and Data-Driven HR Diversity analytics
Employee attitude surveys – engagement and
workforce perceptions
Predicting employee turnover
Recruitment and selection analytics
Talent Analytics
Predicting employee performance
Employee Safety and Health
Causes of accidents
Preventing accidents
Reducing unsafe conditions
Lecture 14:
Organizational commitment and a safety
Occupational safety, Industrial and Culture
Labor relations Safety management
Employer and employee rights and
responsibilities
Employee absenteeism
Union/management relations

̶
Lecture 15: Group/Report presentations
 MID-TERM EXAM
Sualların
Sualların
№ Mövzu çətinlik Sualın mətni
çəkisi
səviyyəsi
1. Define and explain the key roles and main functions of HRM in
1
organization;
2. 1 Define and evaluate current and future HRM challenges;
3. 1 Compare and contrast traditional and strategic HRM;
4. Compare and contrast physical, human and intellectual capital
1
concepts;
5. Explain Strategic HRM concept and define strategic
2
competencies for HR professionals;
6. Explain HR Business Partner model and define the key roles of
2
HRM under the model;
7. 2 Define and explain three key Strategic HRM Tools;
8. 3 Define and explain key stages of HR planning process;
9. Define and explain judgmental methods of personnel needs
3
forecasting;
10. Define and explain personnel needs forecasting methods - Trend
3
analysis and Ratio analysis methods;
11. Define and explain personnel needs forecasting methods - The
3
Scatter plot and Markov analysis methods;
12. Explain forecasting the supply of internal candidates and
3
evaluate importance tracking qualifications of employee;
13. Compare and explain person-job fit and job-person match
4
concepts;
14. 4 Explain what job design is and define its three main reasons;
15. Explain advantages of using work teams and define the types of
4
work teams;
16. 4 Define and explain common approaches to Job design;
17. 4 Explain what job characteristics model is;
18. 4 Define and explain the nature and purpose of job analysis;
19. 4 Explain what workflow analysis is;
20. Evaluate the role of job descriptions and job specifications in
4
selecting of employees;
21. Compare and contrast task-based and competency-based job
4
analysis;
22. Compare and explain methods of collecting job analysis
4
information;
23. Define and explain quantitative methods of job analysis -
4
Position analysis questionnaire;
24. Define and explain quantitative methods of job analysis -
4
Department of labor (Dol) procedure;
25. Compare and explain internal and external sources of
5
candidates;
26. 5 Outline the role of recruiting yield ratio in recruitment process;
27. 5 Evaluate the role of validity and reliability in candidate selection;
28. Explain what selection criteria is and define its role in predicting
6
the future performance of candidates;
29. Define types of interviews and explain advantages of structured
6
interview;
30. 6 Explain advantages of competency-based interview;