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Business electives PDF Print E-mail


International Human Resource Management:
Course description and goals (final competencies)
The strategic management literature emphasizes the hidden potential that workers possess. Unlocking this potential for making unique contributions to the organization depends on skillfully structuring workplace and leadership relationships. Management can contribute considerably to realizing the creative potential embodied in the workforce. The task of Human Resources Management (HRM) is to support management in structuring the organization and leadership relationships. Starting from the strategic plan, HRM develops the tools and techniques for management to use to carry out their duties in a professional manner. Managers should be familiar with basic HR tasks, techniques and tools.

To this end, course participants gain a basic understanding of the psychology required to understand and explain the actions and experiences of the members of an organization. This knowledge is the basis for being able to develop a leadership style and to become sensitive to the effects of one’s own management actions. Students also learn how to construct feedback systems. Formulating goals, requiring feedback and creating a supportive environment increases the probability of exceptional performance from dedicated, motivated employees. For this reason, participants become familiar with a number of important HR themes: the basics of determining employee compensation; how to acquire and select workers under various job market conditions; the principles of task analysis; developing, supporting and motivating workers during organizational changes; changing the workplace variables to match changing demographic or business conditions; etc.

 

Table of contents
1. Why study Human Resources Management (HRM)?
What managers do!
Management functions and activities
The partnership of line managers and HR departments
The challenges and opportunities of HRM
2. Management and leadership
Foundations of group behavior
Scientific approaches to leadership
Social Fact Paradigm
Trait theories
Behavioral theories
Situational theories
Social Constructionist Paradigm
Organizational Culture and Symbolic Management
Politics
Self organization
3. Basic Human Resource practices
Recruitment and selection
Forecasting demand and supply
Information about jobs
Information about candidates
Human Resources Development (HRD)
Training
Career development
Appraising and improving performance
Job design
Motivation and compensation
Compensation
Incentive rewards
International HRM


 
 
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