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This is the study programme for 2019/2020. It is subject to change.


Today, the field of Human Resource Management (HRM) in the service industries are experiencing an increasing pressure for change. Shifts in the economy, globalization, domestic diversity, and technology have created new demands for organizations, and propelled the field in some completely new directions. Leaders of service businesses will face such challenges and the numerous opportunities for HR and organizations as a whole. In this course we examine such challenges and opportunities that influence current and future HR in a international perspective.

Learning outcome

After completing the course, the candidate shall have the following knowledge, skills and general competence:
Knowledge:
  • Be able to analyse differences in international HR systems in service businesses.
  • Have insight in the Nordic Model and its implication on service work environments, national as well as international.
  • Be able to identify and categorize new HR challenges and opportunities.
  • Analyse and identify justice issues in a work environment and the effect of such issues.
  • Have an overview of main differences in international differences in work related cultures, ethical issues and legislation.
  • Be able to analyse differences in international leader HR behaviour and relate to cultural differences.
  • Have knowledge about HR technology and its pros and cons in service industries..
  • Be able to analyse and categorize different modes of leader - subordinate relationships.
  • Be able to categorize conflicts.

Skills:
  • Be able to suggest systems for recruitment, employee development, retention, appraisals, rewards and HES based on actual service organization and strategic goals.
  • Be able to analyse and suggest actions in relation to employees' total life situation.
  • Be able to lead and participate in a diverse work force environment.
  • Be able to recognize and influence parts of local organizational cultures.
  • Be able to build and lead teams and take advantage of facilitation creative techniques.
  • Perform self-leadership.
  • Participate in a board meeting.
  • Lead and perform professional negotiations.

General competencies:
  • Be able to analyse and point out cultural differences in work environments.
  • Be aware of the global influence on business life and work environment.
  • Be able to lead a meeting and perform negotiations.
  • Be able to analyse needs for crisis leadership and make a job descriptions.

Contents

Numerous research in service businesses have confirmed that happy employees make happy customers. Human Resource Management seeks to provide competent, trustful and safe work environments, and lead and manage individual employees in order for them to enjoy their job and and live a good life. This course is built on the Nordic model of work and welfare because this system, characterized of trust and dialogue, has given impressive results when it comes to good work environments and welfare.
The course is divided into two parts:
1. The HR system.
2. Leaders' HR practice.
In part one: The HR system, it will be focused on company systems like e.g, recruitment processes, employment terms and conditions, HR policies, communication systems etc.
  • The Nordic model, participation, dialogue, and trust.
  • HR in international perspectives.
  • HR technology.
  • Recruitment, development, and retention.
  • Employee wellbeing: Appraisal systems, reward system, cross-cultural HRM.
  • Ethical perspectives and justice, globalization and cultural and legislative differences.

In part two: Leaders' HR practice, the focus will turn to leadership. How can leaders /managers perform in order to establish perceived fairness, trust, and high motivation among subordinates.
  • Cross cultural HRM.
  • Global leadership competencies and styles.
  • Employer-employee relations: LMX
  • Work environment and organizational culture.
  • Team building and leadership.
  • Communication and negotiation.
  • Conflict and crisis management.
  • Diversity management: domestic and international.
  • Board work.
  • Self leadership.

Required prerequisite knowledge

None.

Recommended previous knowledge

Introductory  HR(M) course on BA-level.

Exam

Home exam and written exam
Weight Duration Marks Aid
1 part exam, individual or in group3/10 A - F
Final written individual exam7/10 A - F
2 mandatory written work requirements.

Coursework requirements

Mandatory activity
Presentation of case, article etc

Course teacher(s)

Course coordinator
Trude Furunes
Course teacher
Tone Therese Linge , Åse Helene Bakkevig Dagsland

Method of work

Lectures, seminars, group work, oral presentations.

Course assessment

Student evaluation will be conducted according to the regulations set forth by the Faculty of Social Sciences.

Literature

Baum, T. (2015) Human resources in tourism: Still waiting for change? - A 2015 reprise, Tourism Management, 50, 204-212, doi: 10.1016/j.tourman.2015.02.001
Madera, J.M. Dawson, M. Guchait, P. & Belarmino, A.M. (2017) "Strategic human resources management research in hospitality and tourism: A review of current literature and suggestions for the future", International Journal of Contemporary Hospitality Management, Vol. 29 Issue: 1, pp.48-67, https://doi.org/10.1108/IJCHM-02-2016-0051
Marler JH, Boudreau JW. An evidence-based review of HR Analytics. International Journal of Human Resource Management. 2017;28(1):3-26. doi:10.1080/09585192.2016.1244699.
Solnet, D., Kralj, A., & Baum, T. (2015). 360 Degrees of Pressure: The Changing Role of the HR Professional in the Hospitality Industry. Journal of Hospitality & Tourism Research, 39(2), 271-292. https://doi.org/10.1177/1096348012471380
Further Readings TBA


This is the study programme for 2019/2020. It is subject to change.

Sist oppdatert: 24.08.2019