CloseHelpPrint
Kies de Nederlandse taal
Course module: 201200009
201200009
Managing Change & Human Resources
Course info
Course module201200009
Credits (ECTS)5
Course typeCourse
Language of instructionEnglish
Contact personprof.dr. T. Bondarouk
E-mailt.bondarouk@utwente.nl
Lecturer(s)
Lecturer
prof.dr. T. Bondarouk
Contactperson for the course
prof.dr. T. Bondarouk
Lecturer
A.M.G.M. Hoogeboom
Lecturer
prof.dr. C.P.M. Wilderom
Academic year2014
Starting block
1A/  2B
RemarksPeplaces courses 194120100 & 194105050
Application procedureYou apply via OSIRIS Student
Registration using OSIRISYes
Learning goals
Blok 1A  Aim
The course offers you knowledge and insights in the broad area of changes in human and social capital within existing organizations. This interdisciplinary area covers the fundamental insights into the fields of Human Resource Management and Organizational Behavior,  and incorporates the separate research and practice areas of Organization Change, Organizational Development, Management &Leadership.
 
Learning goals
Upon completion of this course, you are expected to:
  • Understand the difference between HR practices and HRM systems, and the link between business strategies and HRM
  • Analyze the “HRM – firm performance” link and explain differences between commitment- and control-based HRM systems
  • Analyse the role of various contingencies in the Strategic Human Resource Management and Change Management (for example, industry type, organization size, leadership style, cultural differences);
  • Ex[lain advantages and limitations of different employment modes;
  • Describe the structural alternatives facing the HR function.  

Blok 2B

Aim
In this course you will be enabled to read, think, and write about, as well as discuss and present various innovative aspects in regard to three closely connected subject areas: Leadership, Organizational Change & Consultancy, including human resources. In practice, knowledge about and insights within this field must lead to (more) effective organizational change which is a subject of rapidly increasing importance yet still understudied by researchers, students & most others: including (human resource) managers!

Learning goals
Upon completion of this course, the students are able to:
1) To impart science-based knowledge and practical insights on the subject areas of leadership, change, & business consultancy.
2) To practice on-line searching for and carefully selecting published, peer-reviewed papers, a book etc.
3) To practice reading, reasoning, group-discussion, group-writing & group-presentation on this (well-motivated) issue or topic.
4) To experience reading and connecting various business/management ideas and knowledge: co-creating a new piece of integrative writing on a self-chosen issue; with a creative ending and be academically thorough.
5) To practice solid preparation and planning for the interactions with the main lecturer (i.e., clinics and the draft presentation): leading to a high quality end-product.

 
Content
Blok 1A
Course description
In organizations change has become a daily experience of most employees. This course is familiarizing you  with basic insights on managing human and social capital in a changing environment. We do so from two sub-disciplinary perspectives: HRM &Organizational Behaviour. In order to benefit the most from the lectures and tutorials, you are asked in advance to critically analyse various reading materials within both sub-disciplines. Moreover, you are being asked to write research-based papers and integrate analytical knowledge and insights as a group.
 
In the 1A block the course offers 2-4 contact hours per week including:
  • 6 plenary sessions (including five guest lectures)
  • 7 interactive tutorials on the HRM and Change Management
 
The course in Block 1A is organized in 4 content modules:
§  Module 1: Human Resource Management Systems and Firm Performance
§  Module 2: International HRM and Change Management
§  Module 3: HRM and new employment relationships
§  Module 4: Changes in the HRM function
 
You are encouraged to attend all the tutorials and plenary sessions. You will work in groups and individually, and submit writings via the Bb site. Study activities in this course include both individual and group work:
  • Individual work – reading the study materials, writing the final paper.
  • Group work (in groups of six students) – writing weekly assignments, preparation of presentations, and participation in discussions during the tutorials.
 
Key words
Human Resource Management, HRM Function, Strategy and HRM Organizational Change/Development, Leadership, Management/Business/Process Consulting, Change Management
 
Assessment
The content of the assignments may vary per semester, however the final grade is constituted as follows:
•         50% will be based on the class contributions / weekly assignments; every submitted assignment has to score higher than 5,4;
•         50%  will be based on the final individual assignments (papers); the topics for the final assignment will be distributed after the last tutorial. A total of 15 research topics will be distributed. Papers have to score higher than 5,4.
Group papers, once received an “insufficient” grade (not higher than 5,4), have to be revised and re-submitted within one week, based on the feedback. Every group may also revise and re-submit papers that get a “sufficient” grade IFF: the group applies two extra articles discussed with the teacher, the group may re-submit maximum two papers in the course. In every case, the highest grade counts. 

The role of guest lectures in the course
We will enjoy real live HRM stories from HR directors from different companies like KLM Royal Dutch Airlines; Philips, KPMG.
You will not have special assignments related to the presentations of the respected invited guests. However, be ready to discuss an application of theories to the “HRM cases” presented by guest lectures.
And – NB! – your individual final assignments (papers) will have questions to analyze / compare HRM systems in 2-3 cases that were presented by the guest lectures.
Tip: do not miss guest lectures; come prepared (check for the information about recent developments within a particular company); ask questions during the lectures; and try to foresee how HRM-related issues in a particular company can be explained by theoretical concepts of the course.
 
Contribution to the programme learning outcomes
This course:
  • covers the advanced level of what is known as “soft side” of business administration, i.e. managing social and human capital (or: ‘Human Touch’) in the setting of on-going and/or episodic organizational change;
  • serves to nourish students’ attitudes to understand and accept the importance of the human and social side of organizational life, particularly in changing work experiences of (managerial and nonmanagerial) employees ;
  • is built on, and aims to contribute to both academic and real life business practices; it aims to support students to be qualified for business and research-oriented positions.
 
Knowledge integration with other courses
This course shapes the fundamental preparation for the BA master electives, related to the research areas within Change Management and HRM. Moreover, it builds and integrates factual and operative knowledge of students within fundamental theories from HRM, OB, Sociology and Psychology that play a vital role in progressing in other MSc courses like MOTI and/or OTIM (Leadership theory;  Social Exchange or Learning theory; the Resource-Based View; Intellectual Capital, etc.). 

Recommended prior knowledge
Basis knowledge on HRM and change management is necessary    


Blok 2B

Course description
In organizations change has become a daily experience of most employees. This course is familiarizing students with basic insights on managing human and social capital in a changing environment. We do so from two sub-disciplinary perspectives: HRM & Organizational Behaviour. In order to benefit the most from the lectures and tutorials, students are asked in advance to critically analyse various reading materials within both sub-disciplines. Moreover, they are being asked to write a research-based paper, about a self-selected topic and well-defined research question, and integrate their analytical knowledge and insights as a group. In doing so, students are also requested to come up with argued recommendations for  new research (around a particular well-defined topic) and creative practical implications. Lecturers, tutorials, and assignments may vary per semester.
 
Key words
Organizational Change/Development, Leadership, Management/Business/Process Consulting, Human Resource Management, HRM Function, Strategy and HRM,   Change Management
 
Assessment
The content of the assignments may vary per semester, however the final grade is constituted   as follows:
  • Final group paper: 100%
Contribution to the programme learning outcomes
This course:
-    -  Covers the advanced level of what is known as “soft side” of business administration, i.e. managing social and human capital (or: ‘Human Touch’) in the setting of on-going and/or episodic organizational change;
-    -  Serves to nourish students’ attitudes to understand and accept the importance of the human and social side of organizational life, particularly in changing work experiences of (managerial and nonmanagerial) employees ;
-    - Is built on, and aims to contribute to both academic and real life business practices; it aims to support students to be qualified for business and research-oriented positions.

Knowledge integration with other courses This course shapes the fundamental preparation for the BA master electives, related to the research areas within Change Management and HRM. Moreover, it builds and integrates factual and operative knowledge of students within fundamental theories from HRM, OB, Sociology and Psychology that play a vital role in progressing in other MSc courses like MOTI and/or OTIM (Leadership theory;  Social Exchange or Learning theory; the Resource-Based View; Intellectual Capital, etc.).
 
 
 
Assumed previous knowledge
Basis knowledge on HRM and change management is necessary
PARTICIPATING STUDY
M-PA
PARTICIPATING STUDY
M-BA
PARTICIPATING STUDY
M-HS
Required materials
Articles
Articles from the Blackboard (they vary from year to year and semester to semester; we want to match classics with the very recent ones)
Recommended materials
Book
In the Block 2B the following book is most likely being used: the most recent version of John Hayes, The Theory and Practice of Change management. New York: Palgrave MacMillan. (In 2013 a new edition is expected.) There is no book in the block 1A.
Instructional modes
Assignment

Lecture

Self study

Tutorial

Tests
Exam & Assignment(s)

CloseHelpPrint
Kies de Nederlandse taal