N_SRLZ Strategic Human Resource Management

University of Finance and Administration
Winter 2025
Extent and Intensity
2/1/0. 6 credit(s). Type of Completion: zk (examination).
Teacher(s)
Ing. Juraj Eisel, Ph.D. (seminar tutor)
Guaranteed by
Ing. Juraj Eisel, Ph.D.
Department of Economics and Management – Departments – University of Finance and Administration
Contact Person: Bc. Kateřina Konupková
Timetable of Seminar Groups
N_SRLZ/cEKKV: each odd Monday 14:00–14:44 KV205, each odd Monday 14:45–15:30 KV205, J. Eisel
N_SRLZ/cEKPH: each even Monday 14:00–14:44 S26, each even Monday 14:45–15:30 S26, J. Eisel
N_SRLZ/pEKKV: each odd Monday 10:30–11:14 KV205, each odd Monday 11:15–12:00 KV205, each odd Monday 12:15–12:59 KV205, each odd Monday 13:00–13:45 KV205, J. Eisel
N_SRLZ/pEKPH: each even Monday 10:30–11:14 S26, each even Monday 11:15–12:00 S26, each even Monday 12:15–12:59 S26, each even Monday 13:00–13:45 S26, J. Eisel
N_SRLZ/vEKPH: Sat 18. 10. 9:45–11:15 E228, 11:30–13:00 E228, Sat 22. 11. 9:45–11:15 E228, 11:30–13:00 E228, Sat 6. 12. 9:45–11:15 E225, 11:30–13:00 E225, J. Eisel
Prerequisites
There are no prerequisites for this course.
Course Enrolment Limitations
The course is offered to students of any study field.
Course objectives
Aims of the subject: The aim of the subject is to explain the basics of modern approaches, theories, trends and current models of strategic human resources management (SHRM) to students. Students are introduced to the concept of effective human resource management, including creating a dynamic coherence between the number and structure of work tasks, evaluation, compensation, motivation and development of staff training, strengthening their participation in the process control enterprise and creating good working relationships and the development of social responsibility of organizations, including practical applications of presented problems. The basic objective of study are: a) To acquaint students with the principles and approaches to the management of human resources in relation to the strategy formulated in the current turbulent competitive environment. b) To provide students with the necessary amount of basic information on strategic change management trends in human resource development, the concept of enterprise systems training and development of staff. c) To highlight the role of human resources in management processes and team work and intergenerational cooperation. d) To acquaint students with the structure and content of the human resource management company in terms of the effects of globalization.
Learning outcomes
Upon successful completion of this course, students will be able to: - understand the basic concepts of SHRC, - explain the content, meaning and importance of individual HRM processes in companies and understand the interconnection of processes, especially in relation to strategies, - master theoretically every separate SHRT process and will be able to prepare basic documents of SHRT - create "plans" including measures taken on the basis of personnel strategy or realized research and research in the company, - implement some of the more sophisticated HRM tools, - identify the basic barriers to SHRM in companies and minimize the risks of inefficient organizational and management work, - manage basic personnel interviews (selection, performance evaluation, moral failure, termination of employment, etc.), - work with current professional literature.
Syllabus
  • 1. HRMS as part of corporate strategy and corporate culture in the 21st century, human resource management models – personnel strategies
  • 2. The HRM system itself as a strategy in connection with its selected processes: job analysis, job creation and description, adaptation, fair remuneration and organizational development
  • 3. Factors influencing the behavior of people in the organization: motivation, loyalty, commitment, satisfaction
  • 4. Sources of employee acquisition and methods of employee selection: strategic sources, workforce planning, types of selection interviews, personnel consulting, personnel marketing, digital/online platforms
  • 5. Employee performance management and remuneration with regard to corporate strategy: performance evaluation and its connection to performance management of the entire organization, remuneration systems
  • 6. Employee care and stabilization within the framework of corporate strategy: statutory care, contractual and voluntary care, labor relations, stress management
  • 7. Employee education and development in relation to corporate and personnel strategy: forms of education, creation of education plans, setting up employee development programs, career management system, solutions for substitutability, evaluation in education, talent management, gamification
  • 8. Corporate culture and ethics: corporate culture values ​​and their creation, ethics and ethical principles, the threat of pathological phenomena in the workplace, conflicts
  • 9. Specifics of HRMS in multicultural companies: models of multiculturalism (assimilative, discriminatory), cultural differences, ethnic origin, prejudices, methods of leadership and employee education - intercultural education, diversity management
  • 10. Knowledge management within the framework of corporate and personnel strategy: personnel information systems and personnel controlling - quantitative and qualitative
  • 11. The impact of current technologies on HRMS practice: role, significance and potential
  • 12. The role of strategic human resource management in the change management process: the importance of employee attitudes, dimensions of attitudes, functions and characteristics of attitudes, changing attitudes within change management, measuring attitudes in HRMS.
Literature
    required literature
  • ARMSTRONG, Michael. Armstrong’s Handbook of Learning and Development: A guide to the theory and practice of L&D. KoganPage, 2022. ISBN 978-1-3986-0188-8. info
  • FARKAČOVÁ, Lenka. Strategické řízení lidských zdrojů - modely a trendy (Strategic human resources management - models and trends). 1st ed. Praha: Vysoká škola finanční a správní, a.s., 2022, 77 pp. ISBN 978-80-7408-236-8. URL info
    recommended literature
  • BRYSON, Alex & WHITE, Michael, 2017. HRM and Small-Firm Employee Motivation Before and after the Recession, IZA Discussion Papers 10737, Institute of Labor Economics (IZA).
  • FARKAČOVÁ, Lenka. Pracovní výkon zaměstnanců a faktory, které ho ovlivňují. Práce a mzda. Praha: Wolters Kluwer ČR, a. s., 2020, roč. 2020, č. 11, s. 41-46. ISSN 0032-6208.
  • FARKAČOVÁ, Lenka. Umělá inteligence, nové technologie a s nimi související vývoj náplně práce zaměstnanců. Práce a mzda. Praha: Wolters Kluwer ČR, a. s., 2020, roč. 2021, č. 1. ISSN 0032-6208.
Teaching methods
Lectures and seminars in full-time study; tutorials in part-time study; compulsory seminar participation is 75% in full-time study, compulsory tutorial participation in 50% in part-time study. Students who fail to meet the mandatory level of participation may be given additional study obligations.
Assessment methods
The course is completed with a credit and written exam. A specific written study (60% point’s min) is required to award the credit. To pass the exam it is required to answer correctly at least 60% of questions.
Language of instruction
Czech
Further Comments
The course can also be completed outside the examination period.
The course is also listed under the following terms Winter 2014, Winter 2015, Winter 2016, Winter 2017, Winter 2018, Winter 2019, Winter 2020, Winter 2021, Winter 2022, Winter 2023, Winter 2024.
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