Teaching plan for the course unit

 

 

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General information

 

Course unit name: Human Resources

Course unit code: 363661

Academic year: 2025-2026

Coordinator: Montserrat Crespi Vallbona

Department: Department of Business

Credits: 6

Single program: S

 

 

Estimated learning time

Total number of hours 150

 

Face-to-face and/or online activities

60

 

-  Lecture with practical component

Face-to-face and online

 

30

 

-  Problem-solving class

Face-to-face

 

30

Supervised project

40

Independent learning

50

 

 

Recommendations

 

Students should have completed Business Economics and Business Administration before taking this subject.

 

 

Competences / Learning outcomes to be gained during study

 

   -

Capacity for learning and responsibility (capacity for analysis and synthesis, to adopt global perspectives and to apply the knowledge acquired/capacity to take decisions and adapt to new situations).

   -

To design, manage and create viable and feasible business projects, according to the type of organization.

   -

To analyse business organizations and their environment to identify key aspects.

   -

To understand the behaviour of people in organizations, in order to manage individuals and working groups from the perspective of human resources.

Learning objectives

 

Referring to knowledge

General objectives

  • Acquire the basic and fundamental knowledge required for an introduction to people management. 


Relating to specific teaching blocks
  • Situate the role of people management in the global context of company management. Highlight the fact that human resources management (HRM) is contingent on company management. Outline its objectives and corresponding strategies.
  • Develop the capacity to plan human resources. Situate HRM in a business organization framework. Define the different areas (work processes, teamwork, job description) in which the work is performed. Define job description as the axis around which all subsystems of HR revolve. Prepare job description profiles.
  • Describe the meaning of job suitability. Develop tools to analyse requirements: job description. Understand the selection process and the tools required to verify a candidate’s suitability to a position. Draw up selection plans. Develop orientation programmes for new positions and new organizations.
  • Learn how to develop the potential of individuals through training. Distinguish between training and development.
  • Understand the role of leadership as an element of development. Determine the key aspects of professional career development, taking into account mobility and job profile. Analyse the influence of the workplace on job satisfaction. Understand the methodologies for performance evaluation and management.
  • Describe the elements of compensation, including salary. Learn the practical applications of fixed and variable remuneration systems. Develop the knowledge to determine remuneration policy. Analyse the elements necessary for salary revision programmes.

 

Referring to abilities, skills

General objectives

  • Learn to build the foundations on which future business managers can develop the criteria for making decisions concerning staff management.
  • Analyse real situations regarding human resources in business.

 

Referring to attitudes, values and norms

General objectives

  • Analyse the key issues relating to the most frequent human resources problems encountered by company management.
  • Resolve issues relating to problems of people management.
  • Acquire the capacity to analyse, evaluate and resolve basic issues of human resources management.

 

 

Teaching blocks

 

1. The context in which decisions are made that affect people in organizations

1.1. Strategy, structure, culture and human resources

1.2. Integration of human resources management into the company

1.3. Strategy in human resources

2. Organization and planning of human resources

2.1. HR planning

2.2. Organization of function

2.3. Employment: teams and jobs

2.4. The job profile

3. Job suitability: recruitment

3.1. Main elements

3.2. Job profile and job description

3.3. Staff recruitment: testing, interview and curriculum analysis

3.4. Recruitment plans

3.5. Orientation programmes

4. People’s development in organizations

4.1. Development of people’s potential: training

4.2. Job profiles as the basis for training

4.3. Leadership

4.4. Career management: mobility

4.5. The workplace: job satisfaction and environment

4.6. Assessment of performance

5. Compensation

5.1. Elements of compensation

5.2. Fixed payment: payment practices and the payment market

5.3. Remuneration policy

5.4. Variable payment

5.5. Salary revision plans

 

 

Teaching methods and general organization

 

The course combines face-to-face lectures with other learning activities completed individually or in small groups. Lectures are intended for presentation of the main concepts of the subject and as the starting point for in-depth study and work on the topics discussed. The activities that complement these classes entail progressive study of the subject and periodic submission of work. These may consist of critical essays, written reflections on issues arising from lectures, and case studies. The Virtual Campus is a tool for communication between students and the teaching staff, where all information relevant to the subject can be found and through which a significant proportion of learning activities are carried out. Students who complete the guided assignment have one hour of class time per week, used to work through set exercises, analysis of case studies and the resolution of doubts and queries. Additional computer sessions for compensation analysis exercises may also be scheduled, depending on the progress made by the group.

In accordance with Faculty regulations, the assessment procedure for the groups involved in a teaching innovation project may differ from the procedures explained in this course plan.

Learning activities are distributed as follows: 40 hours of theory with some practical work; 20 hours of face-to-face and/or tutored work, depending on the practical activities planned; 40 hours of guided independent learning, and 50 hours of self-directed learning.

 

 

Official assessment of learning outcomes

 

Continuous assessment

Continuous assessment entails progressive study of the subject and the submission of exercises throughout the course (the number of exercises and the submission dates are announced at the beginning of the semester and posted on the Virtual Campus). To be eligible for continuous assessment, students must attend at least 80% of the classes.

The marks obtained on the practical exercises completed throughout the course represent 50% of the final grade, and a final examination accounts for the remaining 50%. These activities may be conducted in either face-to-face or distance mode. Until the last day of class, students can choose to continue with continuous assessment or switch to single assessment, as long as the grade is equal to or lower than 2.7/5. Anyone with an average higher than 2.7 is subject to continuous assessment, both in the final assessment and in the reassessment. Students must obtain a mark of at least 2.5 out of 5 on the examination to be eligible to receive a final grade for the subject.

The final examination corresponding to the continuous assessment option is divided into two parts: numerical problem-solving case on compensation and multiple-choice and/or open-answer theory and applied questions. Students must obtain a mark of at least 2.5 out of 5 for the examination to be eligible to receive a final grade for the subject. The examination date is set by the Academic Board.

Continuous assessment may be modified in accordance with the number of students enrolled in the group, but the component parts are clearly defined at the start of the course.

Students who wish to develop a detailed practical knowledge of the subject can complete supervised practical exercises, which include the presentation of activities, text commentaries, information research, practical projects, group work or oral presentations, among others. Details are given at the beginning of the course.

For further details, students should visit the subject area on the Virtual Campus.

These regulations apply to the two exam sittings for the subject. Therefore, results obtained in the continuous assessment option are valid for both exam sittings.

 

Examination-based assessment

Single assessment consists of a final examination, which is divided into three sections: multiple-choice theory questions, numerical problem-solving on compensation, and open-answer theory and applied questions.

Given that the final exam for continuous assessment takes place before the date established by the Academic Board for single assessment, students who sit this exam renounce their right to be evaluated by the single mode of assessment. Students who do not sit the final exam for continuous assessment are automatically entered for single assessment.

The content, procedure and criteria for repeat assessment are the same as those described for the continuous assessment option.

Repeat assessment is the same for everybody; therefore, if students do not pass the subject during the standard assessment period, they are entitled to repeat the examination.

For further details, students should visit the subject area on the Virtual Campus.

In accordance with Faculty regulations, the assessment procedure for the groups involved in a teaching innovation project may differ from the procedures explained in this course plan.

 

 

Reading and study resources

Check availability in Cercabib

Book

Resum de materials elaborats especialment per impartir l’assignatura, disponibles en el Servei de Copisteria de la Facultat.

CLAVER CORTES, Enrique. Los recursos humanos en la empresa : un enfoque directivo. Madrid: Civitas, 2003

Catāleg UB  Enllaç

DOLAN, Simón L. La gestión de los recursos humanos : cómo atraer, retener y desarrollar con éxito el capital humano en tiempos de transformación. Madrid: McGraw-Hill, 2007

Catāleg UB  Enllaç

ELORDUY MOTA, Juan Ignacio. Estrategia de empresa y recursos humanos : una visión dinámica de la empresa. Madrid : McGraw-Hill Interamericana, 1993

Catāleg UB  Enllaç

GÓMEZ-MEJÍA, Luis R. Dirección y gestión de recursos humanos. Madrid: Pearson Educación, 2006

Catāleg UB  Enllaç

GRATTON, Lynda. Estrategias de capital humano : cómo situar a las personas en el corazón de la empresa. Madrid: Pearson educación, 2001

Catāleg UB  Enllaç

ROBBINS, Stephen P. Introducción al comportamiento organizativo. Madrid : Pearson Educación, 2010

Catāleg UB  Enllaç

ROBBINS, S.P. Organizational behavior. 13a. ed. Upper Saddle River, NJ: Pearson, Prentice Hall, 2009

Catāleg UB  Enllaç
Versiķ en línia. Castellā (18a ed., 2023)  Enllaç