HUMAN RESOURCE MANAGEMENT

Syllabus
Associate Professor. PhD. Valentina Mihaela GHINEA valentina_ghinea@yahoo.com 0723.018.491
Assistant Professor Madalina MOROIANU madalina.moroianu@gmail.com
OFFICE HOURS (and by appointment):

Tuesday 12:00-13:30 (Grivitei - 4213)

Thursday 15:00-18:00 (Grivitei 4213)

Any change will be announced.

Course description: The human resource must be properly managed in order to be the progress
outstanding factor of the organization. The organizations success, performance and competitiveness lean on
the content and quality of human resource management. Consequently, many of the difficulties faced by
organizations are also arising from here.
The idiom according to which the human resource is the most valuable asset of an organization could not be
more true. The predicament is what kind of assets do we need and for what kind of tasks? Intelligent people?
Creative people? With certain skills or only good potential for the activity in case? Nowadays, the hiring
process tends to be done without clearly differentiating between creative, intelligent and expert people, the
coherence of the HR strategy being encumbered by the multitasking challenge of each organization and the
more difficult achievement of a comfortable market position. However, above all the general requirements of
an employer (formation, knowledge, experience, skills, attitudes, behaviours and human type, features that
are seldom simultaneously met), it still remains the organization's necessity of understanding its employees,
taking care of them and developing their career.

Objectives of the course:

To introduce students to the contemporary issues of Human Resource Management that represent the
greatest challenge for any manager being given the complexity of each individual apart, and of the
human resource as a whole.
To assist students to integrate into their thinking the understanding of all factors interconnection.
To develop knowledge and skills to critically analyze the methods and techniques that organizations
use in order to successfully deal with their labor force when targeting their strategic objectives
achievements.
To develop knowledge and skills to provide relevant alternative solutions for improving or correcting
the current situation of an organization.
Topics of the courses:
1. 02.10.2014 - Human Resource Management and its importance for a companys success
a.
b.
c.
d.

History and background of HRM

Human Resource Management within a global world
Human Resource Management specific activities
Outsourcing HRM

2. 09.10.2014 - Recruitment process

a.
b.
c.
d.
e.
f.
g.
h.

Drafting the recruitment policy

Organizing the recruitment process
Job analysis
Job description
Job specification
Methods and techniques of recruitment
Designing and placing advertisements
Sources of discrimination allegations

3. 16- 23.10.2014 - Screening and selecting employees

(1 normal course + 1 with guest speaker: Tiberiu Borza, lOreals former main recruiter)
a.
b.

Steps in selection process

Methods and techniques of selection

4. 30.10.2014 - Providing training

a.

Defining training

b.
c.
d.
e.

Trainers contribution to the development of the organization

Training methods
The projection of a training activity
Contemporary valuation of the training programs

5. 06 13.11.2014 - Employees motivation

- (1 normal course + 1 with guest speaker: Bogdan Cristescu, HR Manager at P&G)
a.
b.
c.
d.
e.

Etymology and interpretation of the word motivation

History of motivation
Motivational concepts
Motivating the individual: organizational perspective, theories and methods
Complex motivation: creating the right mix for employee motivation

6. 20.11.2014 - Employees evaluation and performance appraisal

a.
b.
c.
d.
e.
f.

Defining employees evaluation and performance appraisal

Stages in performing the evaluation
Methods of employees evaluation
Types of evaluation instruments
Rater errors
Evaluation-appraisal feedback

Reward management, compensation and benefits

g.
h.
i.

Philosophy of reward management

Elements of reward management
Allowances and other payments to employees

7. 27.11-04.12.2014 - Communication
- (1 normal course + 1 with guest speaker: Tiberiu Felber, founder of NLP EXPLORER and SISTEM PSI.
He is a Neuro Linguistic-Programming coach and trainer (member of the International Trainers Academy of
Neuro-Linguistic Programming, ITANLP)
a. Defining communication
b. Types of communication
c. Successful communication
d. Barriers to interpersonal communication

8. 11.12.2014 - The work environment: team work and teambuilding

a.
b.
c.

The importance of teams

Team development
Types of teambuilding and their importance

Conflict management
d.
e.
f.
g.
h.

Organizational conflict different perspectives

Causes and effects of conflict in the workplace
Classifying conflicts
Techniques for avoiding and/or solving the conflict
The problem solving approach

9. 18.12.2014 - Career management (guest speaker: Cristina Gheorghita, psychologist)

a. Todays dynamic workplace
b. The appropriate job for different types of personality
c. Specific issues in working abroad
08.01.2015 - Recapitulation
15.01.2015 final evaluation

Readings
Textbooks (required)
Conducting the company. Human Resource Management cours, 3rd Edition (2011) by Ghinea, V.M.,
Bren Publishing house, Bucharest
Conducting the company. Human Resource Management seminars, 3rd Edition (2011), by Ghinea,
V.M., Bren Publishing house, Bucharest
Additional Readings
Dessler, G., 2004, A Framework for Human Resource Management, third edition, Pearson, Prentice
Hall
McGregor, D., 1966, The human side of enterprise, Leadership and motivation, Essays of Douglas
McGregor, vol.2, no.1, edited by W.G.Bennis and E.H.Schein, Cambridge, MA:MIT Press: 3-20
(attached)

Bandler, R., Grinder, J., 1979, Frogs into princes. Neuro Linguistic Programming, Real People Press
(attached)
Goleman, D., Boyatzis, R., 2008, Social intelligence and the biology of leadership, Harvard
Business Review, Harvard Business School Publishing Corporation (attached)
Any other materials given during classes

Prerequisites: Senior standing in Business Administration

Teaching and learning strategy

The course will be taught through a combination of lectures and workshops.
Lectures will provide the main features of the theoretical approach and the opportunity for discussing any
issues relating to them.
Workshops will be entirely interactive and participative, exploring and debating specialised issues and
examining mini case studies. Case studies will encourage innovative and autonomous problem solving skills.
Appropriate use will be made of audio-visual sources where relevant.

Teaching Techniques:
1)
Brief lectures
2)
Facilitation of discussions of material presented in class
3)
Individual written assignments
4)
In-class individual/team case assignments
5)
Watching movies, discussions and other in-class activities
6)
Final term assignment
7)
Guest speakers

Grading:
Grading Schedule:
Final evaluation:
Team written assignment (team project)
Individual case analysis
1 extra-point
Unannounced test(s) during lectures
0.2 point x 5 (maximum no of possible tests) = 1
extra-point
Active participation in class (seminars and/or courses)(at the professors disposal)
0.2 point x 10 classes = 2 extra-points
Attendance
0.2 point x 5 seminars (at least) = 1 point
Office
Total Points
14 possible points
Grades will be based on the following point ranges: 10 = 9,5 to 12.2; 9 =8,5 to 9,4; 8 = 7,5 to 8,4; 7 = 6,5 to
7,4; 6 =5,5 to 6,4; 5=5 to 5,4. Grades less than 5 are not considered for passing the exam (Internal rules of
ASE)
Final evaluation: It covers material as presented in the Ghinea text, written assignments, cases, and other
material presented in class.
A one hour and a half open book examination where students will analyze a case study, interpret a quotation,
answer to one open theoretical question, and to two multiple choice questions based on the theoretical
concepts, as well.
Case analysis and discussion: 2 or 3 guest speakers will be invited to provide practical information related
to a certain topic. Each student will be responsible for actively participate to discussions at that time. Who is
interested in obtaining an extra point will prepare a written analysis to the particular case presented by the
guest speakers (not more than 2 pages). Only the very good papers will be rewarded with no more or less
than 1 point. If the paper will not correspond to the required standard, the targeted point will be taken off
from the final seminar grade.

Each student can choose only one case analysis!

Assignment: Students will be required to apply, analyze and evaluate theoretical concepts introduced in
lectures and seminars.

Project guidelines
Example 1: Critically analyze the recruitment process of the X Company. What actions could be undertaken
in order to make it more efficient?
Example 2: Critically analyze the influence that the emotional intelligence of the leader G.P. has over its type
of leadership. Is this coherent with the organization needs? Provide some pieces of advice for make it more
appropriate.

!!! Students will choose to develop their study only within those
organizations that they had an internship in, they have worked for,
they currently work or they know somebody who does it at the
present moment.
!!! It is a 3 members team project, the person owning the insight view
having also the role of coordinator (but individual contribution to the
project should be marked and graded by the team colleagues in the
content).
!!! Final deadline = 15.12.2012, 23.59 h !!! (via e-mail)
Format requirements
The written report must be:
- six typewritten, single spaced pages, plus any additional appendix, references, charts, figures, and
references that help to build your solution (please, do not exceed 10 pages, all inclusive);
- 11 point type, TNR, justified, A4 portrait standard page setting, no lines between paragraphs;
- one standard tab (1.27 cm) at the beginning of each paragraph;
- insert page number
- use maximum three levels of headings. Main headings are boldfaced, title-style letters, aligned left,
numbered.
1. Main headings
1.1. Second-level headings
1.1.1. Third-level headings
- use second-and third-level leadings in sets of two or more. Do not use footnotes. If necessary, use only
endnotes.
- Tables and Figures
For each table or figure, align to right Table or center Figure, numbered (1, 2, etc.) above (in case
of tables), or below (in case of figures) it, followed by a title. Each table and figure should be referred to in
your text.
- Citations
For citing previous research in your text, use one of the following possibilities:
a) Single reference with single author: (Edvinsson, 2002).
b) Single reference with two co-authors: (Edvinsson and Malone, 1997).
c) If there is a quotation, the page (p.) or pages (pp.) should be indicated: (Edvinsson and Malone, 1997,
p.23)/ (Edvinsson and Malone, 1997, pp.23-27).

d) If there are three or more co-authors, then only the first two are mentioned and make use of the
expression et al: (Edvinsson, Malone et al, 1999).
e) For several references: (Edvinsson, 2002; Sveiby, 1997).
f) If several works by the same author are included, they should be in date order. If more than one item is
published in the same year, a, b, c, etc is used: (Sveiby, 1997a; Malone, 2003b).
References guidelines
The list of references should include only the works cited in the text, alphabetized by the last name of their
first author or editor. Do not number the entries.
For books, follow the form: Authors last name, initial(s). (Year) Title (italic). City where published:
Publishers name. Example:
Baumard, Ph. (2001) Tacit knowledge in organizations. London: SAGE Publications.
For periodicals, follow the form: Authors last name, initial(s). (Year) Title (regular type). Name of
Periodical (italic), volume number (issue number), pages. Example:
Glynn, M.A. (1996) Innovative Genius: A Framework for Relating Individual and Organizational
Intelligences to Innovation. Academy of Management Review, 21(4), pp.1181-1190.
For chapters in books, follow the form: Authors last name, initial(s). (Year) Title of chapter (regular type).
In: Editors last names and initials (eds.), Title of Book, page numbers. City: Publisher. Example:
Hauschildt J., Chakrabarti A. (1999) Arbeitsteilung im Innovationsmanagement. In: Hauschild J., Gemnden
H. (eds.) Promotoren: Champions der Innovation, pp. 67-87. Wiesbaden: Gabler.
For internet documents, include the authors name (if known), the full title of the document, the full title of
the work it is part of, the web address, and the date when it was accessed. Example:
Sveiby, K.E., Intellectual capital and knowledge management. Retrieved January 2007 Wrom:
http://www.sveiby.com/articles/IntellectualCapital.html.

General Structure of the Project

Abstract. The abstract should summarize the contents of the paper and should contain at least 70 and at most 150

words. It should be set in 10-point font size, italic, TNR. There should be two blank (11-point) lines before and after the
abstract. This document is in the required format.
Keywords: We would like to encourage you to list your keywords in this section (5 keywords maximum).

1. Introduction (a short theoretical approach is recommended) - 0.2 p

2. Description of the company: history, field of activity, evolution, relevant information from the HRM
point of view - 0.2 p
3. Current situation of the chosen theoretical issue (it is recommended to concisely describe the way that
the organization understands to deal with that issue; example: for a subject such as: Motivation of Cora's
employees, you are asked to provide details about the methods and techniques used to motivate the
employees) - 0.2 p
4. Critical analyze of the chosen theoretical issue applied within ABC organization (you are asked to
make the analogy between the theoretical concepts and what is actually happening within the organization,
and to critically analyze the efficiency of their application in the general context of the organization) - 0.5 p
5. Personal recommendation for possible improvements (explain what could be changed and/or add and
for which reasons) - 0.5 p
6. Conclusions (no more than one paragraph synthesizing the initial premises, the conflictual situation, the
personal resolution) - 0.2 p
7. References (it should include minimum 4 articles or scientific papers + internal sources of the
organization) - 0.2 p
8. Appendix

Papers that do not correspond to the required format are not taken into consideration!
The originality and complexity of the research, as well as the relevance of the proposed
improvements will make the difference.

Classroom Ground Rules

Be prepared for class and participate in class discussions
People that disturb the class will be asked to leave the room
Listen to what others have to say and at least agree to disagree
Stay with the topic
One person to speak at a time
Evaluate class sessions
Enjoy and learn!