Course Description
| Course | Code | Semester | T+P (Hour) | Credit | ECTS |
|---|---|---|---|---|---|
| STRATEGIC HUMAN RESOURCES MANAGEMENT | - | Spring Semester | 3+0 | 3 | 9 |
| Course Program |
| Prerequisites Courses | |
| Recommended Elective Courses |
| Language of Course | English |
| Course Level | Second Cycle (Master's Degree) |
| Course Type | Elective |
| Course Coordinator | Assoc.Prof. Elif BAYKAL |
| Name of Lecturer(s) | Assist.Prof. Fatih PINARBAŞI |
| Assistant(s) | |
| Aim | The main purpose of this course is to introduce the participants to theoretical and empirical studies and research in the fields of Strategic Human Resource Management (HRM) and to discuss the contributions of strategic management concepts and approaches to more effective HRM. |
| Course Content | This course contains; Introduction to Strategic Human Resources Management (HRM),Historical development and current approaches to SHRM,HRM goals and HR strategies,Strategic and Operational HRM,Job analysis and job descriptions,Human Resources Planning,HR selection and employment strategies,HR training and development strategies,Job valuation and job classification methods,Incentive wage systems and strategies,Performance evaluation and performance management strategies,Career management and strategies,Talent Management,Digital Human Resource Management. |
| Dersin Öğrenme Kazanımları | Teaching Methods | Assessment Methods |
| 1. Explain the basic principles of strategic human resources management. | 9 | E |
| 2. Integrate human resources strategies into organizational strategies. | 9 | E |
| 3. Define the human resources needs planning process. | 9 | E |
| 4. Explain talent management strategies. | 9 | E |
| 5. Define performance management processes. | 9 | E |
| 6. Analyze training and development activities. | 9 | E |
| 7. Summarize career management activities. | 9 | E |
| Teaching Methods: | 9: Lecture Method |
| Assessment Methods: | E: Homework |
Course Outline
| Order | Subjects | Preliminary Work |
|---|---|---|
| 1 | Introduction to Strategic Human Resources Management (HRM) | Reading the relevant section of the book. |
| 2 | Historical development and current approaches to SHRM | Reading the relevant section of the book. |
| 3 | HRM goals and HR strategies | Reading the relevant section of the book. |
| 4 | Strategic and Operational HRM | Reading the relevant section of the book. |
| 5 | Job analysis and job descriptions | Reading the relevant section of the book. |
| 6 | Human Resources Planning | Reading the relevant section of the book. |
| 7 | HR selection and employment strategies | Reading the relevant section of the book. |
| 8 | HR training and development strategies | Reading the relevant section of the book. |
| 9 | Job valuation and job classification methods | Reading the relevant section of the book. |
| 10 | Incentive wage systems and strategies | Reading the relevant section of the book. |
| 11 | Performance evaluation and performance management strategies | Reading the relevant section of the book. |
| 12 | Career management and strategies | Reading the relevant section of the book. |
| 13 | Talent Management | Reading the relevant section of the book. |
| 14 | Digital Human Resource Management | Reading the relevant section of the book. |
| Resources |
| • Armstrong, M., Strategic Human Resources Management: A Guide to Action, Kogan Page Publ. • Anthony, W.P., P.L. Perrewé & K.M. Kacmar; Stretegic Human Resource Management, The Dryden Press |
Course Contribution to Program Qualifications
| Course Contribution to Program Qualifications | |||||||
| No | Program Qualification | Contribution Level | |||||
| 1 | 2 | 3 | 4 | 5 | |||
| 1 | Having advanced theoretical and practical knowledge supported by textbooks, application tools and other resources containing current information in the field | X | |||||
| 1 | Accessing and evaluating scientific knowledge in the field of Business Management and using this knowledge in solving high-level managerial problems of businesses. | ||||||
| 1 | Independently carrying out a study that requires expertise in the field of Business Management and its sub-disciplines. | ||||||
| 1 | Critically evaluate the expert knowledge and skills acquired in the field of Business Management and its sub-disciplines. | X | |||||
| 1 | To systematically convey the expert knowledge gained in the field of business administration and its sub-disciplines and the current developments in management theory and practice, both verbally and in writing, to groups in the field and outside the field. | X | |||||
| 1 | Internalizing information regarding Business Management fields and sub-disciplines by taking into consideration social, scientific and ethical values in the processes of acquiring, processing and evaluating. | X | |||||
| 2 | Developing and teaching the understanding of honesty, justice and ethics required to be a Senior Manager. | X | |||||
| 2 | Critically questioning business concepts and institutions, established management practices and rules, and taking initiative to develop and change them when necessary. | ||||||
| 2 | Developing positive attitudes towards lifelong learning and transforming them into behavior. | ||||||
| 2 | Developing different perspectives and producing solutions by taking responsibility for the solution of complex problems that require expertise and are encountered in the field of Business Management and its sub-disciplines. | X | |||||
| 2 | Thinking about individual and social problems related to Business Management and producing solutions in the light of current developments | X | |||||
| 2 | To have information about basic resources, current trends and approaches regarding Business Management in the light of current developments in the field of business | X | |||||
| 3 | Solving the problems encountered in business theory and practice by using research methods specific to the field of Business. | X | |||||
| 3 | Advanced use of information and communication technologies along with computer software at the level required by the field of Business Management. | ||||||
Assessment Methods
| Contribution Level | Absolute Evaluation | |
| Rate of Midterm Exam to Success | 50 | |
| Rate of Final Exam to Success | 50 | |
| Total | 100 | |
| ECTS / Workload Table | ||||||
| Activities | Number of | Duration(Hour) | Total Workload(Hour) | |||
| Course Hours | 3 | 42 | 126 | |||
| Course Hours | 0 | 0 | 0 | |||
| Guided Problem Solving | 0 | 0 | 0 | |||
| Guided Problem Solving | 0 | 0 | 0 | |||
| Resolution of Homework Problems and Submission as a Report | 0 | 0 | 0 | |||
| Term Project | 0 | 0 | 0 | |||
| Term Project | 0 | 0 | 0 | |||
| Presentation of Project / Seminar | 0 | 0 | 0 | |||
| Presentation of Project / Seminar | 0 | 0 | 0 | |||
| Quiz | 0 | 0 | 0 | |||
| Midterm Exam | 0 | 0 | 0 | |||
| Midterm Exam | 4 | 10 | 40 | |||
| General Exam | 0 | 0 | 0 | |||
| General Exam | 9 | 10 | 90 | |||
| Performance Task, Maintenance Plan | 0 | 0 | 0 | |||
| Performance Task, Maintenance Plan | 0 | 0 | 0 | |||
| Total Workload(Hour) | 256 | |||||
| Dersin AKTS Kredisi = Toplam İş Yükü (Saat)/30*=(256/30) | 9 | |||||
| ECTS of the course: 30 hours of work is counted as 1 ECTS credit. | ||||||
Detail Informations of the Course
Course Description
| Course | Code | Semester | T+P (Hour) | Credit | ECTS |
|---|---|---|---|---|---|
| STRATEGIC HUMAN RESOURCES MANAGEMENT | - | Spring Semester | 3+0 | 3 | 9 |
| Course Program |
| Prerequisites Courses | |
| Recommended Elective Courses |
| Language of Course | English |
| Course Level | Second Cycle (Master's Degree) |
| Course Type | Elective |
| Course Coordinator | Assoc.Prof. Elif BAYKAL |
| Name of Lecturer(s) | Assist.Prof. Fatih PINARBAŞI |
| Assistant(s) | |
| Aim | The main purpose of this course is to introduce the participants to theoretical and empirical studies and research in the fields of Strategic Human Resource Management (HRM) and to discuss the contributions of strategic management concepts and approaches to more effective HRM. |
| Course Content | This course contains; Introduction to Strategic Human Resources Management (HRM),Historical development and current approaches to SHRM,HRM goals and HR strategies,Strategic and Operational HRM,Job analysis and job descriptions,Human Resources Planning,HR selection and employment strategies,HR training and development strategies,Job valuation and job classification methods,Incentive wage systems and strategies,Performance evaluation and performance management strategies,Career management and strategies,Talent Management,Digital Human Resource Management. |
| Dersin Öğrenme Kazanımları | Teaching Methods | Assessment Methods |
| 1. Explain the basic principles of strategic human resources management. | 9 | E |
| 2. Integrate human resources strategies into organizational strategies. | 9 | E |
| 3. Define the human resources needs planning process. | 9 | E |
| 4. Explain talent management strategies. | 9 | E |
| 5. Define performance management processes. | 9 | E |
| 6. Analyze training and development activities. | 9 | E |
| 7. Summarize career management activities. | 9 | E |
| Teaching Methods: | 9: Lecture Method |
| Assessment Methods: | E: Homework |
Course Outline
| Order | Subjects | Preliminary Work |
|---|---|---|
| 1 | Introduction to Strategic Human Resources Management (HRM) | Reading the relevant section of the book. |
| 2 | Historical development and current approaches to SHRM | Reading the relevant section of the book. |
| 3 | HRM goals and HR strategies | Reading the relevant section of the book. |
| 4 | Strategic and Operational HRM | Reading the relevant section of the book. |
| 5 | Job analysis and job descriptions | Reading the relevant section of the book. |
| 6 | Human Resources Planning | Reading the relevant section of the book. |
| 7 | HR selection and employment strategies | Reading the relevant section of the book. |
| 8 | HR training and development strategies | Reading the relevant section of the book. |
| 9 | Job valuation and job classification methods | Reading the relevant section of the book. |
| 10 | Incentive wage systems and strategies | Reading the relevant section of the book. |
| 11 | Performance evaluation and performance management strategies | Reading the relevant section of the book. |
| 12 | Career management and strategies | Reading the relevant section of the book. |
| 13 | Talent Management | Reading the relevant section of the book. |
| 14 | Digital Human Resource Management | Reading the relevant section of the book. |
| Resources |
| • Armstrong, M., Strategic Human Resources Management: A Guide to Action, Kogan Page Publ. • Anthony, W.P., P.L. Perrewé & K.M. Kacmar; Stretegic Human Resource Management, The Dryden Press |
Course Contribution to Program Qualifications
| Course Contribution to Program Qualifications | |||||||
| No | Program Qualification | Contribution Level | |||||
| 1 | 2 | 3 | 4 | 5 | |||
| 1 | Having advanced theoretical and practical knowledge supported by textbooks, application tools and other resources containing current information in the field | X | |||||
| 1 | Accessing and evaluating scientific knowledge in the field of Business Management and using this knowledge in solving high-level managerial problems of businesses. | ||||||
| 1 | Independently carrying out a study that requires expertise in the field of Business Management and its sub-disciplines. | ||||||
| 1 | Critically evaluate the expert knowledge and skills acquired in the field of Business Management and its sub-disciplines. | X | |||||
| 1 | To systematically convey the expert knowledge gained in the field of business administration and its sub-disciplines and the current developments in management theory and practice, both verbally and in writing, to groups in the field and outside the field. | X | |||||
| 1 | Internalizing information regarding Business Management fields and sub-disciplines by taking into consideration social, scientific and ethical values in the processes of acquiring, processing and evaluating. | X | |||||
| 2 | Developing and teaching the understanding of honesty, justice and ethics required to be a Senior Manager. | X | |||||
| 2 | Critically questioning business concepts and institutions, established management practices and rules, and taking initiative to develop and change them when necessary. | ||||||
| 2 | Developing positive attitudes towards lifelong learning and transforming them into behavior. | ||||||
| 2 | Developing different perspectives and producing solutions by taking responsibility for the solution of complex problems that require expertise and are encountered in the field of Business Management and its sub-disciplines. | X | |||||
| 2 | Thinking about individual and social problems related to Business Management and producing solutions in the light of current developments | X | |||||
| 2 | To have information about basic resources, current trends and approaches regarding Business Management in the light of current developments in the field of business | X | |||||
| 3 | Solving the problems encountered in business theory and practice by using research methods specific to the field of Business. | X | |||||
| 3 | Advanced use of information and communication technologies along with computer software at the level required by the field of Business Management. | ||||||
Assessment Methods
| Contribution Level | Absolute Evaluation | |
| Rate of Midterm Exam to Success | 50 | |
| Rate of Final Exam to Success | 50 | |
| Total | 100 | |