Course Detail
Course Description
| Course | Code | Semester | T+P (Hour) | Credit | ECTS |
|---|---|---|---|---|---|
| STRATEGIC HUMAN RESOURCES MANAGEMENT | - | Fall Semester | 3+0 | 3 | 5 |
| Course Program |
| Prerequisites Courses | |
| Recommended Elective Courses |
| Language of Course | Turkish |
| Course Level | First Cycle (Bachelor's Degree) |
| Course Type | Required |
| Course Coordinator | Assoc.Prof. Pelin VARDARLIER |
| Name of Lecturer(s) | Prof.Dr. Canan ÇETİN |
| Assistant(s) | |
| Aim | The aim of the course is to know the basic concepts of human resources management, to know important concepts about strategic management, to learn the strategic historical development of human resources management, to understand the views on strategic human resources management, to be able to explain the dimensions of strategic human resources management, to be able to explain the cultural dimension of strategic human resources management, to establish a strategic human resource management and organizational performance relationship, to be able to comprehend human resources strategies, to evaluate the understanding of strategic human resource management in Turkey. |
| Course Content | This course contains; Introduction and Presentation of Subjects,Basic Concepts Related to Human Resources Management Development of Human Resources Management,Important Concepts About Strategic Management Strategic Historical Process of Human Resource Management,Conceptual Fundamentals of Strategic Human Resources Management Strategic Alignment Between Strategic Management and Human Resource Management,Opinions about Strategic Human Resources Management I Situationalist Opinion Aligning Non-Tangible Assets to Strategy,Opinions about Strategic Human Resources Management II Universal view Ready State of Human Capital,Dimensions of Strategic Human Resource Management I Strategic Human Resource Management and Environmental Factors Readiness Status of Information Capital,The Dimensions of Strategic Human Resources Management II The Importance of Human Resources in Terms of Industrial Relations Limits of Strategic HRM Readiness of Organizational Capital,Cultural Basis of Strategic Human Resource Management Global Human Resource Management: Similarities and Differences,Cultural Theories of Strategic Human Resources Management II American HRM Approach, European HRM Understanding, Human Resource Management in Japan and HRM in Korea,Strategic Human Resources Management and Organizational Performance Relationship,Human Resources Strategies,Significant Works on Strategic Human Resources,Evaluation of Strategic Human Resource Management Approach in Turkey. |
| Dersin Öğrenme Kazanımları | Teaching Methods | Assessment Methods |
| 1. Will be able to evaluate the function of human resource management applications at businesses | 16, 9 | A |
| 1.1. Interprets the process of strategic human resource management at the corporation level. | ||
| 1.2. Questions about the function of the human resources processes. | ||
| 2. Will be able to know that change, strategy, harmony with the environment can be achieved through human resources. | 16, 9 | A |
| 2.1. Identifies the added value created by means of the human resources processes. | ||
| 2.2. Form new organization structures / challenge existing organization structures to improve them. | ||
| 3. Will be able to know the role of human resources in relation to human resources and performance. | 16, 9 | A |
| 3.1. Setting performance objectives, monitoring them, and holding performance appraisal meetings. | ||
| 3.2. Develop the proper management practices for the organization. | ||
| 4. Will be able to use theoretical and practical knowledge in strategic human resource management and other social sciences together. | 16, 9 | A |
| 4.1. Develop the skills to work together with different disciplines. | ||
| 4.2. Achieve the capacity to synthesize social, academic and professional knowledge. | ||
| 5. Will be able to know the strategic role of human resource while performing human resources strategies. | 16, 9 | A |
| 5.1. Learn the tools and approaches necessary to motivate employees. | ||
| 5.3. Design career and backup plans. |
| Teaching Methods: | 16: Question - Answer Technique, 9: Lecture Method |
| Assessment Methods: | A: Traditional Written Exam |
Course Outline
| Order | Subjects | Preliminary Work |
|---|---|---|
| 1 | Introduction and Presentation of Subjects | Reading the related chapter in the course book |
| 2 | Basic Concepts Related to Human Resources Management Development of Human Resources Management | Reading the related chapter in the course book |
| 3 | Important Concepts About Strategic Management Strategic Historical Process of Human Resource Management | Reading the related chapter in the course book |
| 4 | Conceptual Fundamentals of Strategic Human Resources Management Strategic Alignment Between Strategic Management and Human Resource Management | Reading the related chapter in the course book |
| 5 | Opinions about Strategic Human Resources Management I Situationalist Opinion Aligning Non-Tangible Assets to Strategy | Reading the related chapter in the course book |
| 6 | Opinions about Strategic Human Resources Management II Universal view Ready State of Human Capital | Reading the related chapter in the course book |
| 7 | Dimensions of Strategic Human Resource Management I Strategic Human Resource Management and Environmental Factors Readiness Status of Information Capital | Reading the related chapter in the course book |
| 8 | The Dimensions of Strategic Human Resources Management II The Importance of Human Resources in Terms of Industrial Relations Limits of Strategic HRM Readiness of Organizational Capital | Reading the related chapter in the course book |
| 9 | Cultural Basis of Strategic Human Resource Management Global Human Resource Management: Similarities and Differences | Reading the related chapter in the course book |
| 10 | Cultural Theories of Strategic Human Resources Management II American HRM Approach, European HRM Understanding, Human Resource Management in Japan and HRM in Korea | Reading the related chapter in the course book |
| 11 | Strategic Human Resources Management and Organizational Performance Relationship | Reading the related chapter in the course book |
| 12 | Human Resources Strategies | Reading the related chapter in the course book |
| 13 | Significant Works on Strategic Human Resources | Reading the related chapter in the course book |
| 14 | Evaluation of Strategic Human Resource Management Approach in Turkey | Reading the related chapter in the course book |
| Resources |
| Serkan Bayraktaroğlu ve Erhan Atay, Stratejik İnsan Kaynakları Yönetimi, 1. Baskı, Beta Yayıncılık, 2016. |
Course Contribution to Program Qualifications
| Course Contribution to Program Qualifications | |||||||
| No | Program Qualification | Contribution Level | |||||
| 1 | 2 | 3 | 4 | 5 | |||
| 1 | Defines the theoretical issues in the field of HRM. | X | |||||
| 2 | Describes the necessary quantitative and statistical methods in the field of HRM. | ||||||
| 3 | Uses at least one computer program in the field of HRM. | ||||||
| 4 | Sustains proficiency in a foreign language required in HRM. | ||||||
| 5 | Prepares HR projects and leads teams. | X | |||||
| 6 | Constantly updates himself / herself by following developments in science and technology with an understanding of the importance of lifelong learning through critically evaluating the knowledge and skills that s/he has got. | ||||||
| 7 | Uses theoretical and practical expertise in the field of HRM. | X | |||||
| 8 | Follows up-to-date technology using a foreign language at least A1 level, holds verbal / written communication skills. | ||||||
| 9 | Adopts organizational / institutional and social ethical values. | X | |||||
| 10 | Within the framework of community involvement, adopts social responsibility principles and takes initiative when necessary. | ||||||
| 11 | Uses and analyses basic facts and data in various disciplines (economics, finance, sociology, law, business) in order to conduct interdisciplinary studies. | X | |||||
| 12 | Have the necessary skills to ascertain person-job fit and person-organization fit. | X | |||||
| 13 | Have enough knowledge to put forward some ideas in all business functions and have aptitude to collaborate with other departments. | X | |||||
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 | 14 | 3 | 42 | |||
| Guided Problem Solving | 14 | 2 | 28 | |||
| Resolution of Homework Problems and Submission as a Report | 2 | 10 | 20 | |||
| Term Project | 0 | 0 | 0 | |||
| Presentation of Project / Seminar | 1 | 10 | 10 | |||
| Quiz | 0 | 0 | 0 | |||
| Midterm Exam | 1 | 15 | 15 | |||
| General Exam | 1 | 20 | 20 | |||
| Performance Task, Maintenance Plan | 0 | 0 | 0 | |||
| Total Workload(Hour) | 135 | |||||
| Dersin AKTS Kredisi = Toplam İş Yükü (Saat)/30*=(135/30) | 5 | |||||
| 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 | - | Fall Semester | 3+0 | 3 | 5 |
| Course Program |
| Prerequisites Courses | |
| Recommended Elective Courses |
| Language of Course | Turkish |
| Course Level | First Cycle (Bachelor's Degree) |
| Course Type | Required |
| Course Coordinator | Assoc.Prof. Pelin VARDARLIER |
| Name of Lecturer(s) | Prof.Dr. Canan ÇETİN |
| Assistant(s) | |
| Aim | The aim of the course is to know the basic concepts of human resources management, to know important concepts about strategic management, to learn the strategic historical development of human resources management, to understand the views on strategic human resources management, to be able to explain the dimensions of strategic human resources management, to be able to explain the cultural dimension of strategic human resources management, to establish a strategic human resource management and organizational performance relationship, to be able to comprehend human resources strategies, to evaluate the understanding of strategic human resource management in Turkey. |
| Course Content | This course contains; Introduction and Presentation of Subjects,Basic Concepts Related to Human Resources Management Development of Human Resources Management,Important Concepts About Strategic Management Strategic Historical Process of Human Resource Management,Conceptual Fundamentals of Strategic Human Resources Management Strategic Alignment Between Strategic Management and Human Resource Management,Opinions about Strategic Human Resources Management I Situationalist Opinion Aligning Non-Tangible Assets to Strategy,Opinions about Strategic Human Resources Management II Universal view Ready State of Human Capital,Dimensions of Strategic Human Resource Management I Strategic Human Resource Management and Environmental Factors Readiness Status of Information Capital,The Dimensions of Strategic Human Resources Management II The Importance of Human Resources in Terms of Industrial Relations Limits of Strategic HRM Readiness of Organizational Capital,Cultural Basis of Strategic Human Resource Management Global Human Resource Management: Similarities and Differences,Cultural Theories of Strategic Human Resources Management II American HRM Approach, European HRM Understanding, Human Resource Management in Japan and HRM in Korea,Strategic Human Resources Management and Organizational Performance Relationship,Human Resources Strategies,Significant Works on Strategic Human Resources,Evaluation of Strategic Human Resource Management Approach in Turkey. |
| Dersin Öğrenme Kazanımları | Teaching Methods | Assessment Methods |
| 1. Will be able to evaluate the function of human resource management applications at businesses | 16, 9 | A |
| 1.1. Interprets the process of strategic human resource management at the corporation level. | ||
| 1.2. Questions about the function of the human resources processes. | ||
| 2. Will be able to know that change, strategy, harmony with the environment can be achieved through human resources. | 16, 9 | A |
| 2.1. Identifies the added value created by means of the human resources processes. | ||
| 2.2. Form new organization structures / challenge existing organization structures to improve them. | ||
| 3. Will be able to know the role of human resources in relation to human resources and performance. | 16, 9 | A |
| 3.1. Setting performance objectives, monitoring them, and holding performance appraisal meetings. | ||
| 3.2. Develop the proper management practices for the organization. | ||
| 4. Will be able to use theoretical and practical knowledge in strategic human resource management and other social sciences together. | 16, 9 | A |
| 4.1. Develop the skills to work together with different disciplines. | ||
| 4.2. Achieve the capacity to synthesize social, academic and professional knowledge. | ||
| 5. Will be able to know the strategic role of human resource while performing human resources strategies. | 16, 9 | A |
| 5.1. Learn the tools and approaches necessary to motivate employees. | ||
| 5.3. Design career and backup plans. |
| Teaching Methods: | 16: Question - Answer Technique, 9: Lecture Method |
| Assessment Methods: | A: Traditional Written Exam |
Course Outline
| Order | Subjects | Preliminary Work |
|---|---|---|
| 1 | Introduction and Presentation of Subjects | Reading the related chapter in the course book |
| 2 | Basic Concepts Related to Human Resources Management Development of Human Resources Management | Reading the related chapter in the course book |
| 3 | Important Concepts About Strategic Management Strategic Historical Process of Human Resource Management | Reading the related chapter in the course book |
| 4 | Conceptual Fundamentals of Strategic Human Resources Management Strategic Alignment Between Strategic Management and Human Resource Management | Reading the related chapter in the course book |
| 5 | Opinions about Strategic Human Resources Management I Situationalist Opinion Aligning Non-Tangible Assets to Strategy | Reading the related chapter in the course book |
| 6 | Opinions about Strategic Human Resources Management II Universal view Ready State of Human Capital | Reading the related chapter in the course book |
| 7 | Dimensions of Strategic Human Resource Management I Strategic Human Resource Management and Environmental Factors Readiness Status of Information Capital | Reading the related chapter in the course book |
| 8 | The Dimensions of Strategic Human Resources Management II The Importance of Human Resources in Terms of Industrial Relations Limits of Strategic HRM Readiness of Organizational Capital | Reading the related chapter in the course book |
| 9 | Cultural Basis of Strategic Human Resource Management Global Human Resource Management: Similarities and Differences | Reading the related chapter in the course book |
| 10 | Cultural Theories of Strategic Human Resources Management II American HRM Approach, European HRM Understanding, Human Resource Management in Japan and HRM in Korea | Reading the related chapter in the course book |
| 11 | Strategic Human Resources Management and Organizational Performance Relationship | Reading the related chapter in the course book |
| 12 | Human Resources Strategies | Reading the related chapter in the course book |
| 13 | Significant Works on Strategic Human Resources | Reading the related chapter in the course book |
| 14 | Evaluation of Strategic Human Resource Management Approach in Turkey | Reading the related chapter in the course book |
| Resources |
| Serkan Bayraktaroğlu ve Erhan Atay, Stratejik İnsan Kaynakları Yönetimi, 1. Baskı, Beta Yayıncılık, 2016. |
Course Contribution to Program Qualifications
| Course Contribution to Program Qualifications | |||||||
| No | Program Qualification | Contribution Level | |||||
| 1 | 2 | 3 | 4 | 5 | |||
| 1 | Defines the theoretical issues in the field of HRM. | X | |||||
| 2 | Describes the necessary quantitative and statistical methods in the field of HRM. | ||||||
| 3 | Uses at least one computer program in the field of HRM. | ||||||
| 4 | Sustains proficiency in a foreign language required in HRM. | ||||||
| 5 | Prepares HR projects and leads teams. | X | |||||
| 6 | Constantly updates himself / herself by following developments in science and technology with an understanding of the importance of lifelong learning through critically evaluating the knowledge and skills that s/he has got. | ||||||
| 7 | Uses theoretical and practical expertise in the field of HRM. | X | |||||
| 8 | Follows up-to-date technology using a foreign language at least A1 level, holds verbal / written communication skills. | ||||||
| 9 | Adopts organizational / institutional and social ethical values. | X | |||||
| 10 | Within the framework of community involvement, adopts social responsibility principles and takes initiative when necessary. | ||||||
| 11 | Uses and analyses basic facts and data in various disciplines (economics, finance, sociology, law, business) in order to conduct interdisciplinary studies. | X | |||||
| 12 | Have the necessary skills to ascertain person-job fit and person-organization fit. | X | |||||
| 13 | Have enough knowledge to put forward some ideas in all business functions and have aptitude to collaborate with other departments. | X | |||||
Assessment Methods
| Contribution Level | Absolute Evaluation | |
| Rate of Midterm Exam to Success | 50 | |
| Rate of Final Exam to Success | 50 | |
| Total | 100 | |