Human Capital Management

1. Strategic human resource management – human capital in the contemporary organizations

2. Selected models of strategic human resource management

3. Management teams in modern organizations

4. Stress in the workplace - ways of tackling the problem of burnout

5. Competency management as a key element of human resource management

6. Talent management in contemporary organizations

7. Power and a source of power in contemporary organizations

8. Leadership as a key factor in managing the 21st century

9. Organizational culture and its impact on human resource management

10. Creation of employee engagement as a challenge in managing people

Michael Armstrong, Armstrong's Handbook of Strategic Human Resource Management, 5th Edition, Kogan Page 2011

Dave Ulrich, Jon Younger, Wayne Brockbank, Mike Ulrich, HR from the Outside In: Six Competencies for the Future of Human Resources Hardcover, McGrow Hill Education 2012

Gary A. Yukl, Leadership in Organizations, (8th Edition), Prentice Hall 2012

David E Guest, Jaap Paauwe, Patrick Wright, HRM and Performance: Achievements and Challenges, 1st Edition; Wiley 2013

Wilson Wong, Valerie Anderson, Heather Bond, (2019), Human Capital Management Standards A Complete Guide, Kogan Page, GB, 3rd September 2019

Michael Armstrong, Stephen Taylor, Armstrong's Handbook of Human Resource Management Practice: Building Sustainable Organizational Performance Improvement 13th Edition, Kogan Page 2014

Clare Anne Francis, HRM Sample Materials: Cases, Problems & Designs on Human Resource Management (HRM) Topics, CreateSpace Independent Publishing Platform 2015

Marzena Fryczyńska, Human Capital Management, Szkoła Główna Handlowa, 2015.

Robert L. Mathis, John H. Jackson, Sean R. Valentine, Study Guide for Mathis/Jackson/Valentine's Human Resource Management, 14th Edition, South-Western College Pub 2013

KNOWLEGDE

W1 Student has in-depth knowledge of the methods and decision-support tools used in the enterprise in the area of human resource management, Student understands strategic nature of decisions and the environment for reaching them (open economy, uncertainty), as well as theoretical concepts referring to people management

W2 Student can describe the origin and evolution of human capital concept; has a sound knowledge about investment in human capital, value of human capital for the employer, capital management at the micro level (organization) and macro-economic level (mobility and movement of capital in the economy), connections between the value of human capital and education

W3 Student will have knowledge in the area of the international economic law (including law in the field of protection of industrial property and copyright) enabling conscious decision-making in this area from the perspective of the employee and employer/supervisor

SKILLS

U1 Student can apply methods for the analysis of human capital, identify and develop abilities to use human capital in the enterprise

U2 Student demonstrates ability to prepare oral presentations (in Polish and foreign language) on specific issues, with the use of knowledge of extended theoretical approaches

U3 Student will be able to define complex business problems and to formulate their solutions in an creative, conscious and ethical way, using for this purpose business analysis tools as well as accessible information and communication systems Lecture/discussion/ case study/ group work/presentation

SOCIAL COMPETENCES

K1 Student demonstrates ability to interact in a team both as a leader, as well as a member of a team

K2 Student understands the need to communicate in a professional environment (team)

K3 Student will be able to make the right decisions in a timely manner, based on the available data and premises

Case study, group work - 50%

Oral presentation - 50%