Guide in PDF format
Logo

Management and Development of Human Resources in Organisations

Code: 101635
Credits: 6
2026/2027
Degree programme Type Course
Education Studies OP 4

Contact lecturer

Name :
Pilar Pineda Herrero
Email :
pilar.pineda@uab.cat

Teaching staff

Sonia Fajardo Martínez

Group languages

You can consult this information at the end of the document.

Prerequisites

It is recommended to have passed the subjects: Design, monitoring and evaluation of plans and programs -2n-, models and training strategies to -3r- Organizations, Organizational Development and Educational Institutions -3r-.

Objectives

The management and development of people in organizations represents a great challenge for education professionals as they must be able to integrate the needs and interests of organizations with those of workers. These needs imply being able to manage talent and enhance skills, managing development processes to consolidate human teams in organizations. A human capital that is today, in a society like ours, the main asset.

With these premises, the subject aims to develop in future professionals the skills for their intervention within organizations or in work contexts. It is intended to analyze, manage, and evaluate the different policies of management and development of human resources, deepening the evolution and timeliness of this management, in addition to implementing various processes and effective tools.

The objectives of the subject are:

  • Analyze the evolution of people management in organizations within a complex and global context, and acquire a strategic vision of the current function.
  • Identify the different development policies and processes of integral management of human resources in organizations.
  • Design effective human resources development tools adapted to each context and organization.
  • Enhance the skills of the professional in charge of managing and leading people development policies in organizations.
  • Value the role of the training professional in organizations, and as a talent manager of the same.

Learning outcomes

  1. Form teams that are capable of carrying out activities effectively both in person and remotely in different ways.
  2. Design recruitment techniques and processes.
  3. Analyse the relationship between organizational structure and human resource planning.
  4. Participating actively in guided and supervised activities.
  5. Avoid decisions or judgments about people based on preconceived ideas or prejudices
  6. Identify situations in which a change or improvement is needed.
  7. Analyse a situation and identify its points for improvement.
  8. Communicate using language that is not sexist or discriminatory.
  9. Identify the principal forms of sex- or gender-based inequality and discrimination present in society.
  10. Analyse the sex- or gender-based inequalities and the gender biases present in one's own area of knowledge.
  11. Propose projects and actions that incorporate the gender perspective.

Contents

1. Human resources to organizations

1.1 The evolution of people management in organizations

1.2 Future prospects for HR management

1.3 Functions of the HR department

1.4 The cycle of people in organizations

2. HR policies

2.1 Introduction to HR policies

2.2 The strategic and comprehensive vision with the set of institutional policies

2.3 Definition of jobs and skills.

2.4 Management by competences.

2.5 Selection and reception

2.6 Performance evaluation.

2.7 Equality policy and plan.

2.7 Motivation, compensation and benefit.

2.8 Other HR policies: risk prevention, labor relations, and communication

3. HR development

3.1. HR policies and training policies

3.2. Strategic planning of training and development policies

3.3. Competency-based management and training

3.4. Career plans and promotion.

3.5. Talent management

3.6. CSR and training.

3.7. The HR professional: profile and functions

4. HR evaluation and training evaluation

4.1. Integrated HR assessment model

4.2. Performance evaluation and training

4.3. Evaluation of training transfer

4.4. Assessing the impact of training

5. HR and training consulting

Learning activities and methodology

Title Hours ECTS Learning outcomes
Supervised 30 1.2 3
Autonomous 75 3 2, 3
Directed 45 1.8 1, 2, 3, 4, 5

The protagonist in the teaching-learning process is thestudent at and it is under this premise that the methodology of the subject has been planned.

Methodology

  • Presentations by the teaching staff of the contents and basic issues of the syllabus. It is carried out with the entire class group and allows the exposure of the main contents through an open and active participation by the students. Despite being a typology of activity where the protagonist falls on the teaching figure, the active participation of students will be encouraged, sharing the learning that is being achieved.
  • Reduced group and individual work spaces supervised by the teaching staff where the contents and themes worked on in the large group are deepened. The activities to be carried out will be document analysis, interpretation of reports and data, resolution of cases and practical activities of analysis design of HR management strategies.
Annotation: within the schedule set by the centre or degree programme, 15 minutes of one class will be reserved for students to evaluate their lecturers and their courses or modules through questionnaires.

Assessment

Continuous assessment activities

Title Weight Hours ECTS Learning outcomes
Resolution of a practical case (providing material in the classroom)- individual 50% 0 0 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11
2 Individual essay - active methodologies 20% 0 0 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11
2 Group practices based on active methodologies 30% 0 0 2, 3, 6, 7, 8, 11

Continuous assessment for the course will be carried out throughout the academic year through the activities described above.

The resolution of a practical case study using classroom materials will take place on January 13, 2027. The resit examination will be held on January 27, 2027.

Individual and group assignments must be submitted at the end of the different modules; the teaching staff will announce the deadlines sufficiently in advance. Feedback and corrections will be returned within a maximum period of 20 working days.

To pass the course, students must achieve a minimum grade of 5 in each assessed activity.

To be eligible for the resit examination, students must have obtained a grade of 3 or higher.

UNIQUE ASSESSMENT -(VALUACIÓ ÚNICA)

The single assessment consists of an individual written theoretical examination and an individual oral examination. Each examination accounts for 50% of the final grade.

The examinations will take place on January 13, 2027. The resit examination will be held on January 27, 2027.

To pass the course, students must achieve a minimum grade of 5 in each assessed activity.

To be eligible for the resit examination, students must have obtained a grade of 3 or higher.

GENERAL CONSIDERATIONS

Attendance is mandatory. Absences must be justified; however, justification does not exempt students from the attendance requirement.

Students must submit 100% of the required activities; otherwise, they will not be considered eligible for assessment.

A positive attitude toward learning, analytical and constructive critical thinking, and active participation in all activities and sessions will be assessed.

Plagiarism will result in failure of the assessed activity.

To pass this course, students must demonstrate strong overall communication skills, both oral and written, as well as a good command of the language(s) of instruction specified in the course guide.

In all activities (individual and group), linguistic accuracy, quality of writing, and formal presentation aspects will be taken into account. Students must be able to express themselves fluently and accurately and demonstrate a high level of comprehension of academic texts. An activity may be returned without assessment or failed if the lecturer considers that these requirements have not been met.

This course incorporates a gender perspective and promotes inclusion through the use of gender-inclusive language in teaching materials and communications, as well as a balanced bibliography that highlights the contributions of both women and men authors. Active participation by all students is encouraged in safe and respectful learning environments that promote respect, non-discrimination, and a diversity of perspectives. Appropriate accommodations will also be provided to support the inclusion of students who require them. In addition, the course develops the UAB's generic competencies related to gender, such as critical thinking and a commitment to equality, with the aim of ensuring an inclusive learning environment free from stereotypes.

Appropriate adaptations will be provided to support the inclusion of students who require them.

For this course, the use of Artificial Intelligence (AI) technologies is permitted exclusively for tasks proposed by the instructors as part of classroom activities. The use of AI in any other activity is not permitted. Unauthorized use of AI in an assessed activity will be considered a breach of academic integrity and may result in a partial or total grade penalty, or more serious sanctions in severe cases. Specific validation procedures will be carried out to ensure authorship and the acquisition of competencies in cases of suspected academic fraud.

This course does not allow a comprehensive final examination (synthesis test).

Bibliography

  1. Alles, M. (2020) Formación, capacitación y desarrollo. Ed. Granica. Madrid
  2. Alles, Martha Alicia (2016). Dirección estratégica de recursos humanos. Gestión por competencias. Ediciones Granica. Buenos Aires.
  3. Alles, Martha Alicia (2015). Diccionario de competencias. Ediciones Granica. Buenos Aires.
  4. AYENSA, A.M. (2023) Gestión de recursos humanos, 2.ª edición. Paraninfo
  5. Capapé, Javier y otros (2019) ¿Se mide el retorno de la inversión en las políticas de recursos humans? Un anàlisis en España.
  6. Casanova, M.; (2021). El poder de la diferencia.
  7. Chiavenato, I. (2022) Gestión del talento humano. En el nuevo papel de los recursos humanos en las organizaciones. MCGraw-Hill. Madrid.
  8. CHIAVENATO, I (2020) Gestión del talento humano. El nuevo papel de los recursos humanos en las organizaciones. McGraw-Hill Interamericana de España S.L
  9. Gómez-Mejía, Luis R., autor; Balkin, David B., Gestión de Recursos humanos. (2016). Universidad complutense de Madrid. Madrid.
  10. Riera, P. Gestión de Recursos Humanos: enfoque sistémico en una perspectiva global. Revista de investigación en psicología, 2014, Vol.9 (1), p.109-122.
  11. Troger, H. (2021). Human Resource Management in a Post COVID-19 World: New Distribution of Power, Individualization, Digitalization and Demographic Developments. Editorial Almuzara. Madrid

Enllaços web:

http://www.mtas.es

www.aedipe.es

http://www.astd.org/astd/

http://www.arearh.com/

http://www.earli.org/special_interest_groups/learning_professional

http://www.empresaysociedad.org/

http://www.som.cranfield.ac.uk/som/

Software

Not needed

Course groups and languages

The information provided is provisional until November 30. After this date, you will be able to consult the language of each group through this link. To access the information, you will need to enter the course CODE

Type of teaching Group Language Semester Shift
(TE) Theory 4 Catalan/Spanish first semester morning-mixed