Staff Management and Labour Relations
Code: 103758Credits: 6
| Degree programme | Type | Course |
|---|---|---|
| Hotel Management | OB | 3 |
Contact lecturer
- Name :
- Maria Dolores Ruiz Lozano
- Email :
- dolores.ruiz@uab.cat
Group languages
You can consult this information at the end of the document.
Prerequisites
The subject, as it emerges from its name, aims to give students the knowledge and tools necessary to be able to manage companies and institutions in the hotel sector, in particular, and leisure. These skills will also enable the Student to manage companies and institutions from other intdustries. The most significant prerequisite is having knowledge of human resources management.
Objectives
At the end of the course the student must be able to:
1. Know what the personnel management consists of.
2. Know how to detect and apply the main managerial skills.
3. Be able to create and coordinate work teams.
4. Know the profiles and methods that define the jobs in a business organization.
5. Know the modern techniques of negotiation and conflict resolution.
6. Discover and strengthen your own leadership abilities.
7. Know how to apply vertical and horizontal communication processes in the company, as well as detect possible barriers in business communication.
8. Be able to apply the main strategies of personnel management to a sector with such a complex idiosyncrasy, such as hotel and tourism in general.
9. Have the sensitivity to apply and transmit respect for issues related to the environment.
10. Gender perspective- Knowledge of gender equity values in professional practice.
Learning outcomes
- Develop a capacity for independent learning.
- Manage communication techniques at all levels.
- Manage and organise time.
- Work in teams.
- Be able to self-evaluate knowledge acquired.
- Demonstrate ethical behaviour is social relations and the ability to adapt to different intercultural situations.
- Analyse, summarise and evaluate information.
- Demonstrate leadership abilities in the management of human resources in hotel and catering companies.
- Identify the specific differentiating characteristics from a human resources point of view of the different business subsystems in the sector.
- Identify the specific differentiating characteristics from an internal and external communications point of view of the different business subsystems in the sector.
- Apply management, evaluation and coordination techniques for human resources in the companies of the hotel and catering sector.
- Acquire communication and conflict management skills.
- Apply personal management techniques which promote good management though the application of internal information systems.
- Use communication techniques applicable in human resources management in hotel and catering companies.
Contents
1 / Personnel management styles
2 / Teamwork in organizations
3 / The negotiation
4 / Corporate Communication
5 / Crisis Management in the company
6 / Time management as a managerial skill
7 / Total quality management in the hotel sector
8 / Management of virtual teams
9 / Emotional Intelligence
10 / Collective agreements for hospitality and cleaning
Learning activities and methodology
| Title | Hours | ECTS | Learning outcomes |
|---|---|---|---|
| Tutorials | 15 | 0.6 | 1, 2, 3, 5, 6, 7, 8, 9, 10, 11, 12, 13, 14 |
| Assignments | 26 | 1.04 | 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 12, 13, 14 |
| Study and readings | 33 | 1.32 | 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 12, 13, 14 |
| Theoriticalclasses | 50 | 2 | 1, 2, 3, 5, 6, 7, 8, 9, 10, 11, 12, 13, 14 |
TEACHING LANGUAGE: ENGLISH
Three teaching methodologies will be fundamentally developed:
1. Methodology of the theoretical part of the subject:
The professor will explain theoretical contents of the different subjects of which the subject consists. This theoretical aspect will be complemented with real examples. Part of the subject will be found in the Virtual Campus available to the student.
2. Methodology of the practical part of the subject:
Practices will be carried out, inside and outside the classroom, both individually (especially when what is intended to enhance their own abilities), as well as in groups (when it comes to applying the theoretical concepts or the fundamental principles of the management of a business). The result of these practices will be analyzed jointly in class and the conclusions of these will be incorporated into the theoretical contents.
3. Methodology of the non-attendance part:
Most of the information related to the subject will be posted on the Virtual Campus. This will be the theoretical contents, individual and group exercises to be carried out, and practical cases that must be done inside and outside the classroom, etc. In addition, complementary references of bibliographic type, infographic, web pages, etc. will be incorporated.
In the three methodological sections, there is always the possibility of including real life events, since this subject can incorporate into its contents aspects related to the dynamic and changing aspects of the tourism and hotel sectors.
Assessment
Continuous assessment activities
| Title | Weight | Hours | ECTS | Learning outcomes |
|---|---|---|---|---|
| Individual practical exercises | 25% | 10 | 0.4 | 1, 2, 3, 5, 6, 7, 8, 9, 10, 11, 12, 13, 14 |
| Test | 50% | 2 | 0.08 | 1, 3, 5, 6, 7, 8, 9, 10, 11, 13, 14 |
| Team work | 10% | 4 | 0.16 | 4, 7, 11 |
| Practical exercises in group and oral presentation | 25% | 10 | 0.4 | 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 12, 13, 14 |
The evaluation of this subject follows the below system:
1. CONTINUOUS EVALUATION
The evaluation system consists of requirements A, B and C.
A. Completion, a minimum of 80%, of the practical and individual exercises to be developed in the classroom (25% of the final grade).
B. Completion.a minimum of 80%, of the group dynamics that will be carried out in the classroom. If you have to make a presentation to the class, it will be mandatory. (25% of the final grade).
C. Theoretical test, knowledge of the contents of the subject. (50% of the final grade)
To pass the subject through the continuous assessment system it is essential to pass the theoretical part separately (section C) and the practical part (sections A and B).
2. SINGLE EVALUATION
Final exam of the subject will be the day and hour established in the official program of the Center. Questions will include contents explained by the professor, as well as aspects derived from the practical part of the subject. The single evaluation will consist of:
- Delivery of three exercises. (25%)
- Delivery of course work. (25%)
- Complete exam, practical and theoretical, of all the topics included in the syllabus. (50%)
If any of these parts are not completed the final qualification will be \"Not EVALUABLE\".
The grade for the subject will be NOT EVALUABLE when the student attends less than half of the assessment activities and/or does not attend the final exam.
3. REEVALUATION
Students who have obtained a grade equal to or greater than 3.5 and less than 5 will be able to be presented for recuperation. The maximum grade of this recuperation will not exceed 5 as the final grade. The date will be the day and time established in the academic calendar in the official program of the Center.
Restricted use of AI. It is permitted exclusively for support tasks (e.g., literature searches, proofreading, or translation), at the instructor's discretion. Students must clearly identify the tasks or sections in which they used AI, specify the tools employed, and include a brief critical reflection on how this use influenced the work process and the final result. Lack of transparency in the use of AI will result in a grade of 0 for the assignment.
Irregularities in an Assessment:
Any irregularity in an assessment (academic fraud, plagiarism, or misuse of AI, unless expressly authorized in the course syllabus) that could lead to a significant change in the grade will result in a grade of 0 for that assessment. If the course syllabus stipulates that a minimum grade in this assessment is a prerequisite for passing the course, or if several irregularities occur in the assessments of the same course, the final grade for that course will be 0. Furthermore, disciplinary proceedings may be initiated against any student who commits any of these irregularities.
Bibliography
AGUIAR QUINTANA, Teresa (2002). El liderazgo y la calidad en el sector hotelero. Edita Fundación FYDE Caja Canarias. Tenerife.
Asociación Española de Expertos Científicos en Turismo (AECIT) (2015). La actividad turística española en 2014. Madrid.
BAYÓN MARINÉ, F. & GARCIA ISA, I. (2015) Gestión de Recursos Humanos. Manual para técnicos en empresas turísticas. Editorial Síntesis, Madrid.
BERLINCHES CEREZO, Andrés (2005). Casos y supuestos en dirección y gestión de recursos humanos. Rústica. Ediciones Díaz de Santos.
BORRELL, Francesc (2001). Comunicar bien para dirigir mejor. Ediciones Gestión 2000, Barcelona.
BOYATZIS, Richard y GOLEMAN, Daniel (2010). El líder resonante crea más. Editorial Debolsillo, Madrid.
BOYETT, Joseph i Jimmie (1999). Lo mejor de los gurús. Ed. Gestión 2000, Barcelona.
CONFEDERACIÓ EMPRESARIAL D’HOSTALERIA DE CATALUNYA (2018) “Convenio Colectivo para la Industria de Hostelería y Turismo de Cataluña”
DEL VALLE, V. (1997) Economía y Organización de Empresas Ed. Mc Graw Hill, Barcelona.
DOMÍNGUEZ, F. (2005). Derecho Administrativo y Legislación Turística. Ed. Centro de Estudios Ramón Areces. Madrid.
GOLEMAN, Daniel (2005). La práctica de la inteligencia emocional. Ed. Kairós. Tercera edició, Barcelona.
GÓMEZ GARCÍA, Roberto (2008). Contratación laboral 2008. Editorial Fundación Confemetal, Madrid.
HUNT, John (2007). Dirección de personal en la empresa. Editorial McGraw-Hill, Barcelona.
LÓPEZ-CÓZAR, Cristina (2009). Negociación inteligente. Edita Delta Publicaciones. Madrid.
LUNA, Roberto y PARDO, Manuela (2006). Recursos humanos para turismo. Ed. Prentice Hall, Madrid.
MARTÍN, Inmaculada (2004). Dirección y gestión de empresas del sector turístico. Editorial Pirámide. Tercera edición, Madrid.
MONTANER, Ramón y asociados (1998): Manual del directivo eficaz. Ed. Gestión 2000, Barcelona.
PÉREZ GOROSTEGUI, E (2006). Economía de la empresa. Ed. Centro de Estudios Ramón Areces, Madrid.
PUCHOL, Luis (2005): Nuevos casos en Dirección y Gestión de Recursos Humanos. Ediciones Díaz de Santos, Madrid.
PUCHOL, Luis (2003): Dirección y gestión de Recursos Humanos. Ediciones Díaz de Santos, Madrid.
RICART, GALLO, FRAGUAS (2007). Diseño de Organizaciones Ed. Folio Colección IESE, Barcelona.
ROBINS, Stephen P. (2007). Supervisión. Editorial Pearson, México.
SAAVEDRA ROBLEDO, I. (2007) Dirección de Recursos Humanos. UNED, Madrid
SERRAT JULIA, J. (1996). La Gestión de Personal en la Empresa Turística. Ed. Centro de Estudios Ramón Areces.
A rigorous text-topic correlation cannot be established, since most of the books analyze content and assumptions applicable to the subject in general.
Software
Word, PPT
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 | 1 | Catalan/Spanish | first semester | morning-mixed |