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HR Management

Code: 43409
Credits: 6
2026/2027
Degree programme Type Course
Hotel Management OB 1

Contact lecturer

Name :
Víctor Gimenez Garcia
Email :
victor.gimenez@uab.cat

Teaching staff

Carlos Martinez Lizama

Teaching staff (external to UAB)

Valeria Sanchez
Pere Torrens
Carlos Cosuelo

Group languages

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

Prerequisites

There are no previous prerequisites to take this subject.

Objectives

This module highlights the relevance of human processes in the hotel sector and the importance of their proper management to ensure the competitive advantage of hotel organizations. It provides the avant-garde approaches to increase the individual and group performance of the members of the hotel organizations, as well as the techniques that promote people's satisfaction through motivation, the development of their skills and the management by competencies.

The objectives are:

  • Highlighting the relevance of human processes in the hotel sector and the importance of proper management to ensure the competitive advantage of hotel organizations.
  • Providing avant-garde approaches to increase the individual and group performance of the members of hotel organizations.
  • Knowing the techniques that promote the satisfaction of people through motivation, the development of their skills and management skills.
  • Evaluating the level of competence / performance of the people who work in the organization individually and globally and practice, where appropriate, the necessary corrections.

Learning outcomes

  1. Communicate and justify conclusions clearly and unambiguously to both specialist and non-specialist audiences.
  2. Continue the learning process, to a large extent autonomously.
  3. Develop management and leadership skills.
  4. Identify and combine indicators with which to prepare reports for decision-making.
  5. Work in interdisciplinary teams.
  6. Generate innovative, competitive ideas and solutions.
  7. Use acquired knowledge as a basis for originality in the application of ideas, often in a research context.
  8. Interpret the basic outputs from the human resources module in the Information Systems
  9. Take decisions on human resources on the basis of information from the human resources module in the information system.
  10. Analyse the potential of ICT for consolidating the corporate culture and integrated management in multinational and multicultural hotel organisations.
  11. Recognise the valuable contribution made by the persons working in the hotel sector.
  12. Develop skills as an agent for change in a learning organisation.
  13. Demonstrate communication and negotiating skills in situations of conflict and tension.
  14. Manage human resources with the purpose of fulfilling the organisation's objectives.
  15. Define human resources policies in line with the hotel strategy.

Contents


  1. Organizational structure and jobs.

  2. Study, definition and assessment of jobs.

  3. Management by competences and the development of the HR.

  4. The selection of HR and remuneration systems in the hotel sector.

  5. Design of career plans.

  6. HR development policies. The internationalization of HR management.

  7. Development tools and achievement management.

  8. Managerial skills

  9. HR management in luxury chains.

  10. Presentation of practical experiences in HR in wolrd class hotel chains

Learning activities and methodology

Title Hours ECTS Learning outcomes
Case studies and teacher advise 50 2
Theory classes 45 1.8
Study, case studies preparation and exams 53.5 2.14

Teaching language: Spanish

The methodology is based on different activities:

  • Theory lectures where the professors will present the general topics, cases / exercises will be solved / discussed and debates will be held among students on topics exposed and previously read or explained
  • Written exams
  • Presentation of cases and requested projects
  • Personalized advice with the teacher, both individual and group

In this course, the use of Artificial Intelligence (AI) technologies is not allowed in any of its phases. Any assignment containing AI-generated content will be considered a breach of academic integrity and may result in partial or full penalization of the activity's grade, or more severe sanctions in serious cases

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
Project 2 presentation 35% 0.5 0.02 2, 5, 12, 15
Project 1 presentation 45% 0.5 0.02 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 12, 13, 14, 15
Cases study exam 20% 0.5 0.02 1, 2, 3, 4, 6, 7, 8, 10, 11, 12, 13, 14, 15

This subject/module does not offer the option for comprehensive evaluation

The commission of any irregularity in an assessment activity (academic fraud, plagiarism, or improper use of AI, unless such use is expressly authorized in the course guide) that could lead to a significant variation in the grade will result in that activity being graded with a 0. If the course guide stipulates that passing the subject requires obtaining a minimum grade in that assessment activity, or if several irregularities occur in the assessment activities of the same subject, the final grade for that subject will be 0. Independently of this, disciplinary proceedings may be initiated against any student who commits any of these irregularities.

To pass the subject, the student must attend to at least 80% of the lectures. For those students obtaining at least a mark of 3.5, there will be a retake exam.

Bibliography

  • BARON, J.; KREPS, D. (1999). Strategic Human Resources. John Wiley & Sons.
  • CASANUEVA, C., GARCÍA, J., CARO, F.J. (2000). Organización y gestión de empresas turísticas, Ed. Pirámide, Madrid.
  • CLAVER, E., GASCÓ, J.L., LLOPIS, J. (2015). Los recursos humanos en la empresa: Un enfoque directivo. Ed. Civitas, Madrid.
  • CORNELL HOSPITALITY REPORTS (2018). https://scholarship.sha.cornell.edu/chrreports/ 2018
  • DOLAN, S., SCHULER, R., VALLE, R. (2016). La gestión de los Recursos Humanos. McGraw-Hill, Madrid.
  • ESADE. Informe Cranfield-ESADE Gestión Estratégica de Recursos Humanos. Instituto de Estudios Laborales de ESADE.
  • GÓMEZ-MEJÍA, L, BALKIN, D.B.CARDY, ROBERT L. (2014). Dirección y Gestión de Recursos Humanos. Prentice Hall / Pearson, Madrid.
  • MARTIN, I. (2014). Dirección y gestión de empresas del sector turístico. Pirámide.
  • MILKOVICH, G. T. (2010). Newman, J. M. Compensation. McGraw-Hill.
  • ROBBINS, S.P. (2016). Comportamiento organizacional. Ed. Prentice Hall Inc, México.
  • SERRAT JULIÁ, J. (2006). La gestión del personal en la empresa turística”, Ed. Centro de Estudios Aceres, Madrid.
  • WAKER, J.R, & MILLER, J.E. (2012).  Supervision in the Hospitality Industry . John Wiley & Sons, Inc.

Software

None

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
(TEm) Theory (master) 1 Spanish first semester afternoon
(TEm) Theory (master) 2 Spanish first semester afternoon