The Human Resources course is designed to equip students with the necessary skills to address challenges in human resource management and job design within companies, integrating the specific objectives of the course with the broader goals of the Marketing and Management study program.

Specific Course Objectives:

Theoretical Knowledge and Understanding: Delve into the theories and principles governing strategic human resource management, enhancing this knowledge with multidisciplinary training that spans marketing, management, and emerging issues such as digitalization, sustainability, and circular economy.

Practical Application: Apply HRM theories and principles to design effective personnel management policies, create motivating job designs, manage engagement, promote diversity, and reduce the gender gap, with the aid of advanced tools such as artificial intelligence and data analysis. This integration of operational and strategic skills aims to comprehensively and autonomously tackle business processes.

Judgment Autonomy and Data Collection: Develop independent judgment through the collection and analysis of primary data, interviewing human resources directors and drafting business cases in collaboration with other students, thus strengthening the capacity for independent and aware decision-making.

Communication and Interpersonal Skills: Enhance communication and relational skills by working in teams and interacting with interviewed top managers, developing cross-skills such as leadership, teamwork ability, and project management.

Continuous and Collaborative Learning: Promote a learning approach that values interactions with business witnesses and classmates, integrating intellectual and managerial soft skills such as critical analysis, decision-making, and effective presentation abilities.

These specific educational objectives of the Human Resources course are designed to integrate seamlessly with the pillars of the study program in Marketing and Management, ensuring that students not only acquire a solid theoretical foundation and effective operational capability in the field of human resources but also develop a critical and strategic understanding of marketing and management dynamics. This integration guarantees comprehensive training, preparing students to successfully meet professional challenges in a global and competitive context.

Knowledge of the management and organizational issues of the company, also from a psychological, sociological and legal point of view.

Introduction Strategy, human resources and value
1 Strategy and human resources
2 The cycle of the value of human resources
Part 1 People
3 People, motivations and skills
4 Program to grow
5 Labor markets: instructions for use
6 The right people in the right place
Part 2 The reports
7 From the collective agreement to the individual contract
8 From the contract to the commitment
Part 3 The performance
9 Developing human capital
10 Labor organization policies
11 Manage performance
Part 4 Valorization
12 Evaluating human resources
13 Rewarding human resources
14 Participation
15 Valuing differences and plurality

G.Costa,M.Gianecchini
Risorse Umane: persone,relazioni e valore.
McGraw-Hill

http://bit.ly/CostaGianecchini3

The Human Resource Management course provides a comprehensive overview of human resource management policies and practices, highlighting their strategic role in creating value for organisations. The introduction presents the link between corporate strategy and human resources management, emphasising the importance of aligning HR policies with the organisation's strategic objectives. It also illustrates the HR value cycle, which comprises four basic phases: people, relationships, performance and valorisation.

In the first part of the course, entitled 'People', the topics of motivation and individual competencies are explored. Students will learn how to plan for human resources growth, understand how labour markets work and how to select the right people for the right roles within the organisation. Tools and techniques will be provided to attract, select and retain talent, taking into account the strategic needs of the company.

The second part of the course, 'Relationships', focuses on the evolution of labour relations from collective to individual contracts. The different contractual forms and their impact on human resources management will be analysed. In addition, the concept of commitment, i.e. the commitment and dedication of employees to the organisation, and how to promote it through effective HR policies, will be explored.

In the third part, 'Performance', the focus shifts to human capital development and work organisation policies. Students will learn how to design training and skills development paths, manage employee performance and create a work environment that fosters productivity and engagement.

The fourth and final part of the course, 'Appraisal', addresses the topics of human resources evaluation and reward. The main performance appraisal and reward systems will be presented, highlighting the importance of aligning them with the organisation's strategic objectives. In addition, the topic of employee participation in business decisions and the importance of valuing differences and plurality within the organisation will be explored.

By the end of the course, students will have acquired a solid understanding of human resources management policies and practices and their strategic role in creating value for organisations. They will be able to design and implement effective HR policies, aligned with the company's strategic objectives, and manage the different stages of the HR value cycle, from selection to talent development.

The course will also be developed through lectures and seminars given by a number of HR directors from large national and international companies who will speak in the classroom to bring to the students the concrete experience of different HR policies in companies of different sectors and sizes, the students will have to interview them and develop business cases on the strategic HR Planning of the companies interviewed through group work involving brainstorming and problem solving.

The study approach to human resource management has traditionally had a mostly operational orientation. Although there are no human resources instruments or decisions that do not presuppose a number of assumptions about human nature and the functioning of organizations, attempts to settle operational tools and research on human resources policies have generally an insufficient theoretical orientation. Today, we are struggling to overcome this deficit in theoretical elaboration and empirical knowledge, which in the past has given way to ephemeral and damaging fashions. The situation is clearly improving. The university and post-graduate training initiatives, the magazines, the websites, the research centers and the professional communities engaged in research or in innovative activities are constantly increasing. To those who start these studies, we propose a course that presents itself as a summary of the main problems of human resources management written with attention to the theoretical elaborations and the development of professional practices.
The www.ateneonline.it/ site contains in-depth materials, multiple choice tests for self-assessment of learning.

Teaching materials will be provided by the lecturer and downloadable from the MS Team files section of the course

Final written exam (3 CLOSED BOOK questions)


The student evaluation includes a final written test and group work during the course (only for attending students). In the written test three open questions are proposed structured on 3-5 points each. Each question is worth 10 points. The student must demonstrate that he is able to design a human resource management system by aligning it with the strategic objectives of the organization, taking into account the characteristics of individuals, the availability of skills and the strength of relationships within the organization. The score of the exam is attributed by means of a mark expressed out of thirty based on the sum of the scores of the three questions. To pass the exam (18/30) the student must demonstrate that he has acquired sufficient knowledge of the topics by correctly answering the three questions. To achieve the maximum score (30/30 cum laude), the student must instead demonstrate that he has acquired an excellent knowledge of all the topics covered during the course; answer all questions correctly.

Objectives: 3, 4, 5, 8, 9, 12, 17. The course specifically illustrates the positive correlation between economic growth of 'business and economic systems when the way human resources are managed is shaped by gender equality and the quality of the work environment, which must not only be decent but also fulfilling by allowing people to fulfill themselves