Master of Science in Business Administration

Learning Objectives

Prerequisites

Program

Books

Bibliography

Teaching methods

Exam Rules

Updated A.Y. 2021-2022

LEARNING OUTCOMES: 

The course will provide students with an overview of the human resource management factors that contribute to business excellence. This is possible through the integration of different perspectives, which also come from disciplines others than those related specifically to business administration and management. This is in line with objectives of the whole program of studies, which aims to the comprehensive understanding of managerial and operative choices to be used within an organizational context. In this course, students will have an opportunity to work with, study and explore human resource theories and practices in modern companies.  At the end of this course the student should be able to: KNOWLEDGE AND UNDERSTANDING: - Acquire and demonstrate a good understanding of the general concepts related to human resource management, with a specific focus on individual dynamics; - Understand the universalistic and contingency approaches and apply them to the main HR strategies and practices; - Handle the theories and concepts related to the core functions of Human Resource Management; APPLYING KNOWLEDGE: - Apply theories related to the individuals and to the organizational context to real-file situation, such as actual and/or future working position, recruiting and selection announcements, and participation in group works;  - Apply theories related to HRM systems and to explain how HRM helps to create successful organizations; MAKING JUDGEMENTS - Evaluate personal and organizational contingencies, assess critical success factor, and formulate strategies apt to improve personal working conditions (actual and/or future); - Make critical judgements about the fit between people management strategies, individual differences and business strategies; COMMUNICATION SKILLS:  - Analyse and elaborate case studies; - Present theoretical concepts and make logic connections among them in a rapid way.

COURSE SCHEDULE

The study route is divided into 4 different sections (for both attending and not attending students):  Section I : Conceiving People as Strategic Resource; Section II : Securing Effective Employees; Section III : Improving Employee Performance;  Section IV : Motivating and Managing Employees.

MODE OF EXAMINATION 

The course will be assessed through a written exam. During the course, it will be possible to acquire extra bonus points through the elaboration of case studies. Groupworks are mandatory to pass the exam.  The exam will be done through open questions on concepts, in order to verify the level of understanding and logical connections and elaboration. The groupworks focus on verifying the ability to elaborate case studies and to apply knowledge learnt and give suggestion. Furthermore, the writing skills to express coherently and properly will be assessed.   The examination will be graded according to the following criteria: Ineligible: major deficiencies and/or inaccuracies in knowledge and understanding of topics; limited ability to analyze and synthesize; frequent generalizations and limited critical and judgmental skills; topics are stated inconsistently and with inappropriate language; 18-20: Barely sufficient knowledge and understanding of topics with possible generalizations and imperfections; sufficient skills of analysis synthesis and autonomy of judgment, topics are expounded frequently inconsistently and with inappropriate/technical language; 21-23: Routine knowledge and understanding of topics; Ability to analyze and synthesize correctly with sufficiently coherent logical argumentation and appropriate/technical language 24-26: Fair knowledge and understanding of topics; Good analytical and synthesis skills with arguments expressed rigorously but with language not always appropriate/technical. 27-29: Comprehensive knowledge and understanding of topics; considerable ability to analyze and synthesize. Good autonomy of judgment. Topics expounded rigorously and with appropriate/technical language 30-30L: Excellent level of thorough knowledge and understanding of topics. Excellent skills of analysis, synthesis and autonomy of judgment. Arguments expressed in an original manner and with appropriate technical language.

STUDY MATERIALS

Stewart & Brown. Human Resource Management: Linking Strategy to Practice, Wiley & Sons, 1st Edition, January 2009. ISBN - 13: 9780471717515. 

During the course, cases will be discussed from the textbook by Stewart & Brown. Other learning sources: Slides and other material will be available under the course web site.

Updated A.Y. 2020-2021

LEARNING OUTCOMES: 

The course will provide students with an overview of the human resource management factors that contribute to business excellence. This is possible through the integration of different perspectives, which also come from disciplines others than those related specifically to business administration and management. This is in line with objectives of the whole program of studies, which aims to the comprehensive understanding of managerial and operative choices to be used within an organizational context. In this course, students will have an opportunity to work with, study and explore human resource theories and practices in modern companies.  At the end of this course the student should be able to: KNOWLEDGE AND UNDERSTANDING: - Acquire and demonstrate a good understanding of the general concepts related to human resource management, with a specific focus on individual dynamics; - Understand the universalistic and contingency approaches and apply them to the main HR strategies and practices; - Handle the theories and concepts related to the core functions of Human Resource Management; APPLYING KNOWLEDGE: - Apply theories related to the individuals and to the organizational context to real-file situation, such as actual and/or future working position, recruiting and selection announcements, and participation in group works;  - Apply theories related to HRM systems and to explain how HRM helps to create successful organizations; MAKING JUDGEMENTS - Evaluate personal and organizational contingencies, assess critical success factor, and formulate strategies apt to improve personal working conditions (actual and/or future); - Make critical judgements about the fit between people management strategies, individual differences and business strategies; COMMUNICATION SKILLS:  - Analyse and elaborate case studies; - Present theoretical concepts and make logic connections among them in a rapid way.

COURSE SCHEDULE

The study route is divided into 4 different sections (for both attending and not attending students):  Section I : Conceiving People as Strategic Resource; Section II : Securing Effective Employees; Section III : Improving Employee Performance;  Section IV : Motivating and Managing Employees.

MODE OF EXAMINATION 

The course will be assessed through a written exam. During the course, it will be possible to acquire extra bonus points through the elaboration of case studies. Groupworks are mandatory to pass the exam.  The exam will be done through open questions on concepts, in order to verify the level of understanding and logical connections and elaboration. The groupworks focus on verifying the ability to elaborate case studies and to apply knowledge learnt and give suggestion. Furthermore, the writing skills to express coherently and properly will be assessed.   The examination will be graded according to the following criteria: Ineligible: major deficiencies and/or inaccuracies in knowledge and understanding of topics; limited ability to analyze and synthesize; frequent generalizations and limited critical and judgmental skills; topics are stated inconsistently and with inappropriate language; 18-20: Barely sufficient knowledge and understanding of topics with possible generalizations and imperfections; sufficient skills of analysis synthesis and autonomy of judgment, topics are expounded frequently inconsistently and with inappropriate/technical language; 21-23: Routine knowledge and understanding of topics; Ability to analyze and synthesize correctly with sufficiently coherent logical argumentation and appropriate/technical language 24-26: Fair knowledge and understanding of topics; Good analytical and synthesis skills with arguments expressed rigorously but with language not always appropriate/technical. 27-29: Comprehensive knowledge and understanding of topics; considerable ability to analyze and synthesize. Good autonomy of judgment. Topics expounded rigorously and with appropriate/technical language 30-30L: Excellent level of thorough knowledge and understanding of topics. Excellent skills of analysis, synthesis and autonomy of judgment. Arguments expressed in an original manner and with appropriate technical language.

STUDY MATERIALS

Stewart & Brown. Human Resource Management: Linking Strategy to Practice, Wiley & Sons, 1st Edition, January 2009. ISBN - 13: 9780471717515. 

During the course, cases will be discussed from the textbook by Stewart & Brown. Other learning sources: Slides and other material will be available under the course web site.

Updated A.Y. 2019-2020

LEARNING OUTCOMES:
The course will provide students with an overview of the human resource factors that contribute to business success. This is possible thanks to the integration of different perspectives coming also from other disciplines than those related specifically to business administration. This is also in line with objectives of the whole program of studies that aims to the comprehension of managerial and operative choices to be used within an organizational context.
In this course, students will have an opportunity to work with, study and explore human resource theories and practices in firms.

At the end of this course the student should be able to:

KNOWLEDGE AND UNDERSTANDING:
Acquire and demonstrate a good understanding of the general concepts related to human resource management. In particular:
1. Knowledge about individual aspects of an employee,
2. Knowledge about the universalistic and contingency approaches to the main HR strategies
3. Knowledge of theories and concepts related to the core functions of Human Resource Management

APPLYING KNOWLEDGE:
1. Ability to apply theories related to the individuals and to the individual organizational context to concrete/real-file situation such as actual and/or future working position, recruiting and selection announcements, and participation in group works.
2. Ability to apply theories related to HRM systems and to explain how HRM helps to create successful organizations.

MAKING JUDGEMENTS
1. Ability to evaluate personal and organizational contingencies, to assess critical success factor, so to formulate strategies apt to improve personal working conditions (actual and/or future).
2. Ability of making critical judgements about the fitting of the people management strategies, individual differences and business strategies, even related to corporate social responsability.

COMMUNICATION SKILLS:
1. Written ability to elaborate on case studies
2. Ability to present personal conclusions and to create logical links in a rapid manner

The study route is divided into 4 different sections (for both attending and not attending students):
I. Section I : Seeing People as Strategic Resource
a. Creating Value through Human Resources
b. Making Human Resources Management Strategic
c. Ensuring equal employment opportunity

II. Section II : Securing Effective Employees
a. Design productive work
b. Recruiting system
c. Selection system
D. Managing employee retention and separation

III. Section III : Improving Employee Performance
a. Measuring performance and providing feedback
b. Training for improved performance
c. Developing employees and their careers

IV. Section IV : Motivating and Managing Employees
a. Motivating employees through compensation
b. Design compensation and benefit packages
c. Working with labor
d. Aligning strategy with practices

The exam consists of an oral test  During the course will be possible to acquire extra bonus point on the final grade through the elaboration of case studies (micro-tasks).
Through this thus will be verify the following learning outcome: Knowledge and understanding, the ability of applying this knowledge and the capacity of making autonomous judgement. In addition, oral presentation skills will be also tested.
The group works (micro-tasks) instead focused on verifying ability to elaborate case studies, and thus to apply knowledge learnt and give suggestion, so making judgments, and the writing skills to express coherently and properly.

 REFERENCES

Stewart & Brown. Human Resource Management: Linking Strategy to Practice, Wiley & Sons, 1st Edition, January 2009. ISBN - 13: 9780471717515. During the course, cases will be discussed from the textbook Stewart & Brown.

Updated A.Y. 2018-2019

LEARNING OUTCOMES:
The course will provide students with an overview of the human resource factors that contribute to business success. This is possible thanks to the integration of different perspectives coming also from other disciplines than those related specifically to business administration. This is also in line with objectives of the whole program of studies that aims to the comprehension of managerial and operative choices to be used within an organizational context.
In this course, students will have an opportunity to work with, study and explore human resource theories and practices in firms.

At the end of this course the student should be able to:

KNOWLEDGE AND UNDERSTANDING:
Acquire and demonstrate a good understanding of the general concepts related to human resource management. In particular:
1. Knowledge about individual aspects of an employee,
2. Knowledge about the universalistic and contingency approaches to the main HR strategies
3. Knowledge of theories and concepts related to the core functions of Human Resource Management

APPLYING KNOWLEDGE:
1. Ability to apply theories related to the individuals and to the individual organizational context to concrete/real-file situation such as actual and/or future working position, recruiting and selection announcements, and participation in group works.
2. Ability to apply theories related to HRM systems and to explain how HRM helps to create successful organizations.

MAKING JUDGEMENTS
1. Ability to evaluate personal and organizational contingencies, to assess critical success factor, so to formulate strategies apt to improve personal working conditions (actual and/or future).
2. Ability of making critical judgements about the fitting of the people management strategies, individual differences and business strategies, even related to corporate social responsability.

COMMUNICATION SKILLS:
1. Written ability to elaborate on case studies
2. Ability to present personal conclusions and to create logical links in a rapid manner

The study route is divided into 4 different sections (for both attending and not attending students):
I. Section I : Seeing People as Strategic Resource
a. Creating Value through Human Resources
b. Making Human Resources Management Strategic
c. Ensuring equal employment opportunity

II. Section II : Securing Effective Employees
a. Design productive work
b. Recruiting system
c. Selection system
D. Managing employee retention and separation

III. Section III : Improving Employee Performance
a. Measuring performance and providing feedback
b. Training for improved performance
c. Developing employees and their careers

IV. Section IV : Motivating and Managing Employees
a. Motivating employees through compensation
b. Design compensation and benefit packages
c. Working with labor
d. Aligning strategy with practices

The exam consists of two parts: a written test and an oral test. The written test consists of 3 open questions. To pass the written test, students have to answer 2 out of 3 questions in a satisfactory way.
If the score of the written test is insufficient (less than 18), students will not be able to take the written test in the following exam session.
The final mark expressed in thirtieths takes into account the mark of the written test and the result of the oral interview. During the course will be possible to acquire extra bonus point on the final grade through the elaboration of case studies (micro-tasks).
Through this thus will be verify the following learning outcome: Knowledge and understanding, the ability of applying this knowledge and the capacity of making autonomous judgement. In addition, oral presentation skills will be also tested.
The group works (micro-tasks) instead focused on verifying ability to elaborate case studies, and thus to apply knowledge learnt and give suggestion, so making judgments, and the writing skills to express coherently and properly.

REFERENCES

Stewart & Brown. Human Resource Management: Linking Strategy to Practice, Wiley & Sons, 1st Edition, January 2009. ISBN - 13: 9780471717515. During the course, cases will be discussed from the textbook Stewart & Brown.

Updated A.Y. 2017-2018

 OVERVIEW

In today’s globally competitive and constantly changing business environment, effective human resource management skills are more important than ever before. It is often the case that materials and methods are common across enterprises, but the human dimension alone can differentiate one company from another and lead to the success or failure of a business. This course will provide students with an overview of the human resource factors that contribute to business success. - Pre-requisites for the course To have attended the Organizational Dynamics and Behaviour course  

LEARNING OBJECTIVES

In this course, students will have an opportunity to work with, study and explore human resource theories and practices in firms. In sum, the course addresses the knowledge and skills needed for effective line and staff H.R. management (HRM). 1. To develop your analytical, problem solving, and social interaction abilities within the human resource management (HRM) discipline; 2. To develop your basic understanding of the strategic business partnership role HRM plays in contemporary organizations; 3. To learn and apply business unit level HRM strategies that contribute to the effective management of organizations - contributing to competitive advantage and to adding value for all stakeholders.

PROGRAM

In this course, students will have an opportunity to work with, study and explore human resource theories and practices in firms. The study route is divided into 4 different sections (for both attending and not attending students): • Section I : Seeing People as Strategic Resource • Section II : Securing Effective Employees • Section III : Improving Employee Performance • Section IV : Motivating and Managing Employees. -

TEACHING METHODS 

The adopted teaching method is a Participant-Centered Learning one, that is highly interactive. Each session maybe composed of a frontal lesson, which is a theoretical foundation brick, immediately followed by class discussion of one or more real cases, and a full debrief with key take-away points. Additional tools will be profitably used, such as role-playing, testimonials, etc. 

 REFERENCES

Stewart & Brown. Human Resource Management: Linking Strategy to Practice, Wiley & Sons, 1st Edition, January 2009. ISBN - 13: 9780471717515. During the course, cases will be discussed from the textbook Stewart & Brown.

Updated A.Y. 2016-2017

LEARNING OBJECTIVES

In today’s globally competitive and constantly changing business environment, effective human resource management skills are more important than ever before. It is often the case that materials and methods are common across enterprises, but the human dimension alone can differentiate one company from another and lead to the success or failure of a business. This course will provide students with an overview of the human resource factors that contribute to business success. In this course, students will have an opportunity to work with, study and explore human resource theories and practices in firms. In sum, the course addresses the knowledge and skills needed for effective line and staff H.R. management (HRM). 1. To develop your analytical, problem solving, and social interaction abilities within the human resource management (HRM) discipline; 2. To develop your basic understanding of the strategic business partnership role HRM plays in contemporary organizations; 3. To learn and apply business unit level HRM strategies that contribute to the effective management of organizations - contributing to competitive advantage and to adding value for all stakeholders.

MAIN CONTENTS 

The study route is divided into 4 different sections:

Section I : Seeing People as Strategic Resource

Section II : Securing Effective Employees 

Section III : Improving Employee Performance

Section IV : Motivating and Managing Employees.

At the end of this course, the student will know and understand the following human resource topics: • Human factors necessary to organize a specific project • Leadership and organization skills required to develop and lead a team • Performance measurement requirements needed for an effective performance appraisal • Personality and work style differences among people and teams • The role of motivation in groups and individuals • The impact of leadership on a team • The role of power and influence as contributors to team success

MAIN REFERENCES

Stewart & Brown. Human Resource Management: Linking Strategy to Practice, Wiley & Sons, 1st Edition, January 2009. ISBN - 13: 9780471717515. During the course, cases will be discussed from the textbook Stewart & Brown.  

TEACHING METHODS

The adopted teaching method is a Participant-Centered Learning one, that is highly interactive. Each session maybe composed of a frontal lesson, which is a theoretical foundation brick, immediately followed by class discussion of one or more real cases, and a full debrief with key take-away points. Additional tools will be profitably used, such as role-playing, testimonials, etc.

CASE DISCUSSIONS

Students are expected to be fully engaged in the entire learning process. This means that students need to prepare the assigned readings of the cases prior to each class and come to class prepared to participate in group work and/or discussions to enhance the learning of the individual and the class. Students will find the relative assignment for each case on the textbook. Please read the questions carefully before the lesson. The objective is to involve all the class members in the discussion. The cases are designed to integrate the concepts from the case into the context of the course. With case discussions, each student will develop: 1. The ability to set the parameters for the problem (key concepts from the case). 2. Ample knowledge regarding the subject of the case (understanding of material, good response to the observations of others). 3. The ability to connect the case to other course concepts. 4. The ability to involve others in the discussion. In order to effectively discuss the cases, students need to be: • prepared with facts and specific quotes from the case. • prepared to comment, ask questions, or make observations about the case. During the discussion, students need to: • take a position on a question or a point. • ask questions to clarify a point. • help keep the discussion moving and on track. • help draw others into the discussion. • integrate theories and content from other cases. During the discussion, students should not: • come unprepared and show your lack of knowledge. • monopolizes the discussion. • make irrelevant comments. • be insensitive to other’s desire to speak or share opinions.

EXAM

The exam is made up of two parts: a written and an oral exam which will be held on the same day. I° - Written exam: there will be questions to answer regarding a case study or book contents. Students might  use specific content and theories as the basis of their analysis. Students  will not receive credits for their personal opinions unless backed by theory, lecture, and/or text material. Moreover, students might describe how the content/theory can be applied to the situation. Students'  answers will be evaluated on both quantity and quality. Answers that are more detailed and demonstrate a higher level of understanding and analysis will receive more points. II° - Oral exam: students will be asked to discuss their written answers to the case questions and to focus on some specific theoretical issues.

Updated A.Y. 2014-2015

LEARNING OBJECTIVES

In today’s globally competitive and constantly changing business environment, effective human resource management skills are more important than ever before.  It is often the case that materials and methods are common across enterprises, but the human dimension alone can differentiate one company from another and lead to the success or failure of a business.

This course will provide students with an overview of the human resource factors that contribute to business success.  In this course, students will have an opportunity to work with, study and explore human resource theories and practices in firms.

The study route is divided into 4 different sections:

• Section I : Seeing People as Strategic Resource
• Section II : Securing Effective Employees
• Section III : Improving Employee Performance
• Section IV : Motivating and Managing Employees.

At the end of this course, the student will know and understand the following human resource topics:
• Human factors necessary to organize a specific project
• Leadership and organization skills required to develop and lead a team
• Performance measurement requirements needed for an effective performance appraisal
• Personality and work style differences among people and teams
• The role of motivation in groups and individuals
• The impact of leadership on a team
• The role of power and influence as contributors to team success
In sum, the course addresses the knowledge and skills needed for effective line and staff H.R. management (HRM).

1. To develop your analytical, problem solving, and social interaction abilities within the human resource management (HRM) discipline;
2. To develop your basic understanding of the strategic business partnership role HRM plays in contemporary organizations;
3. To learn and apply business unit level HRM strategies that contribute to the effective management of organizations - contributing to competitive advantage and to adding value for all stakeholders.

TEACHING METHODS

The adopted teaching method is a Participant-Centered Learning one, that is highly interactive. Each session maybe composed of a frontal lesson, which is a theoretical foundation brick, immediately followed by class discussion of one or more  real cases, and a full debrief with key take-away points. Additional tools will be profitably used, such as role-playing,  testimonials, etc.

MAIN REFERENCES

- Stewart & Brown.  Human Resource Management:  Linking Strategy to Practice, Wiley & Sons, 1st Edition, January 2009.  ISBN - 13:  9780471717515.

During the course, cases will be discussed from the textbook Stewart & Brown. 

OTHER LEARNING SOURCES

Slides and other material will be available on the course website.

ATTENDANCE

Because of the concentrated nature of the MScBA programme, attendance in class is very important.

NOTE: Attendance for the first class session is mandatory as important information regarding the course and the instructors’ expectations are given. If you know in advance that you will be absent for one session, please contact your instructor to ensure that absence from a particular session is acceptable.