Universität Wien FIND

Bedingt durch die COVID-19-Pandemie können kurzfristige Änderungen bei Lehrveranstaltungen und Prüfungen (z.B. Absage von Vor-Ort-Lehre und Umstellung auf Online-Prüfungen) erforderlich sein. Melden Sie sich für Lehrveranstaltungen/Prüfungen über u:space an, informieren Sie sich über den aktuellen Stand auf u:find und auf der Lernplattform moodle.

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040201 KU Wirtschaftssoziologie - Vertiefung (MA) (2016W)

4.00 ECTS (2.00 SWS), SPL 4 - Wirtschaftswissenschaften
Prüfungsimmanente Lehrveranstaltung

An/Abmeldung

Details

max. 50 Teilnehmer*innen
Sprache: Englisch

Lehrende

Termine (iCal) - nächster Termin ist mit N markiert

Mittwoch 05.10. 11:30 - 13:00 Hörsaal 10 Oskar-Morgenstern-Platz 1 2.Stock
Mittwoch 12.10. 11:30 - 13:00 Hörsaal 10 Oskar-Morgenstern-Platz 1 2.Stock
Mittwoch 19.10. 11:30 - 13:00 Hörsaal 10 Oskar-Morgenstern-Platz 1 2.Stock
Mittwoch 09.11. 11:30 - 13:00 Hörsaal 10 Oskar-Morgenstern-Platz 1 2.Stock
Mittwoch 16.11. 11:30 - 13:00 Hörsaal 10 Oskar-Morgenstern-Platz 1 2.Stock
Mittwoch 23.11. 11:30 - 13:00 Hörsaal 10 Oskar-Morgenstern-Platz 1 2.Stock
Mittwoch 30.11. 11:30 - 13:00 Hörsaal 10 Oskar-Morgenstern-Platz 1 2.Stock
Mittwoch 07.12. 11:30 - 13:00 Hörsaal 10 Oskar-Morgenstern-Platz 1 2.Stock
Mittwoch 14.12. 11:30 - 13:00 Hörsaal 10 Oskar-Morgenstern-Platz 1 2.Stock
Mittwoch 11.01. 11:30 - 13:00 Hörsaal 10 Oskar-Morgenstern-Platz 1 2.Stock
Mittwoch 18.01. 11:30 - 13:00 Hörsaal 10 Oskar-Morgenstern-Platz 1 2.Stock
Mittwoch 25.01. 11:30 - 13:00 Hörsaal 10 Oskar-Morgenstern-Platz 1 2.Stock

Information

Ziele, Inhalte und Methode der Lehrveranstaltung

This course is intended to provide an overview of traditional and contemporary HRM topics from various sources.

The course starts by addressing HRM and its role in helping organization’s succeed and its functions as well. In addition, it shows that worker representatives like works councils play a crucial role in promoting best practices of HRM. Next, it discusses a topic of International Human Resource management (IHRM). Then, the course shows how Industrial/Organizational psychology can help elevate HR from the administrative function to a leading organizational system directly contributing to performance of the firm. In addition, the course reviews certain ethics challenges for HRM, sheds the light on HRM in US vs EU providing an example of HRM in Austria, and reveals the symbiotic relationship between HRM and employee well-being from a corporate social responsibility perspective. After that, the course introduces the Human Resource Development (HRD) and its strategic importance and offers a framework for approaching HRD from the perspective of the social realm. Also, it explains the HRM practices in family-controlled firms from Socioemotional Wealth (SEW) perspective. Last but not least, the course reviews the types of e-HRM practices and applications and it reveals how HRM works in the virtual workplace. The final session aims to discuss the main points of your research project in Masters.

Art der Leistungskontrolle und erlaubte Hilfsmittel

a) Preparation of one seminar session for a maximum of 25 minutes to introduce the main arguments of the session. The reminder of the session goes for discussing and understanding the chapter deeply. Sharing your experience in the HRM field is also encouraged during the presentation. (50%).

b) End-of-term paper discussing the main points of your research project. (50%).

Mindestanforderungen und Beurteilungsmaßstab

Prüfungsstoff

Literatur

(1) Crowther, David. & Capaldi, Nicholas. (2008). The Ashgate research companion to corporate social responsibility. Aldershot, England: Routledge.
(2) Joshi, Aparna., Liao, Hui., & Martocchio, Joseph J. (2011). Research in personnel and human resources management. Bingley, UK: Emerald.
(3) Korte, Russel. (2012). Exploring the social foundations of human resource development a theoretical framework for research and practice. Human Resource Development Review, 11(1), 6-30.
(4) Looise, J. C., Ruël, Huub., & Bondarouk, Tanya. (2011). Electronic HRM in Theory and Practice (1st Ed.). Bingley, UK: Emerald.
(5) Mayrohfer, Wolfgang. (1995). Human resource management in Austria. Employee Relations, 17 (7). 8-30.
(6) Sims, Ronald R. (2007). Human resource management: contemporary issues, challenges, and opportunities.
(7) Springer, Beverly. (1995) "US HRM and the EU Social Policy: A Case Study of the Works Council Directive". In: UNSPECIFIED, Charleston, South Carolina.
(8) Vitols, Sigurt., & Kluge, Norber. (2011). The Sustainable Company: a new approach to corporate governance. Brussels: European Trade Union Institute (ETUI).

Suggested Further Reading (in English):
1. Brunstein, Ingrid. (2016). Human Resource Management in Western Europe. Belin; Boston, De Gruyter.
2. Dickmann, Michael., Brewster, Chris., & Sparrow, Paul. (2016). International Human Resource Management: Contemporary HR Issues in Europe (3rd Ed.). Routledge.
3. Newman, A., Miao, Q., Hofman, P. S., & Zhu, C. J. (2016). The impact of socially responsible human resource management on employees' organizational citizenship behavior: the mediating role of organizational identification. The International Journal of Human Resource Management, 27(4), 440-455.

Suggested Further Reading (in German):
4. Doyé, Thomas. (2016). CSR und Human Resource Management : Die Relevanz von CSR für modernes Personalmanagement. Berlin, Heidelberg, Springer Berlin Heidelberg.


Zuordnung im Vorlesungsverzeichnis

Letzte Änderung: Mo 07.09.2020 15:28