Module Handbook

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Module WIW-HRMOB-HRMOB1-M-7

Human Resource Management and Organizational Behavior (M, 9.0 LP)

Module Identification

Module Number Module Name CP (Effort)
WIW-HRMOB-HRMOB1-M-7 Human Resource Management and Organizational Behavior 9.0 CP (270 h)
Hint concerning Module WIW-HRMOB-HRMOB1-M-7:
The module can be started with each of the courses.

Basedata

CP, Effort 9.0 CP = 270 h
Position of the semester 2 Sem. from WiSe/SuSe
Level [7] Master (Advanced)
Language [DE] German
Module Manager
Lecturers
Area of study [WIW-HRMOB] Human Resource Management, Leadership, and Organization
Reference course of study [WIW-88.21-SG] M.Sc. Business Studies
Livecycle-State [NORM] Active

Notice

Partial achievements in the three compulsory courses of the module are required.

The examination achievements include:

  • Human Resource Management: Work on research-related tasks (50%); Work on practice-related tasks (50%)
  • Organizational Behavior: Work on research-related tasks (50%); Work on practice-related tasks (50%)
  • Change Management: Practical tasks (25%); written report including critical reflection and integration of theory and practice (50%); presentation (25%)

Courses

Type/SWS Course Number Title Choice in
Module-Part
Presence-Time /
Self-Study
SL SL is
required for exa.
PL CP Sem.
2V WIW-HRMOB-HRM-K-7
Seminar-like lecture: Human Resource Management
P 30 h 60 h - - PL1 3.0 SuSe
2V WIW-HRMOB-OB-K-7
Seminar-like lecture: Organizational Behavior
P 30 h 60 h - - PL1 3.0 WiSe
2U WIW-HRMOB-CM-K-7
Exercise course: Change Management
P 30 h 60 h - - PL1 3.0 WiSe
  • About [WIW-HRMOB-HRM-K-7]: Title: "Seminar-like lecture: Human Resource Management"; Presence-Time: 30 h; Self-Study: 60 h
  • About [WIW-HRMOB-OB-K-7]: Title: "Seminar-like lecture: Organizational Behavior"; Presence-Time: 30 h; Self-Study: 60 h
  • About [WIW-HRMOB-CM-K-7]: Title: "Exercise course: Change Management"; Presence-Time: 30 h; Self-Study: 60 h

Examination achievement PL1

  • Form of examination: examination in form of partial achievements
  • Examination Frequency: Examination only within the course

Evaluation of grades

All partial module examinations have to be passed. The module grade is the weighted average of the partial examination grades according to the following weights:

The module grade is based on the total sum of points achieved in the three module courses.

Contents

1. Strategic human resource management: Introduction

2. Human resource planning: Strategy and instruments

3. Human resource recruiting and selection: Strategy and instruments

4. Human resource development: Strategy and instruments

5. Performance management: Strategy and instruments

6. Compensation: Strategy and instruments

7. Downsizing: Strategy and instruments

1. Organizational behavior: Introduction

2. Individual characteristics and processes

2.1 Basics of individual behavior: Personality, attitudes, emotions, work behavior

2.2 Person-organization/job fit and stress

3. Interpersonal and group processes

3.1 Communication

3.2 Power, micropolitics, and organizational justice

3.3 Conflict

3.4 Group: Characteristics, development, dynamics, decision behavior

4. Organizational characteristics and processes

4.1 Creating and managing organizational culture

4.2 Creating a culture of change

In the business simulation game "Change Management", students deal with the challenges of organizational change processes. They learn to analyze change situations, to act strategically, and to critically reflect upon different change management practices. The base is a software-based simulation of an organization that faces a structural change. The students guide this organization from the perspective of a change agent, develop a strategic intervention design, and take actions in order to lead the characters of the game to accept and successfully conduct the change process. The transition should be promoted as far as possible in five phases.

Competencies / intended learning achievements

Upon successful completion of the module, students will be able to
  • critically evaluate concepts of strategic and operational human resource management, their application in managerial practice, and their relevance and importance in empirical research literature that addresses current issues relevant for both science and practice;
  • critically evaluate concepts regarding the influence of individual, group, and organizational characteristics on work behavior, their application in managerial practice, and their relevance and importance in empirical research literature that addresses current issues relevant for both science and practice;
  • recommend solutions for strategic problems and proposals how to implement them;
  • implement and evaluate appropriate strategies and action plans in specific situations such as organizational change situations or training situations.

Literature

  • Armstrong, M. (2016). Armstrong’s handbook of strategic human resource management (6th ed.). Kogan Page.
  • Millmore, M., Lewis, P., Saunders, M., Thornhill, A., & Morrow, T. (2007). Strategic human resource management: Contemporary issues. Prentice Hall.
  • Noe, R., Hollenbeck, J. R., Gerhart, B., & Wright, P. (2020). Human resource management: Gaining a competitive advantage (12th ed.). McGraw-Hill Education.
  • Stock-Homburg, R., & Groß, M. (2019). Personalmanagement: Theorien – Konzepte – Instrumente [Human resource management: Theories – Concepts – Instruments] (4th ed.). Springer Gabler. https://doi.org/10.1007/978-3-658-26081-1
  • Griffin, R. W., Phillips, J. M., & Gully, S. M. (2019). Organizational behavior: Managing people and organizations (13th ed.). Cengage Learning.
  • Robbins, S. P., & Judge, T. A. (2019). Organizational behavior (18th ed.). Pearson Education.
  • Griffin, R. W., Phillips, J. M., & Gully, S. M. (2019). Organizational behavior: Managing people and organizations (13th ed.). Cengage Learning.
  • Hiatt, J. M. (2006). ADKAR: A model for change in business. Government and our community. Prosci Research.
  • Jones, G. R., & Bouncken, R. B. (2008). Organisation: Theorie, Design und Wandel [Organization: Theory, design, and change] (5th ed.). Pearson.
  • Kotter, J. P. (2012). Leading change. Harvard Business School Press.
  • Lewin, K. (1947). Frontiers in group dynamics II. Channels of group life; social planning and action research. Human Relations, 1(2), 143–153. https://doi.org/10.1177/001872674700100201
  • Lewin, K. (1951). Field theory in social science: Selected theoretical papers. Harper & Row.

Materials

Seminar-like lecture: Human Resource Management
  • OLAT course
  • Lecture notes with references to each topic
  • Instruments of human resource management
  • Research articles

Seminar-like lecture: Organizational Behavior

  • OLAT course
  • Lecture notes with references to each topic
  • Instruments to organizational behavior topics
  • Research articles

Exercise course: Change Management

  • OLAT course
  • Lecture notes with references
  • Handbook of the simulation game
  • Material for interactive exercises

Requirements for attendance (informal)

Knowledge about basic leadership and motivation concepts; basic knowledge in statistics

Requirements for attendance (formal)

None

References to Module / Module Number [WIW-HRMOB-HRMOB1-M-7]

Module-Pool Name
[WIW-HRMOB-MPOOL-7] Field of Specialization: Human Resource Management and Organizational Behavior