HR & Organization

This course explores the ethical, social responsibility, and governance challenges facing businesses and individuals today and how individuals and firms can address those challenges. The course aims to enhance the skills and expertise of participants through combining an examination of ethical, social responsibility, corporate governance and managerial theory with a discussion of common ethical, sustainability, and governance problems in
different contexts. The course material includes individual moral theory, stakeholder theory, theories of corporate governance, and the development of ethical organizational culture. The course also covers the development and evaluation of ethical, governance, and sustainability management systems designed to respond to ethical, governance, and sustainability challenges. The course also includes many discussions regarding current major trends, challenges, and opportunities in the field of ethical business, corporate governance, and social responsibility. Finally, the course covers how business ethics, social responsibility, and corporate governance affect society at large by impeding or fostering the achievement of the United Nations’ Sustainable Development Goals.

This course aims to help students to understand and deal effectively with cultural differences in organization and HR management. After structured reflection on personal cultural experiences and an introduction to intercultural theory, the course enables students to understand better the role of culture in communication, collaboration and management in business.

The course aims to introduce students to the most relevant issues (foundational and more advanced) of digital technologies, discussing the most important present and future consequences on the lives of individuals and on the structure and functioning of organizations and processes. The course consists of 5 seminars: Ai & Machine Learning, All-in Security, Cloud & Beyond, The Science of Data, Internet of Things.

The aim of the course is to enhance students’ awareness of the digital transformation and the changes that this bring in the HR profession. Students will be challenged with the following questions: How is changing the job of a HR professional due to the rise of digital technologies and analytics? What are the competences the HR managers need to develop in order to have a more strategic role in the companies and help their companies to anticipate and manage the transition. Students will also be presented with a framework that will help them to understand the mindset and the necessary steps to implement an analysis project of people in their organization. Moreover, they will be shown how the analytics can help HR managers to improve their decision-making process. The examples will cover the following topics: how could it be measured the impact of the managerial role in the workplace? How can the analysis help to improve the effectiveness and the efficiency of the recruitment process? Basic and advanced metrics will also be discussed in class.

The objective of the course is to provide students with a reasoned overview and with many concrete cases on the dynamics of the management of industrial and labor relations seen as a competitive lever and as a conditioning factor of the company strategy and consensus management within companies and the territory . What are industrial relations and what are they for the actors of the process (Trade Unions, Business Associations, etc.) and their interactions; trade union negotiation and its rules; an overview at the different international realities of trade union negotiations. In addition, the main HR rules in Italy will be presented to students, with reference to both company and employment regulations, in the framework of EU law.

This course exposes students to the fundamental concepts in global strategy. This course aims to give students a comprehensive understanding of the theoretical and empirical themes characterizing managerial decisions in the global context. On the theoretical ground, students will understand various strategic considerations for market expansion and the dynamic strategy in international markets. On an empirical and practice-oriented basis, students will learn the necessary knowledge and tools to analyze and find solutions to real-life challenges faced by global firms.

This course intends to read the changes taking place in our production system, with particular attention to how the increasingly widespread use of new technologies is leading to a profound transformation in corporate information systems. In the knowledge economy, the growing popularity of mobile devices and social media, and the digital maturity of an ever-expanding corporate population, represent a huge opportunity for the HR function to offer a more efficient service and successful human capital management.
The course will be characterized by a strong practical connotation, will be considered the main technological platforms on the market and the different areas of application. Basic knowledge will be provided to conduct the analysis and definition of the requirements for HR function for the implementation of an HRMS. Costs and benefits will be evaluated, the return on investment analyzed and the impact that the introduction of ICT solutions for human resources management involve in terms of organizational innovation and corporate culture.

The course aims to analyze the relationship that can exist between strategy, organization, human resource management and performance, deepening the following topics: high commitment work practices; high performance work practices; coherence and complementarity in the practice of human resource management; processes of human resource management to create value; actors, instruments and indicators for measuring human resource management.

The main theories of the relationship between technological and organizational change. New technologies and decision making. The new technologies, forms of interdependencies and coordination. The change of skills. Technological dynamics and transformation of work processes. The computerized management of knowledge. Organizational communication through technology.

The course introduces the logic, criteria and design variables of business organization (organizational design). The theme is addressed and discussed on a theoretical level, through the analysis of the contributions of the authors referenced, and empirically, through the discussion of business cases. In addition, in an interdisciplinary manner, the relationship between organizational design and some relevant organizational dimensions, such as learning and well-being are taught.

Compensation and performance management practices are at the heart of motivating employees. In this course, we will study the motivational theories (such as expectancy and equity theories) and then examine how these relate to the practices used to appraise and to compensate employees. The practices we will study will include determining pay scales, pay mix (i. e., cash and equity), assuring internal and external equity in pay, and different appraisal methods (such as attribute approach, forced ranking, and management by objectives) used by organizations for performance management. We examine these critically to understand their relationship with expected employee behavior. We also examine ways to manage high and low performers. The methodology used for the class includes lectures, exercises, group discussions and case studies.

The acquisition of human resources for the existence and development of enterprises; the recruitment process as organized; the means (market and its actors) and the means of selection; the two sides of the mirror: the view of selection by recruiters and by candidates.

Elements of accounting, budgeting and cost analysis. The measurement and interpretation of economic and financial performance of the company. The economic and financial analysis forecasting and budgeting. The calculation and analysis of costs in decision-making and management control. Management control as an operational mechanism. The systems of strategic control and strategic cost management.

The course aims to present the main business guidelines in the management of talents with particular reference to the paths of growth and development of resources and learning tools. The main topics discussed in the classroom will be the following:
• Management of talents in the company
• Training policies for people in business contexts (approaches, experiences, challenges and problems)
• New technologies and training strategies Development and individual growth and organizational development.
• HR Business Partner Model
• Lifelong learning and employability
• Groups and teamwork as a learning context
• Listening (People Satisfaction, Internal Customer Satisfaction)