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Titel
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Topic 2: Human resource management
Learning Outcome
Unit 2.1:
• Role of human resource management
• Internal and external factors that influence human resource planning (for example, demographic change, change in labour mobility, immigration, flexi-time, gig economy)
• Reasons for resistance to change in the workplace
• Human resource strategies for reducing the impact of change and resistance to change.
Unit 2.2:
• Explain different terms in relation to organisational structure
• Explain and draw different types of organisational structure.
• Evaluate different types of organizational structures in different external situations
Unit 2.3:
• Explain the difference between leadership and management
• Discuss different leadership styles.
Unit 2.4:
• The following motivation theories: (i) Taylor, (ii) Maslow, and (iii) Herzberg (motivation-hygiene theory)
• The following types of financial rewards: (i) Salary, (ii) Wages (time and piece rates), (iii) Commission, (iv) Performance-related pay (PRP), (v) Profit-related pay, (vi) Employee share ownership schemes, and (vii) Fringe payments
• The following types of non-financial rewards: (i) Job enrichment, (ii) Job rotation, (iii) Job enlargement, (iv) Empowerment, (v) Purpose/the opportunity to make a difference, (vi) Teamwork
• The following types of training: (i) Induction, (ii) On the job, and (iii) Off the job (AO2)
Unit 2.6:
• Evaluate formal and informal methods of communication for an organization in a given situation
• Explain barriers to communication
Learning outcome (HL only)
Unit 2.2:
• Evaluate changes in organizational structures
Unit 2.3:
• Explain the difference between scientific and intuitive decision marking
Unit 2.4:
• The following motivation theories: (i) McClelland’s acquired needs theory, (ii) Deci and Ryan’s self-determination theory, and (iii) Equity and expectancy theory
• Explain labour turnover
• Explain different types of appraisals (Formative, summative, 360-degree and Self-appraisal)
• Explain methods of recruitments
• Evaluate internal and external recruitments
Unit 2.5:
• Define organizational culture
• Explain different types of organizational culture.
• Discuss the nature of cultural clashes
Unit 2.7:
• Approaches to conflict in the workplace by employees :
o collective bargaining
o work-to-rule
o strike action
• Approaches to conflict in the workplace by employers:
o collective bargaining
o threats of redundancies
o changes of contract
o closure
o lock-outs
• The following approaches to conflict resolution :
o conciliation and arbitration
o employee participation and industrial democracy
o no-strike agreement
o single-union agreement
TOK questions:
• To what degree should businesses resist workforce planning and instead base human resources on the strengths and weaknesses of its current and available.
• Should employers allow workers to have tattoos?
• Is it ethical for senior executives to receive end-of-year bonuses that are more than double their employee’s annual salary?
• Is it morally acceptable for firms to hire more part-time and flexitime workers in order to lower their production costs?
Concept-based learning and BM toolkit:
Unit 2.1: Change, Ethics, SWOT-analysis, Descriptive statistics
Unit 2.2: Change, creativity, sustainability
Unit 2.3: Ethics, Sustainability, Hofstede (HL only)
Unit 2.4: Change, Descriptive statistics
Unit 2.5: Hofstede (HL)
Unit 2.6: Creativity, Descriptive statistics
Unit 2.7: Change, Ethics (HL)
Textbook:
Business management. Course Edition. Oxford. Page 80-147
Teacher handout based on Richard L. Daft: Organization Theory and Design
Teacher handout based on Organizational behaviour by Marc Buelens
Teacher handout based on Paul Hershey: ”The Management Of Organizational Behavior: Utilizing Human Ressources”, The Center of Leadership Studies, Escondido,CA.
Teacher handout based Paul Hershey and K.H. Blanchard: “Management of Organizational Behavior: Leading Human Ressources”, 8th ed. Prentice Hall, 2001.
Exam papers: Paper 1, Paper 2, section B and Paper 3 (HL)
ALT:
• Teacher presentations
• Case studies (video, podcasts and written articles)
• Debating (Newsroom)
• Revision exercises using multiple choice questions and true/false statements
• Games
• Group presentations
• PBL case studies
• Formative evaluation and summative evaluation
LP:
Knowledgeable: utilize business concepts, theories and models with confidence to gain a more sophisticated understanding of current strategic decision-making even under conditions of uncertainty.
Thinkers: synthesize and evaluate business information and data to draw conclusions and develop balanced, well-supported arguments including recommending suitable courses of action.
Communicators: compose clear and concise analytical responses utilizing the terminology and tools of business, especially in the written assessments.
Principled: act with integrity, critically evaluating statistical data and evidence, understanding that the possession of knowledge carries with it an ethical responsibility.
open-minded: understand that decision-making involves the consideration of different causes, effects and perspectives and therefore the need to offer a range of solutions to business problems/issues.
Caring: appreciate that business management is a social science that has a human impact, influencing the well-being of individuals and societies.
balanced: understand the importance of considering different perspectives when making business decisions, including evaluating their impact on various stakeholders
reflective: acknowledge their own inherent bias when making decisions with an awareness of their own strengths and weaknesses; hence, seek out new further sources of information to ensure that solutions are as effective as they can be given prevailing strategic uncertainty.
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