Managing people in organizations is not an easy task since social systems as well as individuals and their interplay are not only complicated, but also complex, i.e. dynamic and changing in their relationship. Especially new work regimes, digitalization, ongoing globalization and other transformations challenge organizations. Increasingly, HRM is expected to be a strategic partner and address these challenges. In order to do so this course looks at ethical dimensions of HRM. It investigates how values form the normative base of decision-making and how organizational practices and processes are seen to be legitimate (and not just legal). Key question the course will address include:

• Changing nature of HRM and its ethical challenges of HRM
• Embeddedness of ethics in organizational contexts
• Vocabularies and repertoires of ethics & tools for ethical reflection
• Design of structures and processes to foster moral learning
• Transformational change and values-based leadership
• Critical aspects of moral learning and power dynamics

By engaging with the course, students will:

• Learn about fundamentals of the employment relationship, the HRM function and managing people in organisations
• Discuss, develop and design people management structures, processes and practices
• Have awareness of organizational, cultural, and political dimensions of HRM
• Understand how to create impactful HRM strategies
• Be able to critically reflect on HRM
• Develop analytical, social and communication skills through group case work and presentations

Attendance policy

• Presence during the sessions is mandatory.
• For reasons listed in the Prüfungsordnung der WU a maximum of 20% of the time may be missed. Possible reasons include illness, accidents etc.

The course will include theory inputs that are designed to dvelop practical tools for thinking strategically through HRM issues. Participants will work with a live case study and discuss in groups how to translate learnings into a live organisational context. Thinking out loud (text-based reflection, discussion etc.) will alternate with working out loud (case work, presentation etc) with the aim to design an intellectually challenging and practically useful learning experience. Practice inputs all the way though will offer opportunities to discuss with and learn from professional HR managers.

100% = 100 points; minimum requirement > 50 points

The final grade of the course will depend on three elements:

Element 1: 40% mid-term essay (individual assessment)

- After Session 2 you should write an essay on two moral schools of thought that you find particularly relevant for HRM (max 1,000 words). You should focus on describing each approach and discussing them in relation to each other (each section approx.. 300 words). End your essay on a practical recommendation for HRM (100 words).

- Marking criteria: Use of perspectives and analytical rigour (40%); clarity and depth of comparison (40%); recommendation (10%), argumentation and form (10%)

- Deadline: 31.3.2022, 9am

Element 2: 40% Group presentation in final session in regards to the Raiffeisen Bank International (RBI) challenge (group assessment)

- In groups you should address the RBI brief and provide a possible solution for the bank. The analysis should use perspectives discussed in class to make sense of the case. It should also contain a critical assessment of the status quo and recommendations how to improve moral learning. You will present your analysis in the second last session (20 minutes per group, use max 10 slides).

- Marking criteria: Use of perspectives and analytical rigour (45%); criticality and recommendations (45%); argumentation and form (10%)

- Deadline: 13.6.2022, 9am

Element 3: 20% Individual reflection paper on group presentation (individual assessment)

- After the group presentations you should write a critical reflection paper that highlights what you learnt from the case study, the presentation and the feedback you received. Your critical reflection paper should be no longer than 500 words. In terms of structure the paper might outline (1) your learnings and (2) possibilities to improve the work presented in your group.

- Marking criteria: Criticality of reflection (40%); creativity to improve case work (40%); argumentation and form (20%)

- Deadline: 30.6.2022, 9am

Please note that written assignments have to be uploaded on time onto learn@WU. Late submission will result in a deduction of points.

Noten   Punkte

1          90-100

2            80-89

3            70-79

4            60-69

5              0-59

Positive grade “Introduction to Management”