Obiettivi formativi
The Human Resource and Management course aims to develop students’ understanding of how organizations are designed, managed, and transformed to achieve strategic objectives in dynamic and complex environments. The course enables students to analyze organizations as interconnected systems whose effectiveness depends on the alignment between organizational goals, strategy, environmental conditions, organizational structures, work systems, and people management practices.
The course introduces students to the principal concepts, theories, and frameworks of organizational design, including organizational fit, strategic positioning, environmental contingencies, organizational configurations, new ways of organizing, and work-system design. It also provides a comprehensive understanding of Human Resource Management (HRM) as a strategic organizational capability, covering key areas such as strategic HRM, talent management, workforce planning, recruitment and selection, training and development, compensation systems, and global human resource management.
Particular emphasis is placed on the relationship between organizational design and people management as key determinants of organizational effectiveness, innovation, and performance. Through the analysis of contemporary organizational challenges, case studies, and applied learning activities, students will develop the analytical and practical skills required to evaluate organizational arrangements, design effective management solutions, and support organizational performance and sustainable development in diverse organizational contexts.
The course is divided into two parts:
Part 1: Organizational Design and Management (designed as 35 hours)
Part 2: Human Resource Management (designed as 35 hours)
Expected learning outcomes
At the end of the course, students will know:
the main concepts and theories of organizational design and management;
the relationship between organizational goals, strategy, environment, organizational structures, work systems, and organizational performance;
the principles of the Multi-Contingency Model and the concept of organizational fit;
the main principles and practices of Human Resource Management (HRM);
the contribution of strategic HRM, talent management, recruitment and selection, training and development, compensation systems, and global HRM to organizational performance.
- Ability to apply knowledge and understanding
At the end of the course, students will be able to:
analyze organizational configurations and organizational design choices;
evaluate the fit between strategy, environment, organizational structure, and work systems;
apply organizational design frameworks to organizational problems and managerial situations;
evaluate and discuss HRM practices in relation to organizational objectives;
analyze talent management, recruitment, selection, training, and compensation issues from a managerial perspective;
integrate organizational and HRM concepts in the analysis of organizational performance. - “Autonomous judging skills”
At the end of the course, students will be able to:
gather and interpret organizational and managerial information;
critically evaluate organizational and HRM practices;
formulate autonomous judgements regarding the alignment between organizational design choices and people management systems;
reflect on the managerial and organizational implications of management decisions.
“Communication skills”
At the end of the course, students will be able to:
communicate organizational and HRM concepts using appropriate managerial terminology;
discuss organizational and people-management issues with specialist and non-specialist audiences;
present organizational analyses in a clear, structured, and evidence-based manner.
“Learning skills”
At the end of the course, students will have developed the ability to:
autonomously deepen their knowledge of organizational design and HRM topics;
critically engage with academic and managerial sources;
apply conceptual frameworks to new organizational and managerial contexts.
Programma
The course content is organized into two complementary parts.
Part 1: Organizational Design and Management
The first part introduces students to the fundamental principles of organizational design and management. Particular attention is devoted to organizational effectiveness, organizational fit, organizational goals, strategy, environmental contingencies, organizational structures, work systems, and coordination mechanisms.
The part is organized around the following topics:
the Multi-Contingency Model and organizational fit;
organizational scope, goals, and effectiveness;
strategy and strategic positioning;
environment and organizational adaptation;
traditional organizational configurations;
new ways of organizing;
work, task design, and workflow;
organizational agents and organizational capabilities.
For non-attending students, additional readings address coordination and control mechanisms.
Part 2: Human Resource Management
The second part focuses on the management of people within organizations. Building upon the organizational foundations developed in Part 1, it examines the principal Human Resource Management (HRM) processes that contribute to organizational performance.
The part covers:
introduction to Human Resource Management;
Human Resource Management strategy and performance;
job analysis and talent management;
personnel planning and recruiting;
employee testing and selection;
training and development;
compensation systems and strategic pay plans;
pay-for-performance and financial incentives;
global Human Resource Management.
For non-attending students, additional readings cover performance management and appraisal, careers and retention, benefits and services, and employee relations.
The course concludes with an integrative discussion of the relationship between organizational design, people management, and organizational performance.
The course combines theoretical and applied learning activities.
Teaching includes lectures aimed at introducing the principal organizational and HRM theories, concepts, and analytical frameworks. Classroom activities also include the discussion of business cases, practical examples, guided exercises, and the analysis of organizational and managerial situations.
Particular emphasis is placed on the integration of organizational design and Human Resource Management perspectives. Where appropriate, guest speakers and company testimonials may be included to connect theoretical concepts with managerial practice.
Teaching materials, slides, and supplementary readings will be made available through the University’s online learning platform (i.e., Blackboard).
Modalità d'esame
Student learning will be assessed through a final written examination.
The examination is designed to evaluate students’ knowledge and understanding of the principal concepts and theories of Organizational Design and Human Resource Management, their ability to apply theoretical frameworks to organizational and managerial situations, their analytical and critical thinking skills, and their appropriate use of organizational and managerial terminology.
The written examination consists of five open-ended questions.
Two questions focus on the contents of Part 1: Organizational Design and Management and are aimed at assessing students’ understanding of organizational effectiveness, organizational fit, strategy, environmental contingencies, organizational structures, work systems, and coordination mechanisms.
Two questions focus on the contents of Part 2: Human Resource Management and are aimed at assessing students’ knowledge of the principal HRM processes and practices, including strategic HRM, talent management, workforce planning, recruitment and selection, training and development, compensation systems, pay-for-performance practices, and global Human Resource Management.
The fifth question requires students to analyze and discuss an organizational or managerial situation through the application of concepts and frameworks covered during the course. This question is designed to assess students’ ability to connect organizational and human resource management perspectives and to apply theoretical knowledge to practical contexts.
Each question carries a maximum of 6 points, with the exception of the fifth question, which carries a maximum of 7 points, for a total of 31 points. Scores above 30 may be considered for the award of honors (“cum laude”).
For attending students, additional learning activities may be offered during the course, including group projects, case analyses, classroom presentations, and discussion-based assignments. These activities may contribute up to 2 additional points to the overall assessment.
The detailed assessment procedures and grading criteria will be communicated at the beginning of the course.
Testi di riferimento
Part 1: Organizational Design and Management
Burton, R. M., Obel, B., & Håkonsson, D. D. (2026). Organizational Design: A Step-by-Step Approach (5th ed.). Cambridge University Press.
Selected Chapters:
Part I. Getting Started:
Ch. 1. The Multi-Contingency Model + Ch. 2. Scope and Goals of the Organization
Part II. Strategic Positioning:
Ch. 3. Strategy
Ch. 4. Environment
Part III. The Structure + Part IV. Agents, Workflow and Leadership Dynamics:
Ch. 5. Traditional Configurations of the Firm
Ch. 6. New Ways of Organizing + [Part IV] Ch. 7. Work, Task Design and Agents
No Attending Students + Part V. Coordination, Control, and Incentives:
Ch.9. Coordination and Control
Part 2: Human Resource Management
Dessler, G. (2024). Human Resources Management, Global Edition (17th ed.). Pearson.
Selected chapters:
Part I: Introduction
Ch. 1: Introduction to Human Resource Management Ch. 3: Human Resource Management Strategy and Performance
Part II: Recruitment, Placement, and Talent Management
Ch. 4: Job Analysis and the Talent Management Process
Ch. 5: Personnel Planning and Recruiting
Ch. 6: Employee Testing and Selection
Part III: Training and Development
Ch. 8: Training and Developing Employees
No Attending Students + Ch. 9: Performance Management and Appraisal; Ch. 10: Managing Careers and Retention
Part IV: Compensation
Ch. 11: Establishing Strategic Pay Plans
Ch. 12: Pay for Performance and Financial Incentives
No Attending Students + Ch. 13: Benefits and Services; Ch. 14: Building Positive Employee Relations
Part V: Enrichment Topics in Human Resource Management
Ch. 17: Managing Global Human Resources
(Chapter 2, Chapter 15, Chapter 16, and Chapter 18 may be used selectively as supplementary or optional readings, depending on the final balance of teaching hours and the specific profile of the class).
Additional readings, cases, and teaching materials may be made available during the course.
Codice insegnamento human-resources-and-management