Identifying Data 2021/22
Subject (*) Human Resources and Managerial Skills in Fashion Firms Code 710G03020
Study programme
Grao en Xestión Industrial da Moda
Descriptors Cycle Period Year Type Credits
Graduate 1st four-month period
 Third Obligatory 6
Language
English
Teaching method Face-to-face
Prerequisites
Department Empresa
Coordinador
Alonso Seoane, Maria Jesus
 E-mail
maria.alonso.seoane@udc.es
Lecturers
Alonso Seoane, Maria Jesus
Mato Santiso, Vanessa
 E-mail
maria.alonso.seoane@udc.es
vanessa.mato@udc.es
Web
General description O obxectivo principal deste curso é ensinar aos estudantes os fundamentos dos recursos humanos e outras habilidades de xestión en empresas do sector da moda. Ademáis, os estudantes adquiren as ferramentas necesarias para a adecuada xestión do talento nas empresas, así como aprenden a resolver problemas xerais e globais relacionados coa dirección e xestión das persoas e a adoptar as decisións do equipo dun xeito creativo e innovador.
Contingency plan 1. Modificacións dos contidos
Sen modificacións no contido

2. Metodoloxías

* Metodoloxías docentes que se manteñen
- Clase maxistral
- Discusión guiada
- Traballo tutelado (contan na avaliación)
- Atención personalizada

* Metodoloxías docentes que se modifican
O proxecto cambiaríase por lecturas que se exporían en liña, gravando unha presentación ou empregando a ferramenta "Equipos". Estas lecturas teóricas substituirían ás prácticas: o proxecto, o perfil, os casos prácticos, etc. A puntuación manterá a mesma porcentaxe.

3. Mecanismos de atención personalizada ao alumnado

- Correo electrónico: utilízase para facer consultas e solicitar reunións virtuais para resolver dúbidas.

- Campus virtual: úsase para poñer os contidos da materia a disposición dos estudantes. Teñen "foros temáticos asociados aos módulos" da materia, para formular as consultas necesarias. Tamén hai "foros para actividades específicas" para desenvolver os "Debates dirixidos", a través dos cales se leva a práctica o desenvolvemento do contido teórico do tema.

- Equipos: impartiranse as sesións e comprobarase o progreso dos contidos teóricos e do traballo supervisado dentro do tempo asignado á materia.

4. Cambios na avaliación
Manterase a mesma porcentaxe.

* Observacións de avaliación:
As indicadas na guía didáctica.

5. Modificacións da bibliografía ou webgrafía
Manteríase a mesma bibliografía, pero é probable que se amplíe se fose necesario.

Study programme competencies
Code Study programme competences
A1 To acquire basic knowledge of the management of a textile/fashion firm at a strategic, operational and functional level
A5 To develop the necessary skills to generate creative and innovative ideas
B2 That students know how to apply their knowledge to their job or vocation in a professional form, and have the competencies that are usually demonstrated through elaboration and advocacy of arguments and problem resolution within their field of study
B3 That students have the capacity to collect and interpret relevant data (normally within their field of study) in order to issue judgements that include a reflection upon relevant topics in the social, scientific or ethical realm
B4 That students may convey information, ideas, problems and solution to the public, both specialized and not
B5 That students develop those learning skills that are needed to undertake ulterior studies with a high degree of autonomy
B6 Capacity for cooperation, team-work and collaborative learning in interdisciplinary settings
B8 Capacity to plan, organize and manage resources and operations
B9 Capacity to analyse, diagnose and take decisions
B10 Capacity to understand the social and historical-artistic dimension of fashion design and industry, as vehicle for creativity and the quest for new and effective solutions
C1 Adequate oral and written expression in the official languages.
C2 Mastering oral and written expression in a foreign language.
C4 Acting as a respectful citizen according to democratic cultures and human rights and with a gender perspective.
C5 Understanding the importance of entrepreneurial culture and the useful means for enterprising people.
C7 Developing the ability to work in interdisciplinary or transdisciplinary teams in order to offer proposals that can contribute to a sustainable environmental, economic, political and social development.
C8 Valuing the importance of research, innovation and technological development for the socioeconomic and cultural progress of society.
C9 Ability to manage times and resources: developing plans, prioritizing activities, identifying critical points, establishing goals and accomplishing them.

Learning aims
Learning outcomes Study programme competences
To know the fundamentals of Human Resources management and management skills in fashion firms. A1
A5
 B2
B3
B4
B8
B9
B10
To design analysis and application tools in Human Resource management in the fashion sector. A5
 B5
B6
B8
B9
B10
 C1
C2
C7
C9
Being able to work in a team, lead teamworks, developing the ability to analyze and synthesize information and critical reasoning, and improve communication skills in the field of human resources and management skills in fashion firms. B3
B4
B5
B6
B8
B9
 C1
C2
C4
C5
C7
C8
C9

Contents
Topic Sub-topic
Introduction to HR Management Strategies and functions of the HR Department
Main ways to manage HR today
Analizing job positions How to Obtain Information: Research Methods
Profile utilities for DpO and DpC
How to present the information
Management by competences Versus management by objectives (differences and advantages)
Types of competences: core competencies and technical competences
Profile of competences: building the tool and utilities
Recruitment and selection Concept of recruitment
Phases and objectives of the recruitment process
The recruitment sources
The recruitment methods
Impact of new technologies on recruitment
Concept of selection
Importance and basic considerations of selection
Selection tools and instruments
Final decision
Planning the professional career Concept of professional career
Professional career: planning and management
Training and development of human resources
Training programs
Current trends in training and development of human resources
Motivation management The motivation management
Effective leadership
Emotional intelligence
Coaching
Mentoring
Reward and salary Reward concept and goals
Reward components
Types of incentives
Managing a reward system
Concept and types of salary

Planning
Methodologies / tests Competencies Ordinary class hours Student’s personal work hours Total hours
Guest lecture / keynote speech A1 B10 C4 C5 C8 30 0 30
Long answer / essay questions A1 B2 B3 B4 C1 C2 6 0 6
Collaborative learning A19 B6 B8 B9 C7 2 6 8
Research (Research project) B2 B3 C9 8 32 40
Oral presentation B4 4 4 8
Case study B2 B5 5 35 40
Workbook A3 A5 1 2 3
 
Personalized attention 15 0 15
 
(*)The information in the planning table is for guidance only and does not take into account the heterogeneity of the students.

Methodologies
Methodologies Description
Guest lecture / keynote speech Explanation of concepts and practices in class
Long answer / essay questions Exam of the theoretical part with large or medium-sized questions
Collaborative learning Team work
Preparation of competence profiles
Research (Research project) Analisys of job positions
Oral presentation Public presentation in the classroom of their field work and the tools developed to manage Human Resources
Case study Activities carried out in the classroom and discussion of case studies
Workbook Complementary recommended reading

Personalized attention
Methodologies
Research (Research project)
Collaborative learning
Description
Support will be given to each work team to lay the foundations to work efficiently.
Each team will also be tutored individually in the design of their field work and presentations.

Assessment
Methodologies Competencies Description Qualification
Research (Research project) B2 B3 C9 Design of a questionnaire or interview to collect information, field work and presentation of the result.
It is part of the same deliverable practice note described in collaborative learning. 		15
Collaborative learning A19 B6 B8 B9 C7 Practical work carried out by groups: project on job position analysis, elaboration of profiles, etc. 5
Long answer / essay questions A1 B2 B3 B4 C1 C2 Essay with questions of medium or long extension to develop in the exam. 60
Case study B2 B5 Evaluation of the activities and case studies proposed and carried out individually.
In the case study, the coherence and adequacy of the answers to the questions asked, the formal presentation and written expression, the consultation of appropriate bibliographic sources, etc. will be assessed. 		20
 
Assessment comments

1. Second opportunity: The evaluation criteria will apply to both the first and the second opportunity, including Erasmus and exchange students.

2. Advanced opportunity: In the advanced opportunity of December, a different evaluation criterion will be applied to the first and second opportunities. The average grade in this opportunity will be the final exam grade (100%).

3. 'Not presented' grade: The 'Not presented' grade will only be awarded to students who have only participated in course activities for a value lower than 20% of the final grade.

4. Students with recognition of part-time dedication and academic exemption of attendance exemption: Students with “recognition of part-time dedication and academic exemption of attendance exemption” will have the following weightings: 60% will come from the exam, 20% will come from carrying out the research project in teams, and 20% will come from carrying out case studies and other activities required in the sessions. In this case, attendance to classes will not be a requirement, but these students must submit the activities carried out in the classroom and their grade will be the same as the rest of the students.

5. Other evaluation observations:

MINIMUM GRADE: Students must obtain a minimum mark of 4 out of 10 in the essay/development test (final exam); otherwise, the final grade will be "Failure" (the average grade for the subject being the grade obtained in the final exam), even if the average grade gives a score equal to or greater than 5 points.

The grades obtained by the students in the continuous assessment will be valid only during the academic year.

Access to the exam rooms with any data transmission and/or storage device (mobile phones, smart watches, etc.) is forbidden.

Fraudulent behavior (cheating in exams, plagiarism in papers, etc.) in any of the sections submitted for evaluation will result in the qualification of "Failure (0)" in the final evaluation. Teachers may penalize for this type of behavior in future calls with up to 1 point of the overall grade for the subject.

Sources of information
Basic Sandford, G (2011). Cambridge English for Human Resources. Cambridge Profesional English
Hay Group (). Core Competencies Projetc: Competency Dictionary. . Hay Group
Arengo, E (2019). Future of Fashion. Worker-Led Strategies for corporate accountability in the global apparel industry. International Labor Rights Forum
Lado, A. A., & Wilson, M. C (1994). Human Resource Systems and Sustained Competitive Advantage: A Competency-based Perspective.. Academy of Management Review, 19(4),
Dunford, B. B., Snell, S. A. & Wright, P. M (2001). Human resources and the resource based view of the firm . CAHRS Working Paper 01-03
Keeley, T.D. (2001). International Human Resource Management in Japanese Firms. Palgrave Mac Millan.
Kasahara, Tamiko (). Issues of IHRM in japanese multinational corporations: from a perspective of HRM system reform. IFEAMA SPSCP vol 2
Soleas, E. (2020). Leader strategies for motivating innovation in individuals: a systematic review. Journal of innovation and entrepreneurship, 9 (1)
Sumetzberger, W (2005). Managing human resources in a multinational context. Journal of European Industrial Training, Vol. 29 No. 8
Barney, J. B. & Wright, P. M. (1997). On becoming a strategic partner: The role of human resources in gaining competitive advantage. CAHRS Working Paper 97-09
Goleman, D. Boyatzis, R and McKee, A. (2004). Primal lidership: learning to lead with emotional intelligence. Harvard Bussiness school press
Preece, D. Iles, P. and Chuai Xin (2010). Talent management as a management fashion in HRD: Towards a research agenda.. Human Resource Developmen , Vol 13, No, 2
Marcus Adam (2018). The Role of Human Resources Management (HRM) for the implementation of Sustainable Product- Service System (PSS) – An análisis of Fashion Retailers. Sustainability, 10
Vuletich, C. (2011). We are disruptive: New practices for textile/ fashion designers in the supply chain. 10th European Academy of Design Conference - Crafting the future

Complementary


Recommendations
Subjects that it is recommended to have taken before
Introduction to Fashion Business Management/710G03004
Corporate and Professional Ethics in the Fashion Industry/710G03011
Anthropology of Clothing and Fashion/710G03007
Principles of Economics: Fashion Industry/710G03003

Subjects that are recommended to be taken simultaneously
International Fashion Business/710G03025
Business Simulation Models and Techniques: Business Game/710G03026
Management Planning and Control in Fashion Companies/710G03022

Subjects that continue the syllabus
Internship/710G03037
Final Year Dissertation/710G03038
Strategic Management of Fashion Companies/710G03030
Workshop 1: Fashion Business Plan/710G03032

Other comments

It is recommended to review and monitor the course of the subject on the virtual campus, where the activities to be carried out will be reported. It is also recommended to bring a laptop or electronic tablet to the interactive sessions.

The activities of the subject will be submitted through the virtual campus, in digital format, unless expressly be requested in paper format.


(*)The teaching guide is the document in which the URV publishes the information about all its courses. It is a public document and cannot be modified. Only in exceptional cases can it be revised by the competent agent or duly revised so that it is in line with current legislation.