Competencies / Study results |
Code
|
Study programme competences / results
|
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 / results |
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 |
Performance appraisal |
Performance management and appraisal
The performance appraisal process
Who should do the appraisal
Performance appraisal methods
The appraisal interview |
Motivation management |
The motivation management
Effective leadership
|
Compensation and benefits |
Reward concept and goals
Reward components
Types of incentives
Managing a reward system
Concept and types of salary |
Planning |
Methodologies / tests |
Competencies / Results |
Teaching hours (in-person & virtual) |
Student’s personal work hours |
Total hours |
Guest lecture / keynote speech |
A1 B10 C4 C5 C8 |
30 |
0 |
30 |
Collaborative learning |
A19 B6 B8 B9 C7 |
2 |
6 |
8 |
Research (Research project) |
B2 B3 C9 |
4 |
20 |
24 |
Oral presentation |
B4 |
4 |
4 |
8 |
Case study |
B2 B5 |
7 |
49 |
56 |
Mixed objective/subjective test |
A1 A5 B2 B3 B4 C1 C2 |
4 |
2 |
6 |
Workbook |
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 |
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 |
Mixed objective/subjective test |
Exam that will combine different types of questions (i.e., short or long-answer questions, practical exercises, objective test questions...). |
Workbook |
Lecturas complementarias recomendadas |
Personalized attention |
Methodologies
|
Research (Research project) |
Collaborative learning |
|
Description |
Support will be given to each 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 / Results |
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 |
Case study |
B2 B5 |
Evaluation of one or two case studies proposed and carried out in group.
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. |
10 |
Mixed objective/subjective test |
A1 A5 B2 B3 B4 C1 C2 |
Exam that will combine different types of questions (i.e., short or long-answer questions, practical exercises, objective test questions...). |
70 |
|
Assessment comments |
1. Segunda oportunidad : Los criterios de evaluación se aplican tanto a la primera como a la segunda oportunidad, incluidos los estudiantes Erasmus y de intercambio. 2. Oportunidad anticipada : En la oportunidad anticipada de diciembre se aplicará un criterio de evaluación diferente para la primera y la segunda oportunidad. La nota media de esta oportunidad será la nota del examen final (100%). 3. Calificación de 'No presentado' : La calificación de 'No presentado' solo se otorgará a los estudiantes que hayan participado en las actividades del curso por menos del 20% de la calificación final. 4. Alumnos con reconocimiento de dedicación a tiempo parcial y dispensa académica de exención de asistencia : Los alumnos con “reconocimiento de dedicación a tiempo parcial y dispensa académica de exención de asistencia” tendrán las siguientes ponderaciones: un 70% provendrá del examen, un 20% provendrá de la realización del trabajo de investigación en equipo, y un 10% provendrá de la realización de casos prácticos. En este caso, no será necesaria la asistencia a clase, pero estos alumnos tendrán que presentar las actividades realizadas en el aula, y su nota será la misma que la del resto de alumnos. 5. Otras observaciones de evaluación : NOTA MÍNIMA : El alumno deberá obtener una nota mínima de 4 sobre 10 en el examen final, en caso contrario la nota final será “Suspenso” (siendo la nota media de la asignatura la nota obtenida en el examen final), incluso si la nota media arroja una puntuación igual o superior a 5 puntos. Las calificaciones obtenidas por los estudiantes en la evaluación continua sólo tendrán validez durante el curso académico. Está prohibido el acceso a las salas de exploración con cualquier dispositivo de transmisión y/o almacenamiento de datos (teléfonos móviles, relojes inteligentes, etc.). Las conductas fraudulentas (copia en exámenes, plagio en trabajos, etc.) en cualquiera de los apartados presentados a evaluación supondrán la calificación de "Suspendido (0)" en la correspondiente convocatoria del curso académico, tanto si la infracción se comete en el primera o segunda oportunidad. Este tipo de conducta será penalizada en las siguientes convocatorias con 1 punto menos en la nota global de la asignatura.
|
Sources of information |
Basic
|
Sandford, G (2011). Cambridge English for Human Resources. Cambridge Profesional English
Monje-Amor, A. (2023). Contributions of Motivation Theories to the Design and Implementation of Employee Reward Policies. . In Examining Applied Multicultural Industrial and Organizational Psychology (pp. 255–269). IGI Globa
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
Monje-Amor, A. (2023). Reinventing Human Resources Through Digitalization.. In Managing Technology Integration for Human Resources in Industry 5.0 (pp. 115–130). IGI Global. ht
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 |
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Complementary
|
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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 |
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Other comments |
Se recomienda que los estudiantes que no asisten revisen el curso en Moodle para mantenerse actualizados. Se recomienda traer una computadora portátil a las sesiones interactivas, no a las conferencias. |
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