| Study programme competencies |
|
Code
|
Study programme competences
|
| A3 |
To develop competencies for interpersonal relations and interaction with external and internal stakeholders (customers, suppliers, media, partners…) |
| A5 |
To develop the necessary skills to generate creative and innovative ideas |
| A12 |
To have the basic knowledge of English necessary for international business relations (demonstrating a B1 level at minimum) |
| A14 |
To acquire a clear perspective of the role of people in organizations, and to know the human resource management tools needed to achieve maximum commitment and performance |
| A15 |
To know and to commit to the ethical perspective and values that the fashion industry and its firms must rest upon |
| A16 |
To apply sustainability criteria to decision making in the fashion firm (and generally to the fashion industry) |
| A19 |
To acquire the capacity to collect, select and analyse information flows; their integration in the information systems and processes of the firm; and their application to strategic and operational decision-making; always from an ethical perspective |
| 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. |
| 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 |
|
A3
|
|
|
|
A5
|
|
|
|
A12
|
|
|
|
A14
|
|
|
|
A15
A16
|
|
|
|
A19
|
|
|
|
|
B2
|
|
|
|
B3
|
|
|
|
B4
|
|
|
|
B5
|
|
|
|
B6
|
|
|
|
B8
|
|
|
|
B9
|
|
|
|
B10
|
|
|
|
|
C1
C2
|
|
|
|
C5
|
|
|
|
C4
|
|
|
|
C7
|
|
|
|
C9
|
| Contents |
| Topic |
Sub-topic |
| Introduction to HR Management |
Strategies and functions of the HR Department
Main ways to manage HR today |
| 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. |
| Analizing post of job |
How to Obtain Information: Research Methods
Profile utilities for DpO and DpC
How to present the information |
| Recruitement and selection |
Ways
Methods
Process |
| Planning profesional carrer |
Planning and its tools
Learning and development
Competency-based promotion and assessment |
| Motivation management |
Effective leadership
Emotional intelligence
Coaching and mentoring |
| Reward and salary |
Rationalization and design of salay based on APJ
Kinds of rewards |
| Planning |
| Methodologies / tests |
Competencies |
Ordinary class hours |
Student’s personal work hours |
Total hours |
| Guest lecture / keynote speech |
A14 A15 A16 |
21 |
0 |
21 |
| Collaborative learning |
A19 B6 B8 B9 C7 |
5 |
10 |
15 |
| Long answer / essay questions |
C1 C2 |
4 |
0 |
4 |
| Research (Research project) |
B2 B3 C9 |
8 |
32 |
40 |
| Directed discussion |
B10 C4 C5 |
2 |
2 |
4 |
| Oral presentation |
B4 |
2 |
2 |
4 |
| Document analysis |
B5 |
3 |
9 |
12 |
| Completion exercises |
A12 |
5 |
0 |
5 |
| Workbook |
A3 A5 |
6 |
24 |
30 |
| |
| 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 |
| Long answer / essay questions |
Exam of the theoretical part with large or medium-sized questions |
| Research (Research project) |
Analizing post jobs |
| Directed discussion |
Discussion about reading and / or practical part (depending or the COVID situation) |
| Oral presentation |
Public presentation to the class of their field work and of the tools developed to manage Human Resources. |
| Document analysis |
Exercises and practical cases |
| Completion exercises |
Specific English exercises for Human Resources.
The speaking part is related to the directed discussion part. |
| Workbook |
Complementary recomended reading |
| Personalized attention |
|
Methodologies
|
| Research (Research project) |
| Collaborative learning |
| Directed discussion |
|
| Description |
Support will be given to each work team so that they put the groundwork to work efficiently as soon as possible.
Each team will also be mentored individually for the design of their fieldwork and presentations. |
|
| Assessment |
|
Methodologies
|
Competencies |
Description
|
Qualification
|
| Research (Research project) |
B2 B3 C9 |
Designing a questionnaire or interview to gather information, fieldwork and presentation of the result for use. It is scored in the same percentage od collaborative learning.(50% on the whole) |
25 |
| Collaborative learning |
A19 B6 B8 B9 C7 |
Practical work carried out in groups: project of job analysis post, elaboration of profiles, etc. |
25 |
| Long answer / essay questions |
C1 C2 |
Essay with questions of medium or long extension to develop in the exam. |
50 |
| |
|
Assessment comments |
|
|
| 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 |
| Strategic Management of Fashion Companies/710G03030 | | Corporate and Professional Ethics in the Fashion Industry/710G03011 | | Fashion Marketing and Market Research/710G03012 | | Principles of Economics: Fashion Industry/710G03003 |
|
| Subjects that are recommended to be taken simultaneously |
| Workshop 1: Fashion Business Plan/710G03032 | | International Fashion Business/710G03025 | | Sustainable Management of the Fashion Value Chain/710G03018 | | Promotional Strategies in Fashion I: Communication/710G03021 |
|
| Subjects that continue the syllabus |
| Internship/710G03037 | | Final Year Dissertation/710G03038 |
|
|