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Objectives and competences

Student will: • understand the concept and the importance of the competencies in HRM, • be able to identify the competencies, • distinguish between actual and expected competencies, • be able to evaluate the individual's competencies, • understand the specifics of developing competency models, • recognize the advantages of introducing competences, • learn how to use the competency models in practice and • getacquainted with the recent trends in competency modeling and job analysis.

Content (Syllabus outline)

- job analysis, job description and worker specification, - definition of competency, - individual and organizational competencies, - competency levels, - competency models, - methods of identifying and measuring competencies, - competency management in HRM subsystems, - the role of the management in the competency management, - implementation of competencies into practice.

Learning and teaching methods

- lectures, - seminar, - e-study - individual work.

Intended learning outcomes - knowledge and understanding

Knowledge and Understanding: At the end of the course student will be able to: • describe basic concepts related to the competencies, • define the approaches to develop and apply competencies into HRM, • define the advantages of introducing competencies in organization and • differ between methods to use to identify competencies and weigh their importance.

Intended learning outcomes - transferable/key skills and other attributes

Readings

- Boštjančič, E. (ur.) (2011). Merjenje kompetenc: metoda ocenjevalnega centra v teoriji in praksi, GV založba, Ljubljana. - Kohont, A. (2011). Vloge in kompetence menedžerjev človeških virov v kontekstu internacionalizacije, Fakulteta za družbene vede UL, Ljubljana. - Meijerink, Jeroen G., Bondarouk, Tanya, Lepak, David P. (2016). Employees as Active Consumers of HRM: Linking Employees' HRM Competences with Their Perceptions of HRM Service Value, Human Resource Management, Vol. 55 Issue 2, p219-240. 22p. - Majcen, M. (2009) Menedžment kompetenc: izdelava modela kompetenc ter njegova uporaba za razvoj kadrov in za vodenje zaposlenih k doseganju ciljev. GV založba, Ljubljana. - Pezdirc, M. S. (2005) Kompetence v kadrovski praksi. GV Izobraževanje, Ljubljana. - Torres, P. Augusto, M. (2017) The impact of experiential learning on managers’ strategic competencies and decision style. Original Research Article. Journal of Innovation & Knowledge, Volume 2, Issue 1, January–April 2017, Pages 10-14. - Vukasović Žontar, M., Korade Purg, Š. (2008) Ključne kompetence zaposlenih v praksi: vodenje korak za korakom s konkretnimi orodji, praktičnimi primeri in preverjenimi vzorci za hitro in učinkovito uporabo v podjetjih in ustanovah, Forum media, Maribor. - Wesselink, R., Blok, V., van Leur, S., Lans, T., Dentoni, D. (2015) Individual competencies for managers engaged in corporate sustainable management practices. Original Research Article. Journal of Cleaner Production, Volume 106, 1 November 2015, Pages 497-506.

Prerequisits

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  • red. prof. dr. IZTOK PODBREGAR

  • Written examination: 80
  • Seminar paper: 20

  • : 36
  • : 24
  • : 150

  • Slovenian
  • Slovenian

  • ORGANIZATION AND MANAGEMENT OF BUSINESS AND WORKING SYSTEMS - 2nd
  • ORGANIZATION AND MANAGEMENT OF HUMAN RESOURCES AND EDUCATIONAL SYSTEMS - 1st