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

1. Kohont, A. (2011). Vloge in kompetence menedžerjev človeških virov v kontekstu internacionalizacije (Let. 61, str. 359). Fakulteta za družbene vede. 2. Meijerink, J. G., Bondarouk, T., & Lepak, D. P. (2016). Employees as Active Consumers of HRM: Linking Employees’ HRM Competences with Their Perceptions of HRM Service Value [Journal Article]. Human Resource Management, 55(2), 219–240. 4. Kompetence v kadrovski praksi (1. natis, str. 165). (2005). GV Izobraževanje. 5. Torres, P., & Augusto, M. (2017). The impact of experiential learning on managers’ strategic competencies and decision style [Journal Article]. Journal of Innovation & Knowledge, 2(1), 10–14. 6. 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 (Let. 2008, str. 1 zv. (loč. pag.)). Forum media. 7. Wesselink, R., Blok, V., van Leur, S., Lans, T., & Dentoni, D. (2015). Individual competencies for managers engaged in corporate sustainable management practices [Journal Article]. Journal of Cleaner Production, 106, 497–506.

Prerequisits

*Submitting and presenting a seminar paper is a prerequisite for the exam.