Academic Year of Degree:
2026/27
428 - Degree in Labour Relations and Human Resources
28520 - Human Resources: Management and Leadership
Teaching Plan Information
Academic year:
2026/27
Subject:
28520 - Human Resources: Management and Leadership
Faculty / School:
108 - Facultad de Ciencias Sociales y del Trabajo
Tipo de enseñanza:
In person
Ambit:
Social sciences, social work, labor relations and human resources, sociology, political science and international relations
Degree:
428 - Degree in Labour Relations and Human Resources
ECTS:
6.0
Year:
3
Semester:
First semester
Subject type:
Compulsory
Module:
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1. General information
The purpose of the subject is for students to acquire the fundamental knowledge on the direction and management of human resources in organizations . The basic concepts on the techniques of human resources planning, job analysis, description and evaluation, personnel assessment and compensation policies will be worked on.
For an optimal understanding of the subject it is necessary to keep in mind some of the knowledge acquired in the subjects of Business Organization and Strategic Management. Students must be constant in their work, being fundamental their attendance and active participation in class.
2. Learning results
- Understand the strategic relevance of the human resources function in the organization and the techniques of leadership and human resources management.
- Develop internal and external diagnostics from a strategic human resources perspective and understand the human resources strategy development process within the overall strategic management framework.
- Know the process to elaborate, develop and evaluate integrated human resources plans.
3. Syllabus
UNITS
Block 1:
1. Human Resources Management
2. Strategic Human Resources Management
Block 2:
3. Human Resources Planning
4. Job Analysis and Description (JADP)
5. Job Assessment
6. Performance Assessment
7. Remuneration
4. Academic activities
Master classes (T1): 30 hours
Theoretical-practical sessions in which the contents of the subject will be explained.
Problem solving and case studies (T2): 30 hours
Sessions to solve practical cases, readings and exercises proposed by the faculty.
Autonomous study and work of the student (T7): 87 hours
Assessment tests (T8): 3 hours
5. Assessment system
The course will be assessed with a final exam where the knowledge acquired in lectures and practical classes must be apllied. The final grade is obtained through the following activities:
a. Block 1
-1. Test (30 %): 12 multiple-choice questions with 4 alternatives each, with the possibility of multiple answers. Each question has a maximum value of 0.25 points.
-2. -Theoretical-Practical (30 %): 3 open-ended questions. Each question is worth a maximum of 1 point.
-3. -Practical exercises (40 %): 2 or 3 cases and/or practical exercises. Each case and/or practical exercise has a maximum value of 2 points.
To pass the final exam it is necessary to obtain at least 50% of the score in the following two blocks: a) Block 1:(Test + Theoretical-Practical); b) Block 2: (Practical exercises).
I fany of the evaluation activities have been approved (Block), they will be retained for subsequent sessions of the same academic year .
5.1. Academic fraud prevention
The use of unauthorised electronic materials or devices during the assessment may result in immediate exclusion from the examination and a fail mark (a numerical mark of ‘0’ for the assessment).
Furthermore, the lecturer in charge may complete the grade report and submit it to the General Inspectorate of Services, so that it may, where appropriate, consider initiating disciplinary proceedings against the student for academic fraud.
In the case of a continuous assessment exam [continuous assessment cannot continue, unless otherwise specified in the academic guide.]
In the case of a regular or extraordinary exam session, the initiation of disciplinary proceedings will result in the grade ‘pending resolution’ until the proceedings are concluded.
6. Sustainable Development Goals
5 - Gender Equality
8 - Decent Work and Economic Growth
7. Bibliography
Ariza Montes, J. A., Morales Gutiérrez, A. C., & Morales Fernández, E. (2004). Dirección y administración integrada de personas: fundamentos, procesos y técnicas en práctica. Mcgraw-Hill Interamericana.
Armstrong, M., & Taylor, S. (2017). Armstrong’s handbook of human resource management practice (14th ed). Kogan Page.
Dolan, S. L. (2010). La gestión de los recursos humanos: cómo atraer, retener y desarrollar con éxito el capital humano en tiempos de transformación (3® ed). McGraw Hill.
Dolan, S. L., Valle Cabrera, R., López Cabrales, Á., Jackson, S. E., & Schuler, R. S. (2022). La gestión de personas y del talento: la gestión de los recursos humanos en el siglo XXI (5ª ed). McGraw Hill.
Dolan, S., Schuler, R. S., Valle Cabrera, R., & Ozores Santos, I. (1999). La gestión de los recursos humanos. McGraw-Hill.
Fernández-Ríos, M. (1995). Análisis y descripción de puestos de trabajo: teoría, métodos y ejercicios. Díaz de Santos.
Fernández-Ríos, M., & Sánchez, J. C. (2006). Valoración de puestos de trabajo: fundamentos, métodos y ejercicios. Díaz de Santos.
Gómez-Mejía, L. R., Balkin, D. B., & Cardy, R. L. (2016). Gestión de recursos humanos (8ª ed). Pearson Educación.
Roig Ibañez, José. (1996). El estudio de los puestos de trabajo: La valoración de las tareas y la valoración del personal. Díaz de Santos.
Stein, G., & Anta, C. (2017). Cómo liderar personas con la retribución: políticas, criterios y valores. Pearson Educación.