Human resources strategy
Study Course Implementer
linda.alksne@rsu.lv
About Study Course
Objective
The course focuses on a man-centred approach, helping managers build and maintain positive relationships with employees in the digital environment. Students will learn how to use technology to better understand and support employees’ individual needs, engagement and wellbeing. The course emphasizes emotional intelligence, empathetic leadership and staff development in building a digitally oriented but people-respecting work culture. The goal is to introduce the leaders to tools and strategies that help build a harmonious and motivated team, taking into account the peculiarities of the generations and human types. After completing the course, managers will be able to evaluate their employees according to different characteristics. The course will consist of experience stories and company guest lectures.
Preliminary Knowledge
Basic knowledge of human resource management processes such as selection, motivation, employee development and performance evaluation, as well as an understanding of the structure of organizations and the distribution of roles in teams is required. Knowledge of leadership principles and different leadership styles and a basic knowledge of emotional intelligence and empathy in the role of a leader are desirable. An idea of today's digital tools and systems (e.g., HRIS, employee survey platforms, workforce analytics) and a willingness to learn about new technology solutions in human resource management are required. Ability to work in a team and communicate effectively in the digital environment.
Learning Outcomes
Knowledge
1.Students will recognise and explain the principles of effective internal communication and the organisation’s cultural building processes, as well as analyse and adapt personnel management strategies in line with the organisation’s objectives.
Test for visiting guest lectures
2.Students will explain and evaluate the role of technology and developments in talent management, apply technology to improving employee efficiency, and analyze creative and innovation management techniques within organizations.
Test for visiting guest lectures
3.Students will understand and apply workplace culture-building principles that promote employee wellbeing and engagement.
Test for visiting guest lectures
4.Students will analyse different personality types and their impact on team dynamics and collaboration, as well as compare and assess the characteristics of different generations, their impact on work style and motivation.
Test for visiting guest lectures
5.Students will learn and apply mentoring techniques, assessing their impact on leaders’ development within the organization.
Test for visiting guest lectures
6.Students will gain an idea and analyse the challenges of technology deployment in the public sector, as well as develop possible solutions to overcome them.
Defence of independent work • Test for visiting guest lectures
Skills
1.Student is able to apply and analyse theoretical knowledge, methods and problem solving skills in order to perform research activity independently within the course.
Examination • Defence of independent work
2.Able to independently assess and improve their competences and specialisation, take responsibility, analyse the results of the work of the staff group and adapt or modify work, research or further learning approaches in difficult and unpredictable circumstances, using new techniques creatively.
Examination • Defence of independent work
3.Is able to analyze an employee’s profile using different criteria and approaches learned during the course.
Examination
4.Knows how to recognize different types of people in your team and redirect them to the appropriate task to achieve the best result.
Examination
5.Knows how to use and integrate digital tools into teamwork and build an environment that encourages innovation and employee engagement.
Examination
6.Able to build and maintain a positive, supportive and motivating work environment based on acquired skills in personnel management.
Examination
7.Is able to develop mentor-manager relationships that promote professional development by applying the acquired knowledge to mentoring approaches.
Examination
Competences
1.Able to integrate knowledge from a wide range of areas, such as personnel management, selection and mentoring, tailored to specific situations within the organisation to make informed decisions.
Examination
2.Able to operate and make decisions in complex and changing circumstances related to technological change through flexible approaches and solutions.
Examination
3.Able to use and integrate digital tools and technologies in personnel selection, job process management, and team management, optimizing organization performance.
Examination
4.Able to plan, adapt and evaluate personnel management strategies, aligning them with the organisation’s long-term objectives and responding to external and internal challenges.
Examination
5.Able to analyse and apply knowledge of generational differences by adapting approaches to motivation and employee engagement in order to promote effective cooperation between employees of different ages.
Examination
Assessment
Individual work
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Title
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% from total grade
|
Grade
|
|---|---|---|
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1.
Individual work |
60.00% from total grade
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10 points
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Throughout the course, students must conduct research at their workplace. They should be able to identify personality types and generational characteristics in their employees, or conversely, recognize traits that are atypical for a specific generation. Students are expected to independently explore their workplace's recruitment procedures. They should document the digital tools already in use and test the tools introduced during the course. Additionally, they must assess their team's readiness for technology implementation, evaluate potential risks, and prepare a presentation on the process of introducing a specific innovation in their workplace. The research on their workplace must be conducted throughout the semester and presented to the group at the end of the semester, along with a plan for the proposed innovation. |
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Examination
|
Title
|
% from total grade
|
Grade
|
|---|---|---|
|
1.
Examination |
50.00% from total grade
|
10 points
|
|
Overall, the student’s ability to combine theoretical knowledge with practical experience, perform critical analysis and develop solutions that meet the needs of the real working environment will be assessed. 20% of the final grade will be composed of the depth and accuracy of the analysis. Ability to identify human types and generational peculiarities or atypical traits in specific employees, as well as critical thinking when analyzing observations. 20% of the grade will be determined by research into recruitment procedures and digital tools and an assessment of technology deployment - accurately assessing team readiness and potential risks and being able to identify challenges and offer appropriate solutions. 20% of the grade will be composed of reflective assessment and applicability. Ability to analyse the acquired experience and link it to the application of theoretical knowledge, as well as practical applicability of proposals to improve the workplace. |
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2.
Defence of independent work |
20.00% from total grade
|
10 points
|
|
Preparing an upgrade implementation plan and presenting your presentation should be clear, structured, and well-founded. Reasoning and practicality of solutions will be assessed. |
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3.
Test for visiting guest lectures |
20.00% from total grade
|
10 points
|
|
Students complete a self-assessment test after listening to guest lectures. |
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4.
Intermediate assessment of independent work |
10.00% from total grade
|
10 points
|
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The progress of the student’s independent work and compliance with the defined requirements will be assessed. |
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Study Course Theme Plan
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Class/Seminar
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Modality
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Location
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Contact hours
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|---|---|---|
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On site
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Auditorium
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2
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Topics
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Strategic approach to personnel management, organization development and communication.
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-
Class/Seminar
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Modality
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Location
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Contact hours
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|---|---|---|
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On site
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Auditorium
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2
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Topics
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AI-efficient employee
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-
Class/Seminar
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Modality
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Location
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Contact hours
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|---|---|---|
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On site
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Auditorium
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2
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Topics
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Fostering innovation in employees
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-
Class/Seminar
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Modality
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Location
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Contact hours
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|---|---|---|
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On site
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Auditorium
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2
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Topics
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IT staff recruitment
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-
Class/Seminar
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Modality
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Location
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Contact hours
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|---|---|---|
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On site
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Auditorium
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2
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Topics
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The use of digital tools in recruitment
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-
Class/Seminar
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Modality
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Location
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Contact hours
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|---|---|---|
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On site
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Auditorium
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2
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Topics
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A different work environment
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-
Lecture
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Modality
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Location
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Contact hours
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|---|---|---|
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On site
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Auditorium
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2
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Topics
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Types of people
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-
Lecture
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Modality
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Location
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Contact hours
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|---|---|---|
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On site
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Auditorium
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2
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Topics
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Types of people
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-
Lecture
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Modality
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Location
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Contact hours
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|---|---|---|
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On site
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Auditorium
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2
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Topics
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Generational differences
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Lecture
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Modality
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Location
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Contact hours
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|---|---|---|
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On site
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Auditorium
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2
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Topics
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Generational differences
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-
Class/Seminar
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Modality
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Location
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Contact hours
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|---|---|---|
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On site
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Auditorium
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2
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Topics
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Digital transformation in the municipality
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-
Class/Seminar
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Modality
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Location
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Contact hours
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|---|---|---|
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On site
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Auditorium
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2
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Topics
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Mentoring for managers
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-
Class/Seminar
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Modality
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Location
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Contact hours
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|---|---|---|
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On site
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Auditorium
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2
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Topics
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The best employer in Latvia – a story of experience
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-
Class/Seminar
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Modality
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Location
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Contact hours
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|---|---|---|
|
On site
|
Auditorium
|
2
|
Topics
|
The best employer in Latvia – a story of experience
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Bibliography
Required Reading
Budhwar, P., Chowdhury, S., Wood, G., Aguinis, H., Bamber, G. J., Beltran, J. R., … Varma, A. (2023). Human resource management in the age of generative artificial intelligence: Perspectives and research directions on ChatGPT. Human Resource Management Journal, 33(3), 606–659. https://doi.org/10.1111/1748-8583.12524Suitable for English stream
Peiseniece, L. (2010). Cilvēkresursu vadīšanas novērtēšanas metodes un to pilnveidošanas virzieni Latvijas lielajos uzņēmumos [Promocijas darbs, Latvijas Universitāte, Ekonomikas un vadības fakultāte, Vadībzinību katedra]. Rīga.
Dombrovska, L. R. (2009). Cilvēkresursu kapitāla vadība. Zvaigzne ABC.
Ben Eubanks (2022) Artificial Intelligence for HR: Use AI to Support and Develop a Successful WorkforceSuitable for English stream
Ergle, Daiga (2015). Fostering employee engagement through gamification. Management, letnik 10, številka 3, str. 219-234. URN:NBN:SI:DOC-JJ3Z7C8O from http://www.dlib.siSuitable for English stream
Additional Reading
Twenge, J. M. (2023). Generations: The real differences between Gen Z, Millennials, Gen X, Boomers, and Silents—and what they mean for America's future. Atria Books.
Covey, S. R. (2011). Efektīvu cilvēku 7 paradumi (E. Avotiņš, Trans.). Zvaigzne ABC. (Oriģināldarbs izdots 1989. gadā)Suitable for English stream
Stenlijs, P. D., & Klintons, R. J. (2017). Mentorings: attiecības, kas veicina izaugsmi (Latvijas Kristīgais studentu fonds, Izdevējs). Latvijas Kristīgais studentu fonds. (Oriģināldarbs izdots 1992. gadā)
he Role of HR in the Transforming Workplace. Challenges, Technology, and Future Directions (2024). Edited By Anamika Pandey, Simon Grima, Suruchi Pandey, Balamurugan BalusamySuitable for English stream
Wellbeing for Sustainability in the Global Workplace (2019). Edited By Paola Ochoa, Maria-Teresa Lepeley, Peter EssensSuitable for English stream
Workforce Readiness and the Future of Work (2019). Edited By Fred Oswald, Tara S. Behrend, Lori FosterSuitable for English stream
Workplace Communication (2020). Edited By Leena Mikkola, Maarit ValoSuitable for English stream