Human Resource Management

2025/2026

Academic Year

ENG

Instruction in English

Delivered at:

Department of Management

Course type:

Elective course

When:

3 year, 1, 2 module

Instructor

Borisov, Igor G.

Course Syllabus

Abstract

This seminar-based course provides students with fundamental knowledge and practical skills in human resource management (HRM) in both Russian and international contexts. The course emphasizes independent and collaborative learning through critical analysis of contemporary scholarly articles, preparation and delivery of presentations, and active participation in discussions. Students are encouraged to effectively use AI tools to support their research while prioritizing their own critical thinking and problem-solving abilities. Additionally, the course focuses on developing key soft skills, including communication, teamwork, and leadership. Through case studies, group discussions, and hands-on assignments, students will explore traditional and innovative HRM approaches, equipping them with the competencies necessary for thriving careers in today’s dynamic business environment—regardless of their prior experience.

Learning Objectives

• To provide students with a rigorous theoretical foundation, practical competencies, and comprehensive understanding of core human resource management functions relevant to contemporary organizations operating in both Russian and international contexts.

Expected Learning Outcomes

• Outline techniques for effective teamwork in solving HR tasks and achieving group objectives.
• List key applications of HR analytics and consulting in organizational contexts.
• Design and execute research projects on public opinion and HRM service provider evaluation.
• Validate, analyze, and justify conclusions derived from HRM datasets.
• Adapt communication strategies for diverse HR stakeholders and purposes.
• Demonstrate autonomous learning through critical engagement with HRM discipline materials.
• Demonstrate responsibility and strengthen self-discipline through consistent attendance of course sessions.

Course Contents

• Introduction to HRM - Part 1, 2
• Human resource planning, recruitment & selection - Part 1, 2
• Onboarding, outboarding, turnover - Part 1, 2
• Organizational behavior, organizational development, performance – Part 1, 2
• Talent and leadership - Part 1, 2
• The Impact of Digitalization on HRM - Part 1, 2
• HRM as a Service - Part 1, 2
• Work-Life Balance as a Contemporary HRM Challenge - Part 1, 2
• HRM in Workplace Conflict Management - Part 1, 2

Assessment Elements

• Regular In-Class Activities (1)
  Practical assignments enable students to apply knowledge through individual and group work formats (exercises, discussions, presentations). These activities develop skills essential for achieving learning objectives in each thematic module. Instructional tasks are implemented on a regular basis. Collectively, this assessment component is NOT eligible for retake. It cannot be repeated as it incorporates in-class participation, seminar discussions, case/problem-solving activities conducted at specific times, and other interactive elements. Missing an individual seminar—even for valid reasons—results in a score of 0 for that component. At the instructor’s discretion, a student may be permitted to complete a substitute assignment to compensate for missed seminar(s). In such cases, the following factors are considered: Formal notification from the academic office regarding sufficient valid documentation (e.g., medical certificate); The average score of the student’s team; The student’s individual performance at the time of evaluation. Depending on circumstances, students may be assigned an individual make-up task for the missed seminar(s), with a completion deadline agreed upon with the instructor. Important: No make-up opportunities will be granted after the module/course concludes—regardless of extenuating circumstances or documentation.
• Regular In-Class Activities (2)
• Written exam
  At the end (or near the conclusion) of the course, an exam in test format is administered, covering all included topics. A minimum of 45 minutes is allocated for the exam procedure, including instructions on the examination process. The question formats include multiple-choice, open-ended questions, and short case studies. The weight of each question is indicated directly next to the task on the exam. Students take this exam individually. Detailed instructions regarding the procedure will be provided in advance through the Smart-LMS system prior to the exam.
• Interactive Case Study Debate
• Team Project
  This is a team project aimed at developing students’ knowledge and competencies in the field of HRM practices. Students will be given at least two weeks to complete the project. The content and terminology used should incorporate course materials, academic literature, as well as additional academic and/or media resources independently sourced by the team. Through interaction with a real company, student teams study and analyze work practices related to HRM functions. The research findings and their discussion take place during a dedicated seminar. The assessment for this assignment will consist of a grade for the written final report (summary plus appendices), a PowerPoint presentation, and the subsequent discussion.

Interim Assessment

• 2025/2026 2nd module
  0.25 * Interactive Case Study Debate + 0.15 * Regular In-Class Activities (1) + 0.15 * Regular In-Class Activities (2) + 0.25 * Team Project + 0.2 * Written exam

Bibliography

Recommended Core Bibliography

• Alexander Schmitt, & Johannes Van Biesebroeck. (2013). Proximity strategies in outsourcing relations: The role of geographical, cultural and relational proximity in the European automotive industry. Journal of International Business Studies, (5), 475. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsrep&AN=edsrep.a.pal.jintbs.v44y2013i5p475.503
• Michael Armstrong, & Stephen Taylor. (2020). Armstrong’s Handbook of Human Resource Management Practice. London: Kogan Page. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=2331872

Recommended Additional Bibliography

• KAWASHIMA, K. (2017). Service outsourcing and labour mobility in a digital age: transnational linkages between Japan and Dalian, China. Global Networks, 17(4), 483–499. https://doi.org/10.1111/glob.12157
• Laloux, F. (2016). Reinventing Organizations visuell : Ein illustrierter Leitfaden sinnstiftender Formen der Zusammenarbeit. [Place of publication not identified]: Vahlen. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1443910

Authors

• Borisov Igor Gennadevich