People and corporate culture (in English)
- Credits: 10
- Ending: Examination
- Range: 16sP
- Semester: winter
- Year: 2
- Faculty of Business Management
Teachers
Included in study programs
Teaching results
Knowledge:
A PhD student has:
- Deep knowledge of the current manifestation of economic, technological and demographic changes in the world of work, can identify and analyze in depth changes in the content of performance, define their impact on people management systems
- contextual knowledge of people management in the enterprise, with overlap into relevant disciplines, which is necessary for a comprehensive view of the implications of people management on the quality of working and personal life
- professional and methodological knowledge of the study of the principles and manifestations of human behaviour and their application to the design of people management systems and the shaping of organisational culture in line with the strategic choices of the enterprise.
Competence:
The doctoral candidate is characterised by
- critical thinking in terms of academic ethics and the freedom to identify and define an original space for their own research activity
- the ability to contribute to the creative work of existing research teams and to obtain support and collaboration for their own research project
- to identify, through creative thinking, a space for research on the management of the formation and development of human potential in the enterprise
- the ability to use relevant knowledge from the disciplines of human behaviour, e.g. psychology, sociology, behavioural economics and neurobiology, and to apply interdisciplinarity to the scientific study of human management
- the ability to enrich current knowledge on the use of human behavioural patterns and manifestations with new forms of application in human management
- the ability to contribute to the theory and practice of human management with new concepts, tools, processes, methods that are the results of scientific research
- the ability to use different forms of dissemination of research results to the scientific community and professional practice,
- an awareness of the importance of research activities in society and the benefits of publishing the results of research activities,
- a personal interest in scientific activity, an understanding of the meaning of ethical and free inquiry in the social sciences, and a desire to advance knowledge for the benefit of society
Skill:
In the area of cognitive skills, the doctoral student can:
- Recognize the research space for deeper understanding of human behavior and the application of this knowledge in human management systems
- identify and define the research gap , recognise relevant methodological frameworks
- formulate a research intent, express the relevant research space in terms of research questions and specify hypotheses, choose an appropriate methodology
- select the object of research, discover and verify patterns and demonstrate relationships on the object of investigation,
- interpret the results of the investigation, create added value of the research that is demonstrable for both people management theory and business practice
in the area of practical skills, the doctoral student can:
- review current knowledge on the topic and formulate their own research plan
- conceive an appropriate and original research design
- reflect on the review and assessment of the research design, develop research ideas and refine the methodological framework
- use currently available technologies to conduct and evaluate research
- critically interpret the results of investigations, identify and define the increment of knowledge with respect to the barriers and limits of the research study
- collaborate in research and publication teams, contribute to the conception, implementation and publication initiatives of research teams
- to work on a research project in the role of researcher or principal investigator, to conceive the plan, to carry out the different phases of the research and to evaluate the research project.
Indicative content
I. Working in the era of digital business transformation.
II. A new generation of employees.
III. HR strategies and organizational culture for the digital environment.
IV. Shaping the skills of the future.
Support literature
1. PARRY, Emma, MORLEY, Michael, BREWSTER, Chris: The Oxford Handbook of Contextual Approaches to Human Resource Management: Oxford Univerisity Press. 2021.s 656, ISBN: 9780190861162
2. PAAUWE,J., FARNDALE, E.. Strategy, HRM, and Performance: A Contextual Approach: Oxford. Oxford University Press. 2018. s.256. ISBN13 9780198808596
3. BREWSTER, CH., MAYERHOFER, W., Handbook of Research on Comparative Human Resource Management: Cheltenham, United Kingdom, Edward Elgar Publishing, 2013. s. 702, ISBN13 9781781002940
4. PARRY E., TYSON, S.: Managing People in a Contemporarry Context: Routledge, London, 2013. s. 238, ISBN13 9780415533126
5. JANKELOVÁ, Nadežda - JONIAKOVÁ, Zuzana - BLŠTÁKOVÁ, Jana - SKORKOVÁ, Zuzana - PROCHÁZKOVÁ, Katarína. Leading Employees Through the Crises: Key Competences of Crises Management in Healthcare Facilities in Coronavirus Pandemic. In Risk Management and Healthcare Policy. - [Wellington] : Dove Medical Press. ISSN 1179-1594, 2021, vol. 14, no. 1, pp. 561-573
6. PAPULA J., KOHNOVÁ L., PAPULOVÁ Z., SUCHOBA M. (2019). Industry 4.0: Preparation of Slovak Companies, the Comparative Study. Smart Technology Trends in Industrial and Business Management. In EAI/Springer Innovations in Communication and Computing. Springer, ISBN 978-3-319-76998-1 https://doi.org/10.1007/978-3-319-76998-1_8
7. SCHNEIDER, P. (2018). Managerial challenges of Industry 4.0: an empirically backed research agenda for a nascent field. In Review of Managerial Science volume 12, 803–848 https://doi.org/10.1007/s11846-018-0283-2.
8. BLŠTÁKOVÁ, Jana - BEDNÁR, Richard - GAŽOVÁ ADAMKOVÁ, Hana - JONIAKOVÁ, Zuzana - LJUDVIGOVÁ, Ivana - NÉMETHOVÁ, Ildikó - SKORKOVÁ, Zuzana. Human Resources Management 4.0 : Architecture, Roles, Leadership, and Business Models. 1st Edition. Hamburg : Verlag Dr. Kovač, 2019.
9. BLŠTÁKOVÁ, Jana - JONIAKOVÁ, Zuzana - JANKELOVÁ, Nadežda - STACHOVÁ, Katarína - STACHO, Zdenko. Reflection of Digitalization on Business Values: The Results of Examining Values of People Management in a Digital Age. In Sustainability : [International Journal of Environmental, Cultural, Economic and Social Sustainability]. - Basel : MDPI. ISSN 2071-1050, 2020, vol. 12, no. 12, pp. [1-17]
10. BAUER, W.- HÄMMERLE, M. - SCHLUND, S. - VOCKE, C.: Transforming to a Hyper-connected Society and Economy -Towards an “Industry 4.0”. In Procedia Manuf. 2015, no.3, 417–424.
11. DRAGICEVIC, N.- ULLRICH, A. - TSUI, E. - GRONAU, N.: A conceptual model of knowledge dynamics in the industry 4.0 smart grid scenario. In Knowledge Management Research & Practice 2020, vol. 18, no. 2, 199–213 https://doi.org/10.1080/14778238.2019.1633893
12. SHEVYAKOVA, A. - MUNSH, E. - ARYSTAN, M. - PETRENKO, Y. (2021). Competence development for Industry 4.0: Qualification requirements and solutions. In Insights into Regional Development, Entrepreneurship and Sustainability Centre, 2021, vol.3, no.1 124-135. http://doi.org/10.9770/IRD.2021.3.1(7), ISSN 2669-0195.
Syllabus
I. Working in the era of digital business transformation 1. Manifestations of economic, technological and demographic changes in the world of work. Digital platforms of the sharing economy and digital social networks. 2. Digital transformation in enterprises. Virtual work environments. Interactions between people and technology, fundamental changes in forms of work and collaboration, emphasis on social capital, creativity as a source of success, integration of work into quality of life. Meaningfulness and sustainability of human work. II. A new generation of employees 3. Silver economy, lack of competence and skills surplus due to automation, 4. Diversity in the workplace, hyperconnectivity of society, new forms of social units, reverse humanization of work, the era of the employee. III. HR strategies and organisational culture for the digital environment 5. Values, roles, architecture and content of HRM. Shaping the expected employee experience. Employer brand - a tool for attractiveness to candidates, retention of current employees. 6. People management tools in the phase of digitalization of information - familiar HR roles and new technologies. Value redefinition phase - new performance design and redefinition of people management roles. Discussion of the integrated nature of the human factor. 7. Diversity management and inclusion. Programmes for disadvantaged employees, 8. The culture of the learning organization. Building a culture of feedback. Employee engagement and employee experience IV. Shaping the skills of the future 9. Shaping employee competence (knowledge, skills, behaviour) and developing work potential (talent and performance). 10. Change as the new value of success. Human behaviour in change, change management cycle. Barriers to change in human behaviour. Values for change management. 11. Creative potential of the enterprise and barriers to the development of creativity. Process of creative thinking, stimulation of creativity. Creative work environment. 12. Emotional agility and rationality. Models of effective communication.
Requirements to complete the course
20 % analysis of scientific studies and discussion, 20 % written speech (scientific essay), 60 % oral examination
Student workload
260 h - participation in consultations 16 h, preparation for consultations 32 h, processing of continuous assignments 16 h, processing of scientific state 90 h, preparation for the exam 106 h)
Language whose command is required to complete the course
English
Date of approval: 11.03.2024
Date of the latest change: 14.05.2022