Organizational & Personnel Psychology

none

The students
• know the essential interdisciplinary connections between economics and psychology.
• know the most important problems and solution approaches of organizational psychology.
• know the psychological factors influencing decision-making behavior in human resources and organizational contexts.
• understand how people are judged in everyday life, how emotions can be dealt with in work situations, how employees can be motivated, what to look out for in group work and how work and leisure time can be sensibly arranged (work-life balance).
• can recognize or identify talents in a company.
• can set up a talent management system.
• can apply selected instruments of talent management.
• are familiar with the concept of the competency model and its relevance and significance in human resources management.

• Introduction to BWL
• Strategic Management & Business Ethics
• Communication, Presentation & Rhetoric
• Human Resources Management

Part A: Psychological basics
• Teaching psychological explanations and interpretations in the areas of: Work and leisure (work-life balance), unemployment, psychology of motivation and incentive design.
• Organizational psychological approaches and methods of team building and leadership
• Personnel psychological approaches and methods of management decision behavior, employee leadership and behavior control
• Empirical studies and findings in business, organizational and personnel psychology

Part B: Competence & Talent Management
• Definition of competence & talent management
• Identification of talent (measurement of talent, measurement of performance, measurement of competencies, measurement of potential)
• Core elements for designing a talent management system (atttraction, development, retention, placement)
• Framework for successful talent management

Part C: Deepening in competence & talent management
• Introduction of a talent management system
• Finding talent (selection process, employer tuning)
• Retaining talent (career paths, team development)
• Developing and nurturing talent (coaching, mentoring, talent leadership, psychological testing)
• Developing a competency & talent management strategy

Part D: Instruments of competence & talent management
• Competence model, competence catalog and competences (professional competence, methodological competence, social competence, personal competence)
• Role catalog and role profiles
• Competence diagnosis and appraisal interview
• Competence development plan and maturity model
• Target agreement and performance measurement
• Talent and team analysis
• Analysis of professional interests and assessment of cognitive abilities
• 360-degree feedback and coaching
• HR analytics

• Haslam, A. S., Reicher, S. D., & Platow, M. J. (2020). The new psychology of leadership: Identity, influence and power. Abingdon, OX: Routledge.
• McKenna, E. (2020). Psychology and organizational behaviour. Abingdon, OX: Routledge.
• Schütz, A., Köppe, C., & Andresen, M. (2020). Was Führungskräfte über Psychologie wissen sollten: Theorie und Praxis für den Umgang mit Mitarbeitenden. Bern: Hogrefe Verlag.
• Sczygiel, C. (2021). Psychologie und Leadership: Direkt anwendbares Wissen für die Führungs- und Personalarbeit. Freiburg: Haufe-Lexware GmbH & Co. KG.

• Seminar paper and
• Quiz

German

4

25

3.5

25 % of the event is covered by eLearning. A combination between online phases (inductive method for the independent acquisition of knowledge and the practice of tasks) and presence phases (deductive method, in which assistance is given in the learning process and knowledge is imparted via frontal lectures) is used.

3

English version will be available soon

HRM 1

integrated lecture

Compulsory

not applicable