| HUMAN RESOURCES MANAGEMENT (TURKISH, NON-THESIS) | |||||
| Master | TR-NQF-HE: Level 7 | QF-EHEA: Second Cycle | EQF-LLL: Level 7 | ||
| Course Code | Course Name | Semester | Theoretical | Practical | Credit | ECTS |
| ISL5450 | Employer Brand Design | Spring | 3 | 0 | 3 | 8 |
| This catalog is for information purposes. Course status is determined by the relevant department at the beginning of semester. |
| Language of instruction: | Turkish |
| Type of course: | Departmental Elective |
| Course Level: | |
| Mode of Delivery: | Face to face |
| Course Coordinator : | Assist. Prof. BURÇAK PERKER |
| Recommended Optional Program Components: | None |
| Course Objectives: | The proposed course aims to enrich the professional knowledge and expertise of both managers and employees by emphasizing on the fundamental topics of contemporary business management, specifically ethics and sustainability related to the tasks they perform |
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The students who have succeeded in this course; 1. Understand the importance of Employer Branding. 2. Interpret Employer Branding with HRM functions. 3. Be able to connect Employer Branding with Business Functions. 4. Have knowledge about Employer Brand Management. 5. Understand the relationship between Employer Branding and Sustainability. 6. Be able to see the relationships between the functions of organizations and Employer Branding. 7. Be able to look holistically at the Employer Brand Management approaches of organizations in general. |
| The concept of Employer Brand Management is among the current topics of study in the business literature. Particularly in recent years, its content and scope have expanded and it has started to be addressed within the framework of talent management and sustainability. In the global business environment, which exhibits an intertwined structure, the Employer Branding concept and Employer Brand Management practices have begun to be considered as conditions for achieving competitive advantage. As a result, both organizations and managers have to produce both short and long-term solutions and policies in terms of economic, social and environmental factors. |
| Week | Subject | Related Preparation |
| 1) | The Concept of Employer Branding and Its Theoretical Infrastructure | |
| 2) | The relationship between Employer Brand and Trademark | |
| 3) | Employer Brand and Corporate Reputation | |
| 4) | Studies on Employer Brand Measurement | |
| 5) | Employer Branding and Employer Attraction | |
| 6) | Employer Branding and Job Search Behavior | |
| 7) | Employer Branding and Social Media | |
| 8) | Midterm | |
| 9) | Employer Brand and Employee Turnover | |
| 10) | Employer Branding Application Examples | |
| 11) | Employer Branding Application Examples | |
| 12) | Employer Branding Application Examples | |
| 13) | Employer Branding Application Examples | |
| 14) | Employer Branding Application Examples |
| Course Notes / Textbooks: | 1. Ting, Cyrill, Employer branding and the employee-life-cycle: how to become an attractive employer, AV Akademikerverlag, 2011. |
| References: |
| Semester Requirements | Number of Activities | Level of Contribution |
| Project | 1 | % 30 |
| Midterms | 1 | % 30 |
| Final | 1 | % 40 |
| Total | % 100 | |
| PERCENTAGE OF SEMESTER WORK | % 30 | |
| PERCENTAGE OF FINAL WORK | % 70 | |
| Total | % 100 | |
| Activities | Number of Activities | Duration (Hours) | Workload |
| Course Hours | 14 | 3 | 42 |
| Study Hours Out of Class | 14 | 8 | 112 |
| Project | 1 | 30 | 30 |
| Midterms | 1 | 3 | 3 |
| Final | 1 | 3 | 3 |
| Total Workload | 190 | ||
| No Effect | 1 Lowest | 2 Low | 3 Average | 4 High | 5 Highest |
| Program Outcomes | Level of Contribution | |
| 1) | Apply the theoretical and practical aspects of human resource management to formulate strategies that will enable organizations to achieve both operational and strategic goals related to the organization’s human capital. | |
| 2) | Deploy appropriate HRM metrics and other HRM analytics to make informed decisions that enhance the effectiveness of the recruitment, training, development, and retention of human resources and align the HRM strategy with the overall organizational strategy and purpose. | |
| 3) | Appraise and apply techniques in talent management that human resource professionals may use to facilitate effective position planning, talent selection, placement, compensation and rewards, as well as retention. | |
| 4) | Propose mediation or negotiation strategies that lead to positive, ethical outcomes and demonstrate scrupulous consideration of perceived points of conflict; differences in values, beliefs, and cultures; or divergence of goals. | |
| 5) | Assess opportunities to improve and sustain organizational performance through strategic thinking and management, the development of human capital, the allocation of physical and financial resources. | |
| 6) | Exhibit the ability to make reasoned, ethical decisions based on professional standards and practices for ethical conduct, legal requirements, and regulatory guidelines in human resource management that are in the best interest of the individual, the organization, the environment, and society as a whole. | |
| 7) | Propose systematic, systemic, and sustainable solutions to complex business problems related to human capital and human resources needs and issues by applying critical-thinking and analytical skills. |