HUMAN RESOURCE MANAGEMENT Credit: 3 Instructor: Xinjie Zhao, PhD E-mail: zhaoxinjie@bfsu.edu.cn Office: Rm. 941, International Building Office hours: 3:15-4:15 pm, Tuesday Course Description The management of human capital in the new economy is a challenge all business professionals face. Within this course, students will develop an understanding of the diverse areas within human resource management such as job analysis, planning, staffing, performance evaluation, compensation, training and development, labor relations, employee safety. In addition, students will develop an understanding of how cultural differences (not only organizational culture but also national culture) impact the organization and HRM in ways that make both more challenging and complex. Students will develop an understanding and appreciation for these differences as well as competencies required to work within these cultural contexts. It is also important that we take advantage of the experience of class members. So, where relevant, please feel free to bring your own experiences and illustrations into class discussion. Throughout the course--virtually in every session--we will consider how what we are discussing differs across settings. Students with global experiences are especially encouraged to bring this knowledge into the classroom. It is important that as future managers we appreciate these differences in how human resources might be framed differently in other cultures. If we are to meet our goal of increasing your effectiveness in managing human resources, it is important to explore how, why, and under what circumstances various approaches work. Your previous experience, both positive and negative, is a valuable source of data for this learning. However this course will not discuss in depth the technical details of personnel management such as test validation, the specifics of job evaluation methods, the mechanics of interviewing, or the intricacies of employment law. These topics are primarily relevant to those intending to be human resource professionals. Instead, this course adopts the perspective of a general manager and addresses human resource topics from a strategic perspective. Many managers and organizations recognize that a critical source of competitive advantage often comes not from having the most ingenious product design, the best marketing strategy, or the most state of the art production technology, but rather from having an effective system for obtaining, mobilizing, and managing the organization's human assets. A number of recent developments, including demographic changes in the labor force, the rapid pace of technological change, increased global competition, experiments with new organizational arrangements, and public policy attention to work force issues, are making human resource management topics increasingly important for all managers in organizations. Although many organizations recognize the 1
importance of managing the work force effectively and even "know" what approaches are effective, it is remarkable how often firms and managers fail to implement these approaches. Learning Objectives: The objectives of this course is to provide students an understanding of Human Resource Management; a comprehensive, current view of HRM; an understanding of the importance of critical thinking pertaining to strategic issues pertaining to human resources; and, an understanding of the impact of culture on the organization. At the end of this course, students will be able to: Discuss the functional areas of HRM, i.e., recruitment, compensation management, etc. and Discuss how to manage effectively in cross cultural situations; Discuss the impact of organizational culture; Stress the importance of link between business strategy and HRM; Develop understanding of critical issues in managing human resources from both employee and employer perspective Combine theoretical framework with a real-world application; Solve problems, including unstructured problems, related to business and economics. Communicate effectively. This course aims to facilitate students to gain skills including teamwork, interaction, communication, information gathering, conflict resolution, presentation and decision making in group activities. In other words, this course expects to integrate this diverse student body in the classroom and prepare them for working in increasingly diverse environments. Required Textbook Dessler, G. & Tan, C.H. (2012)Human Resource Management:An Asian Perspective, 2nd edition. China Machine Press (authorized by Pearson) Supplementary text: http://product.dangdang.com/22810707.html 2
Noe, R.A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M., edited by Xin Liu,Human Resource Management (Seventh Edition). China Renmin University Press, 2010 (authorized by McGraw Hill) http://product.dangdang.com/21022079.html#ddclick?act=click&pos=21022079_0_1_q&cat=&key=%c5%b5%d2%c1%2b %C8%CB%C1%A6%D7%CA%D4%B4&qinfo=32_1_48&pinfo=&minfo=&ninfo=&custid=&permid=201401310041134161096 32999205475077&ref=http%3A%2F%2Fsearch.dangdang.com%2F%3Fkey%3DNoe%2520%25C8%25CB%25C1%25A6%25D 7%25CA%25D4%25B4&rcount=&type=&t=1393811976000 Dowling, Peter J., Marion Festing, Allen D. Engle, Sr, (2008), International Human Resource Management: Managing People in a Multinational Context, 5th. Ed., ( Cengage Learning Asia Pte Ltd.) http://product.dangdang.com/20768978.html#ddclick?act=click&pos=20768978_3_2_q&cat=&key=%b9%fa%bc% CA%C8%CB%C1%A6%D7%CA%D4%B4%B9%DC%C0%ED&qinfo=45_1_48&pinfo=&minfo=&ninfo=&custid=&per mid=20140131004113416109632999205475077&ref=http%3a%2f%2fkids.dangdang.com%2f&rcount=&type=& t=1393811853000 Other Teaching Materials To integrate the conceptual and applied material the primary course material will be a series of cases illustrating both successes and failures. Each case will provide an opportunity to use the conceptual material in an analytic way. To help focus your analysis, a set of study questions for each case is included. These can be used to guide your case preparation. You will also be provided with supplementary readings that will supply concepts and frameworks. Teaching Methods Real-world HR news reporting and discussion Lectures Case studies Videos Games and simulation Role play Group presentations Quizzes Guest speaker 3
Weekly Course Schedule The weekly course schedule may change to meet the emerging needs. Week Topics Required Readings Assignments 1 2016-3-1 2 2016-3-8 3 2016-3-15 4 2016-3-22 5 2016-3-29 6 2016-4-5 7 2016-4-12 8 2016-4-19 9 20-16-4-26 10 2016-5-3 11 2016-5-10 12 2016-5-17 Course Introduction Dessler& Tan (2012): Introduction to HRM Chap. 1 Job Analysis Dessler& Tan (2012): How Google Sold Its Chap. 4 Engineers on Management Hiring: HR Planning and Dessler& Tan (2012): Ferguson's formula: recruiting Chap. 5 Some call him the greatest coach in history Hiring: Employee Testing and Dessler& Tan (2012): Hidden traps in Selection Chap. 6 & Chap. 7 decision making Interviewing Candidates Training & Developing Dessler& Tan (2012): Employees Chap. 8 Exam 1 Case study: Bonuses in Bad Times Performance Management Dessler& Tan (2012): IDEO s culture of and Appraisal Chap.9 helping Compensation and Benefits Dessler& Tan (2012): (C&B) Chap. 11, 12 & 13 Employee Retention Noe et al (2010) How (Un)ethical Are You Exam 2 Case study: Why we are losing our good people Labor Relations Dessler& Tan (2012): Women Rising-the Chap.14, 15 & 16 unseen barriers Strategic HRM : HRM Dessler& Tan (2012): How we went digital and competitive Chap. 3 without a strategy advantage 13 2016-5-24 14 2016-5-31 15 2016-6-7 Global HRM I Dessler& Tan (2012): Chap. 17 &Dowling et al (2008) Global HRM II Dessler& Tan (2012): Chap. 17 &Dowling et al (2008) Guest Speaker Have you restructured for global success 4
16 Immersion Week 2016-6-14 17 Exam Week 18 Exam Week Assessment Attendance: 10% Class participation:10% Team presentation:10% Exams:20% Final exam:50% Attendance (10%) Attendance and punctuality:one point penalty for absence and half a point for lateness. If the absent hours (for whatever reasons) account for one third of the total teaching hours, the student is not allowed to take the final exam and should re-sit the course. Class Participation (10%) Each student is required to be an active participant in sharing real-world observations and case discussions. Your participation grade will reflect my assessment of your total contribution to the learning environment. This includes not only the frequency of your contributions in class, but also their quality. Quality, includes, among other things: (1) sound, rigorous, and insightful diagnosis (e.g. sharpening of key issues, depth and relevance of analysis); (2) ability to draw on course materials and your own experience productively; (3) ability to advance or sharpen in-class discussion and debate, willingness to take risky or unpopular points of view, use of logic, precision, and evidence in making arguments; (4) professionalism of your conduct: preparedness, and showing respect to all class members and their class contributions; lack of preparation will be counted heavily against your grade. Team presentation:10% Teamwork The team composition is decided by the instructor at the beginning of the semester. Organizations can only succeed if the units collaborate without frictions on shared objectives and manage to create synergy. On a smaller scale, this is applies to teamwork. Moreover, in most work situations, goals are rarely achieved individually but in teams. Thus, teamwork is an essential part of this class. Each member is responsible for achieving the team's goal and is accountable for it. The team's success will have impact on the individual grade. In case problems occur within a 5
team which is normal I expect you to first try to solve the issues internally. But if this does not work, please do not hesitate to involve me. In spite of the fact that the entire team is responsible for accomplishing its task, team members will be graded individually but individual efforts to achieve a better team result will also be taken into account. Maximum amount of points for the team presentation is 10. The number of points (0-10) received is then multiplied by the number of team members and the distribution of this total is decided by the team members and reported to the teacher the next week. Example: If a 4-member team receives 8 points for the presentation, total amount of points is 32, which is divided upon consensus of the team members according to the amount of effort and work put into the presentation. Thus, one team member can receive 14 points, other 9 points, 7 points and the last one 2 points. Giving presentations is an everyday activity for a manager, so they are also an important part of this class. Please be realistic about the time you need: Typically presentations last longer than expected. I reserve the right to cut you off if you exceed the scheduled time! 1. Each group makes a presentation on an assigned HRM article, while the article is accessible toall students in Blackboard. Make sure you read them beforehand so that there will be an inspiring Q&A section. 2. The speakers should study the article carefully and do additional research on it so that relevant supplementary information will help the class understand the article. The presentation should explain the key issues of the article and also include your own original comments. State your arguments clearly and support them with convincing reasoning, explanation, and examples, etc. 3. This is a PPT-based eight-ten minutes' presentation. Facts and figures should be referenced. 4. Fluent and accurate expressions are expected. Presentation skills should be demonstrated, including a logical structure, proper rapport between team members and coherent transfer from member to member, decent eye contact with the audience, and frank answers to their questions. 5. The presentation is rated by the instructor (60%) and the audience (40%). 6. Rating criteria: 6
HRM Articles Presentation Grading Form Topic Date Presentation Team Speakers 1. Content (60%) Is the presentation well structured, with key information logical connected? Is there a good review of the key information from the article? Has the speaker clearly explained the concepts/theories/views in the articles? Has the speaker provided some background information or supplementary examples or relevant theories to help you understand the article? Has the speaker made any original analysis and given his/her own comments on the author's view? 2. Presentation Skills (40%) Are team members introduced to the audience? Can teamwork be demonstrated in the smooth transfer between the speakers, in answering the audience's questions, etc? Has the first speaker introduced the topic and structure? Has the speaker used proper tone, volume and eye contact when making the presentation? Is the presentation interactive to engage the audience? Is the speaker able to answer the questions from the audience clearly and concisely? Is the presentation finished within 8-1o minutes? Are PPT slides informative and concise to help the audience understand the speakers? Additional Comments: Please write down the strengths of the presentation and point out what should be improved. Total Rating /100 Rater from Team 7
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Exams (20%) Quiz on key concepts (10%): individual performance Multiple choice and True or False.Eight to ten test questions per chapter. You will receive and keep the quiz sheet. All students are expected to take quizzeson the dates scheduled. If a student does not take the quiz on the scheduled time for any reason, he or she may choose to give up or take a makeup. The makeup is harder. Case study: Team discussion and written report(10%) Teams will be assignedthe case study a week before the exam to read the written case, and prepare your thoughts according to the following four aspects: 1) Identification of the main issues and problems 2) Analysis of the identified problems and issues 3) Solution alternatives proposals 4) Solution argumentation, defense, implementation strategy, conclusions In the exam, team members will be given 60 minutes to share their opinions, discuss on the issues, argue for your view, persuade others, until finally they reach an agreement and put the results in a written report by following the four points. The case study report should have 600-1000 words. Hand in the report when the exam time is due. The teams may choose to handwrite the report (the handwriting MUST be easily readable), or choose to typewrite the report on a PC. Maximum amount of points for a case study is 10. The number of points (0-10) received is then multiplied by the number of team members and the distribution of this total is decided by the team members and reported to the teacher the nextweek. Example: If a 4-member team receives 8 points for the case study, total amount of points is 32, which is divided upon consensus of the team members according to the amount of effort and work put into the case study. Thus, one team member can receive 14 points, other 9 points, 7 points and the last one 2 points. Final exam (50%) Final exam lasts two hours. The exam is composed of five sections, including Multiple Choice,True or False, Short Answer Questions, News event analysis, Case study. The first three sections aim to test how well students understand the basic HRM concepts and theories. The last two sections aim to test how well they are able to use the concepts to analyze cases and offer solutions. 9