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2013/2014  BA-HA_E158  Human Resource Management

English Title
Human Resource Management

Course information
Language English
Exam ECTS 7.5 ECTS
Type Elective
Level Bachelor
Duration One Semester
Course period Spring
Changes in course schedule may occur
Monday 11.40-14.15, week 15-16,18-21
Wednesday, 11.40 - 14.15, Week 16-21
Time Table Please see course schedule at e-Campus
Max. participants 60
Study board
Study Board for BSc in Economics and Business Administration
Course coordinator
  • Morten Thanning Vendelø - Department of Organization (IOA)
  • Syed Salman Ahmad - Department of Organization (IOA)
Course Administration: Ane Lindgren Hassing - alh.ioa@cbs.dk
Main academic disciplines
  • Management
  • Organization
Last updated on 14-10-2013
Learning objectives
After completion of this course, students should be able to:
  • Demonstrate understanding of the various human resource management processes in organizations.
  • Apply theoretical concepts of HRM in real life business situations illustrated in cases.
  • Exhibit an understanding of the ways in which organizations can attract, retain and motivate employees.
  • Develop a link of integration between HR strategy and overall business strategy of the organization.
Course prerequisites
None
Prerequisites for registering for the exam
Compulsory assignments (assessed approved/not approved)
In order to sit for the exam, mandatory feedback assignments will need to be completed. These will be one group oral presentation (20 minutes duration) as well as one group written submission (1500 words). The class will be divided into small study groups for this. Groups will be assigned topics and readings at the beginning of the course so that they may schedule meetings to prepare their presentation and submission.

Requirements about active class participation (assessed approved/not approved)
There is also a requirement for active class participation in order to sit for the exam. This will be assessed in two ways. One will be active participation in the group assignments (assessed both by the instructor and group members). The other will be class attendance of a minimum of 80% of the course.
Examination
Human Resource Management:
Examination form Written sit-in exam
Individual or group exam Individual
The exam is a 4 hour written, open book exam. The exam will consist of case analyses where students will be expected to apply their understanding of theoretical models and research in the HR domain in the analysis and solution of real life HR related business problems. They will also be expected to critically examine relevant models, theories and practices relevant to the problem at hand as illustrated in the business case.
Assignment type Case based assignment
Duration 4 hours
Grading scale 7-step scale
Examiner(s) One internal examiner
Exam period Spring Term, 20 or 21 May - Week 21 (Spring)
Aids allowed to bring to the exam Limited aids, see the list below and the exam plan/guidelines for further information:
  • Allowed calculators
  • Books and compendia brought by the examinee
  • Notes brought by the examinee
Make-up exam/re-exam
Another examination form
Homeassignment for 4 days. Max 10 pages.
Course content and structure
Although not all management students become Human Resource (HR) specialists, virtually all will have to work with other people. Dealing with people issues is a process of organizational life, regardless of what functional area or position one is in, be it accounting, finance, marketing or some other area. Since managers in all departments functionally confront HR issues daily, it is important that students of management are introduced to the major topics associated with managing people in the context of the global marketplace.
 
The course is designed to give participants an overview of Human Resource issues and practices in organisations from an international perspective and will include the following topics:
  • Role of HR in Business Strategy
  • Recruitment and Selection
  • Training for Organisational Development
  • Performance Management and Appraisal
  • Compensation Management and Money as Motivator
  • Coaching in Career Management and Development
  • Ethics, Fairness and Employee Relations
  • Stress and Well-Being in the Organisation
  • Industrial Relations and Trade Unions
  • International HRM
Course participants will explore the above through business cases that deal with practical HR issues at the workplace not necessarily from the perspective of an HR manager but from the perspective of the line manager in any functional area. The idea is to simulate problem solving of HR issues that managers generally face in organizations.
 
The course’s development of personal competences:
 
This course is designed to help students become more effective managers (and employees) by raising awareness and understanding of critical human resource related issues such as:
  • The management framework of human resources in organizations.
  • Emerging management practices which are changing HR Management.
  • How building employee commitment can be a cornerstone of an employer's HR philosophy and the important elements of building this commitment.
  • Human issues related to the globalization and internationalization of business.
Teaching methods
The course is designed to be highly interactive and will include Classroom Discussions, Case Analyses, Workshops and Group Work by Course Participants. Pre-class preparation and reading and active participation in classroom discussion is expected and is important for the achievement of course objectives. The class will be divided into study groups that will work together for the entire duration of the course.
Expected literature
Book: Dessler, G. (2013). Human Resource Management, Prentice Hall. (ISBN-10: 0273766023; ISBN-13: 9780273766025)

Articles & Cases: Apart from the above book, a list of research articles and case studies will also be assigned for reading and pre-class preparation during the course.

Indicative List of Cases:
1. Sonoco Products Co.: Building a World-Class HR Organization
2. Development of a Multinational Personnel Selection System 
3. Safe to Say at Prudential Financial
4. Shinsei Bank: Developing an Integrated Firm
5. Citibank: Performance Evaluation
6. Engstrom Auto Mirror Plant: Motivating in Good Times and Bad
7. Treadway Tire Company: Job Dissatisfaction and High Turnover at the Lima Plant
8. People Management Fiasco at Honda Motorcycles and Scooters India Ltd.
9. Donna Klein And Marriott International
10. Coloplast A/S - Organizational Challenges in Offshoring
Last updated on 14-10-2013