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2020/2021  BA-BHAAV6048U  Human Resource Management

English Title
Human Resource Management

Course information

Language English
Course ECTS 7.5 ECTS
Type Elective
Level Bachelor
Duration One Semester
Start time of the course Spring
Timetable Course schedule will be posted at calendar.cbs.dk
Max. participants 100
Study board
Study Board for BSc in Economics and Business Administration
Course coordinator
  • Syed Salman Ahmad - Department of Organization (IOA)
Main academic disciplines
  • Human resource management
Teaching methods
  • Blended learning
Last updated on 25-09-2020

Relevant links

Learning objectives
  • 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 beyond the general requirements of the student’s study programme
Human Resource Management:
Exam ECTS 7,5
Examination form Home assignment - written product
Individual or group exam Individual exam
Size of written product Max. 10 pages
Assignment type Written assignment
Duration 48 hours to prepare
Grading scale 7-point grading scale
Examiner(s) One internal examiner
Exam period Summer
Make-up exam/re-exam
Same examination form as the ordinary exam
Description of the exam procedure

The exam will consist of a case analysis of a real-life organizational case. Students will be expected to apply and critically examine relevant models, theories and practices relevant to the HR related problem at hand as illustrated in the business case. The case that will be used for the exam will be from the ones covered in the course, but it will be approached from a different topic than that used in the course for that particular case. For example, if a case was analysed from a recruitment and selection angle in the course, the same case may be used in the exam but the questions for the case could be from a training and development perspective.

Course content, structure and pedagogical approach

Although not all management students become Human Resource (HR) specialists, virtually all will have to work with other people. Dealing with people-related issues is a process of organizational life, regardless of what functional area or position one is in, be it accounting, finance, marketing, production, research and development 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 human resources in organizations.


The course is designed to give participants an overview of Human Resource issues and practices in organizations and will include the following topics:

  • Role of HR in Business Strategy
  • Talent Attraction and Retention
  • Recruitment and Selection
  • Training and Competency Development
  • Performance Appraisals
  • Compensation Management and Money as Motivator
  • Mentoring & Coaching
  • Career Development
  • Fairness and Organizational Justice
  • Stress and Well-Being
  • 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 a 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 and challenges that 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.
Description of the 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.
Feedback during the teaching period
Each study group will submit two assignments on the cases and research articles being covered in the course. These assignments will also serve as a preparation for the case-based final exam. Students will receive feedback on all submitted assignments.
Student workload
Teaching 36 hours
Class Preparation 98 hours
Exam 24 hours
Assignments 24 hours
Expected literature
  • A list of case studies and research articles suited to the various topics of the course will be used. Students can access the research articles through Canvas and will have to purchase the case studies through the Harvard Publishing portal. This can be done at special discounted rates through a link that will be provided closer to the beginning of the course.


Indicative List of Cases:

  • Amanda Tremblay at Citrine Solutions
  • Coloplast A/S - Organizational Challenges in Offshoring
  • Development of a Multinational Personnel Selection System
  • Donna Klein and Marriott International (A)
  • Engstrom Auto Mirror Plant: Motivating in Good Times and Bad
  • Heineken NV: Workplace HIV/AIDS Programs in Africa (A)
  • Huayi Compressor Barcelona: Post-Acquisition Challenges
  • Infosys (A): Strategic Human Resource Management
  • Oil and Wasser
  • Performance Appraisal at Telespazio: Aligning Strategic Goals to People Development
  • SAP SE: Autism at Work
  • Treadway Tire Company: Job Dissatisfaction and High Turnover at the Lima Plant


Indicative List of Research Articles:

  • Cavaco, S., Crifo, P., & Guidoux, A. (2020). Corporate Social Responsibility and Governance: The Role of Executive Compensation. Industrial Relations, 59(2), 240–274.
  • Cifalinò, A., & Lisi, I. E. (2019). Managing Multiple Forms of Strategic Training Fit through the Balanced Scorecard. International Journal of Training and Development, 23(3), 240–252.
  • Collins, C. J. (2020). Expanding the resource based view model of strategic human resource management. The International Journal of Human Resource Management. https:/​/​doi-org.esc-web.lib.cbs.dk:8443/​10.1080/​09585192.2019.1711442
  • Cooke, F. L., Wood, G., Wang, M., & Veen, A. (2019). How far has international HRM travelled? A systematic review of literature on multinational corporations (2000–2014). Human Resource Management Review, 29(1), 59–75.
  • Creon, L. E., & Schermuly, C. C. (2019). Training group diversity and training transfer: A psychological safety perspective. Human Resource Development Quarterly, 30(4), 583–603.
  • De Vos, A., De Hauw, S., & Willemse, I. (2015). An integrative model for competency development in organizations: The Flemish case. The International Journal of Human Resource Management, 26(20), 2543–2568.
  • DiBemardino, F. (2011). The Missing Link: Measuring and Managing Financial Performance of the Human Capital Investment. People & Strategy, Vol. 34 Issue 2, p44-49.
  • Doz, Y. (2020). Fostering strategic agility: How individual executives and human resource practices contribute. Human Resource Management Review, 30(1).
  • Gray, D., De Haan, E., & Bonneywell, S. (2019). Coaching the “Ideal Worker”: Female Leaders and the Gendered Self in a Global Corporation. European Journal of Training and Development, 43(7–8), 661–681.
  • Han, J. H., Kang, S., Oh, I.-S., Kehoe, R. R., & Lepak, D. P. (2019). The Goldilocks Effect of Strategic Human Resource Management? Optimizing the Benefits of a High-Performance Work System Through the Dual Alignment of Vertical and Horizontal Fit. Academy of Management Journal, 62(5), 1388–1412.
  • Holtbrügge, D., Friedmann, C.B., & Puck, J.F. (2010). Recruitment and retention in foreign firms in India: A resource-based view. Human Resource Management, Vol. 49 Issue 3, p439-455.
  • Haug, R. (2004). Industrial Revolution to 1980: The History of Industrial Democracy in Denmark and Norway. International Journal of Management, Vol. 21 (2), pp. 135-143.
  • Huselid, M.A. & Becker, B.E. (2011). Bridging Micro and Macro Domains: Workforce Differentiation and Strategic Human Resource Management. Journal of Management, Vol. 37 (2), pp. 421-428.
  • Judge, T. A., Piccolo, R. F., Podsakoff, N. P., Shaw, J. C., & Rich, B. L. (2010). The relationship between pay and job satisfaction: A meta-analysis of the literature. Journal of Vocational Behavior, Vol. 77 Issue 2, p157–167.
  • Kaufman, B.E. (2010). The Theoretical Foundation of Industrial Relations and its Implications for Labor Economics and Human Resource Management. Industrial & Labor Relations Review, Vol. 64 (1), pp. 74-108.
  • Kehoe, R. R., & Han, J. H. (2020). An expanded conceptualization of line managers’ involvement in human resource management. Journal of Applied Psychology, 105(2), 111–129.
  • Li, J., Wiemann, K., Shi, W., Wang, Y., & Pilz, M. (2019). Vocational Education and Training in Chinese and German Companies in China: A “Home International” Comparison. International Journal of Training and Development, 23(2), 153–168.
  • Liljegren, M. & Ekberg, K. (2009). The associations between perceived distributive, procedural, and interactional organizational justice, self-rated health and burnout. Work, Vol. 33 Issue 1, p43-51.
  • McKenna, S., Richardson, J., Singh, P. & Xu, J.J. (2010). Negotiating, accepting and resisting HRM: a Chinese case study. International Journal of Human Resource Management, Vol. 21 Issue 6, p851-872.
  • Nieminen, L. R. G., Smerek, R., Kotrba, L., & Denison, D. (2013). What Does an Executive Coaching Intervention Add beyond Facilitated Multisource Feedback? Effects on Leader Self-Ratings and Perceived Effectiveness. Human Resource Development Quarterly, 24(2), 145–176.
  • Peccei, R., & Van De Voorde, K. (2019). Human resource management-well‐being-performance research revisited: Past, present, and future. Human Resource Management Journal, 29(4), 539–563.
  • Raffiee, J., & Byun, H. (2020). Revisiting the Portability of Performance Paradox: Employee Mobility and the Utilization of Human and Social Capital Resources. Academy of Management Journal, 63(1), 34–63.
  • Segers, J., Vloeberghs, D., Henderickx, E. & Inceoglu, I. (2011). Structuring and Understanding the Coaching Industry: The Coaching Cube. Academy of Management Learning & Education, Vol. 10 Issue 2, p204-221.
  • Story, J. S. P., Barbuto Jr., J. E., Luthans, F., & Bovaird, J. A. (2014). Meeting the Challenges of Effective International HRM: Analysis of the Antecedents of Global Mindset. Human Resource Management, 53(1), 131–155.
  • Zolotoy, L., O’Sullivan, D., & Martin, G. P. (2018). The social context of compensation design: Social norms and the impact of equity incentives. Human Resource Management, 57(5), 1233–1250.
Last updated on 25-09-2020