• 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.

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.

• 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.