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2023/2024  KAN-CCMVV1671U  Human Resource Management

English Title
Human Resource Management

Course information

Language English
Course ECTS 7.5 ECTS
Type Elective
Level Full Degree Master
Duration One Quarter
Start time of the course Second Quarter
Timetable Course schedule will be posted at calendar.cbs.dk
Study board
Study Board for cand.merc. and GMA (CM)
Course coordinator
  • Christina Lundsgaard Ottsen - Department of Organization (IOA)
  • Poornima Luthra - Department of Organization (IOA)
Main academic disciplines
  • Human resource management
  • Management
  • Organisation
Teaching methods
  • Blended learning
Last updated on 15-02-2023

Relevant links

Learning objectives
  • The students should be able to account for the concepts, theories and perspectives presented in the course.
  • The students should be able to compare and discuss the concepts, theories and perspectives presented in the course.
  • The students should be able to apply these concepts, theories and perspectives analytically and critically to given organizational case material.
  • The students should be able to operationalize these concepts, theories and perspectives analytically and critically in the analysis of cases or practical examples.
  • The students should be able to critically reflect upon and evaluate the practical and theoretical limitations and implications of applying different concepts, theories and perspectives to an organizational phenomenon.
Course prerequisites
The course is not open to the cand.merc. HRM and cand.soc. HRM students (as they have already a comprehensive knowledge of HRM).
Human Resources Management:
Exam ECTS 7,5
Examination form Home assignment - written product
Individual or group exam Individual exam
Size of written product Max. 15 pages
Assignment type Case based assignment
Release of assignment The Assignment is released in Digital Exam (DE) at exam start
Duration 2 weeks to prepare
Grading scale 7-point grading scale
Examiner(s) One internal examiner
Exam period Winter
Make-up exam/re-exam
Same examination form as the ordinary exam
Course content, structure and pedagogical approach

The core of the subject is the relationship between the individual and the organization in an increasingly globalized world. Among the selected themes are HR strategy, recruitment and selection, learning, competence and career development, organizational and individual identity, managing diversity in the workplace, new ways of organizing work, information technology and HRM. This course will approach HRM through an international perspective of HRM via theories and case studies. Emphasis will be on critical, theoretical analyzes of HRM issues and dilemmas encountered in practice. 

Description of the teaching methods
Teaching will be dialogue oriented, i.e. students and teachers will discuss theoretical and practical issues. The teaching style will be a mix of lectures, individual exercises, group exercises, and case work. Guest lecturers will be invited to add flavour to the course and put its content into perspective. The students are expected to participate actively in the discussions and draw on their experiences.
NOTE: This course is taught entirely in English, including exams.
Feedback during the teaching period
In in-class case discussions, which take up a sizeable part of the course, feedback is provided continuously during the case analysis, partly by the instructor and partly by peers with the instructor facilitating peer-to-peer discussion. During group discussions that are not case-study related, the instructor provides feedback continuously during and after the case discussions both at a group level and whole class level. In addition, the instructor is available for 1-1 feedback sessions as needed by students to provide more detailed feedback
Student workload
teaching 33 hours
Reading of literature 113 hours
Preparation for and participation in exam 60 hours
Expected literature

Lussier, Robert N & Hendon, John R: Human Resource Management. – Functions, Applications, Skill Development – ​​​​SAGE, 2018 (3rd Edition for international students).


Why We Love to Hate HR…and What HR Can Do About It By Peter Cappelli



Singh, P. (2008). Job analysis for a changing workplace. Human Resource Management Review, 18(2), 87–99.


Morgeson, F. P., Campion, M. A., Hollenbeck, J. R., Murphy, K., Schmitt, N., & Dipboye, R. L. (2007). Are we getting fooled again? Coming to terms with limitations in the use of personality tests for personnel selection. Personnel Psychology, 60, 1029–1049.


Edmondson, A.C., & Lei, Z. (2014). Psychological Safety: The History, Renaissance, and Future of an Interpersonal

Construct. Annu. Rev. Organ. Psychol. Organ. Behav. 2014. 1:23–43


Duhigg, C. (2016) What Google Learned From Its Quest to Build the Perfect Team. The New York Times


Ibarra, H. (2012). To Close the Gender Gap, Focus on Assignments. Harvard Business Review, May 22.


Bias Conscious Leadership, Ch. 1,

Ottsen, C.L. & Muhr, S.L. (2021). Biasbevidst Ledelse - Sæt diversitet i spil og træf bedre   beslutninger. Djøf forlag.


Charan, R., Drotter S &  Noel J. (2011). The Leadership Pipeline: How to build the leadership powered Company 2nd edition. Jossey-Bass, (pp. Introduction and Chapter


Bias Conscious Leadership, Ch. 2,

Ottsen, C.L. & Muhr, S.L. (2021). Biasbevidst Ledelse - Sæt diversitet i spil og træf bedre   beslutninger. Djøf forlag


Brousseau, K.R., Driver, M.J., Hourihan, G., & Larsson, R. (2006). The Seasoned Executive’s Decision-Making Style. Harvard Business Review, February.


Argyris, C. (1991). Teaching smart people how to learn. Harvard Business Review, 69(3), 99-109.


Nayar, V. (2013) “Handing the Keys to Gen Y”, Harvard Business Review, May. 


People Before Strategy: A New Role for the CHRO

Ram Charan, Dominic Barton, Dennis Carey


Last updated on 15-02-2023