human resource management

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COPENHAGEN BUSINESS SCHOOL COURSE OUTLINE

Human Resource Management

Dana Minbaeva, MBA, Ph.D. Professor in Strategic and Global HRM

Department of Strategic Management and Globalization

[email protected]

Place: Rvarebygningen, Porcelnshaven 22 Objectives The objective of this course is to provide a better understanding of key components and concepts of strategic human resource management. Drawing upon a wide range of disciplines, including organizational behavior, strategy, psychology, and economics, we present, discuss and apply theories, frameworks, and tools to manage human resources more effectively and support the strategic objectives of their firms.

Our focus is on large complex firms rather than small or medium-sized enterprises, although a number of issues that we will cover are of direct relevance for a broad spectrum of firms. We will present examples from firms operating in Scandinavia as well as other regions of the world.

The course is taught using the case-based teaching and participant-centered learning in Harvard Business School style that involves high-energy discussion, debate, and interaction. Students are strongly encouraged to bring their own views into the discussion and to share insights and learning with fellow students.

Evaluation Structure The final evaluation is an individual oral exam based on a 3-page group synopsis. The groups will be pre-defined. The assignment will be handed out at the last session of the course. The exam will last 20 minutes including evaluation and feedback. The questions will cover all of the readings and cases included in the syllabus. Students will be graded on the knowledge of the course syllabus, soundness of their case analyses, ability to relate cases and apply the theoretical frameworks we have derived during class discussion. In discussing cases, because there are no right answers, students can do well by taking and defending, as well as challenging, a wide variety of positions.

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The best way to prepare for the exam is to attend all of the sessions, to read all assigned cases before class, and to discuss and analyze the cases both in the study groups and in class. Under no circumstances do we recommend leaving all of the reading until the end of the semester.

Learning Objectives At the end of the course, participant should be able to:

Describe, critically discuss and apply theories concerning the main themes of the course

Evaluate the relevance and usefulness of HRM models and theories for analyzing and resolving organizational issues and challenges

Examine how managers can develop and responsibly implement effective and efficient human resource practices that support the strategic objectives of their firms.

Grading The following Danish standard grading scale will be used

12: For an excellent performance. 10: For a very good performance. 7: For a good performance. 4: For a fair performance. 02: For an adequate performance. 00: For an inadequate performance. -3: For an unacceptable performance.

The synopsis is not graded separately but provides a ground for the examination grade.

Elements of evaluation Base of evaluation Weight

Oral examination Individual 100%

The synopsis is to be submitted to the FTMBA office in two hard copies and as one pdf. document in the hand-in folder on Learn . Deadline: October 15. The exam paper must not exceed 3 pages and should respect the formatting in Guidelines for Written Assignments, which are also available on Learn. The oral exam will take place over 3 days: 22, 23, 24 October. A separate exam schedule will be available via Learn 2 weeks before the exam.

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Textbooks and reading Course materials consist of cases, collection of articles and a textbook. Articles and case studies will be in the course binder. Assigned articles can also be found in electronic form via CBS Library. Follow up articles and recommended reading will be uploaded on CBS Learn.

The textbook recommended for this course is Truss, C., Mankin, D. and Kelliher, C. (2012) Strategic Managing of Human Resources, Oxford University Press. Why this book? This book takes a strategic perspective that focuses on key overarching themes at the strategic level. It discusses the context of strategic HRM from an external and internal perspective and most importantly offers implications for practice. The book also offers some background knowledge necessary for better understanding of complexities of different perspectives on SHRM. Last but not least, the book is contextualized in European institutional environment and hence provides a good balance for the cases and articles assigned for the course which are mainly coming from North America. Students will be introduced to the book, important and not so important parts of it, and provided with how to read it- guidance at the beginning of the course.

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Class Schedule & Readings

Lecture 1 Date: September 22

Time: 9.00-12.15

Topic: Introduction. HRM and Performance

Professor Dana Minbaeva

Required Reading Hammonds, K. Why We Hate HR. Breitfelder, M. and Dowling, D. 2008. Why Did We Ever Go into HR. Harvard Business Review, July-August Chapter 8 of the textbook

Supplementary Reading Bassi, L. and McMurrer, D. 2007. Maximizing Your Return on People. Harvard Business Review, March Chapters 4 and 5 of the textbook

Corporate Presentation TBA

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Lecture 2 Date: September 23

Time: 9.00-12.15

Topic: Achieving Strategic Alignment


Required Reading Groysberg, B. McLean, A., and Reavis, C. Delivering Strategic Human Resource Management. HBS Background Note. Becker, B. Huselid, M. and Beatty, R. 2009. Design a HR Architecture for the Differentiated Workforce Measuring HR Alignment. HBS Background Note.

Supplementary Reading Chapters 6, 7 and 15 of the textbook

Case Microsoft: Competing for Talent Study Questions

- Bill Gates believes that Microsofts ability to attract, motivate, and retain superior people is its core source of competitive advantage. Do you agree? Why or why not?

- How effective are Microsofts human resource policies and practices? Have the informal processes of the 1980s been appropriately adapted to the companys growth through the 1990s? What do you think of Ballmers recent changes to Microsofts human resource policies and practices?

- As of mid-1999, does Microsoft have a problem? Is the rising senior management turnover inevitable? Is it manageable? What recommendations would you make to Steve Ballmer and Bill Gates?


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Lecture 3 Date: October 1

Time: 9.00-12.15

Topic: Recruiting, Training and Developing


Required Reading Christensen, C. Identifying and Devleoping Capable Leaders. HBS Background Note.

Ryan, K. 2012. Building a Team of A Players. Harvard Business Review, January-February

Bunker, K., Kram, K. and Ting, S. 2002. The Young and the Clueless. Harvard Business Review, December.

Axelrod, B., Handfield-Jones, H. and Michaels, E. 2002. A New Game for C Players. Harvard Business Review, January

Supplementary Reading Chapters 9 and 10 of the textbook Ready, D., Conger, J. and Hill, L. 2010. Are You a High Potential? Harvard Business Review, June

Case Mark Pitts Study Question

- Will you make Pitts an offer?

Corporate presentation TBA

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Time: 9:00-12.15

Topic: Compensation.


Required Reading Hall, B. Incentive Strategy Within Organization. HBS Background Note. Bowen, D. E., & Ostroff, C. (2004). Understanding HRMfirm performance linkages: The role of the strength of the HRM system. Academy of Management Review, 29, 203221.

Supplementary Reading Chapter 2 of the text book

Case In a World of Pay Study Questions:

- Can Typware AG pay Anne Prevost anything like what she expects?

- Why is Rainer Barth (HR consultant) asking all those questions?


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Time: 9:00-12.15

Topic: Driving Performance. Conclusion


Required Reading Beer, M. Conducting a Performance Appraisal Interview. HBS Background Note. Jackman, J. and Strober, M. 2003. Fear of Feedback. Harvard Business Review, April

Supplementary Reading Chapter 12 of the textbook

Case The Gentlemans Three Study Questions:

- Should Ekdahl order another round of reviews or make do with the data he has?

- At the end of the case, you have recommendations from several HR practitioners. Which one you find particularly useful and why?

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