Document Sample

                            Bachelor of Business Administration

                    Human Resource Management and Business Strategy

Lecturer        :     Dr. Gilbert Wong

Academic Year:        2008-2009

A.    General Course Description

This course adopts a strategic perspective on human resource management. It focuses on
designing the systems and processes that attract, utilize, reward, and develop human resources
for the achievement of organizational goals. Conceptually, it builds on the theories on human
behavior and network organization covered in the course on Organizational Behavior. Case
studies, discussions, and experiential exercises will be utilized extensively for teaching
purposes. The course is suitable for students who aim to become executives who have to
manage people as a substantial component of their work and human resource managers who
have to participate in the senior management team to design and to implement corporate

B.    Course Learning Objectives

By the end of the course, students will be able to:

     1. Appreciate the importance of aligning human resource management practice with the
        vision, mission and strategy of organizations
     2. Understand how to design performance management systems at both the corporate
        and individual level in alignment with strategic goals of the organization
     3. Understanding how to manage the processes of human resource acquisition,
        motivation, and development processes as an integrated system that supports the
        distinctive strategic thrush of the organization
     4. Understand how to design jobs, processes and organizational structure and network to
        meet the needs of organizational stakeholders
     5. Appreciate the impact of the social and international business context on human
        resource management practices
C.   Course Delivery

There is a total of 12 teaching weeks in this course. There is usually one two-hour session on
Tuesday and one one-hour session on Thursday. There will be lectures and general
discussions on both days but, most of the time, half of the Tuesday session will be devoted to
activities such as video presentations, case discussion and experiential exercise. These
activities will be conducted on a group basis.

Students are expected to read the relevant book chapters and case studies before class.
Students will also be given handouts on subjects not covered in the text book. These materials
should also be read before the end of the course.

D.   Required Text

Human Resource Management – International Perspectives, by Susan Jackson & Randall
Schuler; 2006; Thomson Publications

E.   Reference Material

PowerPoint files:

All PowerPoint files for this course are available on the Web. It is your responsibility to
download the files before attending the lectures. Please note these files are copyrighted and
should not be duplicated other than for your own personal reference.

Internet resources:

The text book and I have indicated a number of internet resources. Again, it is your
responsibility to search for internet resources to supplement the course material given to you.
F.        Course Contents:

Teaching Dates        Topics and activities

13th (Tues)                  Lecture: Course Introduction
15 (Thurs)                   File: BBA SHRM0809 Intro
22 (Thurs)                   Lecture: Performance Management System
20 (Tues) NO                 File: BBA SHRM0809 PMS
CLASS                        Video – the Balanced Scorecard
                      1. Could we use the balanced scorecard to measure the performance of a
                         secondary school in HK – (don’t forget to decide on the objectives and
                         the ‘business strategy’ of the school first)?

3rd (Tues)                   FINALIZED GROUP MEMBERSHIP
5 (Thurs)                    Lecture: Performance Appraisal
Feb.                         File: BBA SHRM0809 PA
                             Video: The Continuous Improvement Performance Appraisal
                             Case study: Citibank Performance Evaluation
                      1. What should Frits and Lisa do now?

10th (Tues)                  Lectures: Design of Payment Systems I
12 (Thurs)                   File: BBA SHRM0809 C&B Strategy and Stru
Feb.                         Exercise: Juggling I (10th Tues)

17th (Tues)                  Lecture: Design of Payment Systems II
19 (Thurs)                   File: BBA SHRM0809 C&B Ext comp perf bene & culture
Feb.                         Case Study:Performance Pay At Safelite Auto Glass (17th Tues)

24th (Tues)                  Designing Jobs and Organizational Processes
26 (Thurs)                   File: BBA SHRM0809 designing jobs process and stru
Mar.                         Video: Modern Times & Re-engineering the Manufacturing
                      1. What are the key success factors in re-reengineering as demonstrated in
                         the video?
2nd-7th March      Reading week – Begin project Work – choose the project title draft a
                   one-page outline of the project. Plan to consult me if necessary
10 (Tues)                  Lecture : Training and Development I
12 (Thurs)                 File: BBA SHRM0809 T&D&careers
Mar.                       Case Study : Microsoft Competing on Talent A 10th Mar. (Tues)

17th (Tues)                Training and Development II
19 (Thurs)                 Exercise: Juggling II (17th Mar.)
Mar.                       Video: The new employer employee relationship
                   1. What is your dream career and how would you prepare for it?

24th (Tues)                Lecture: Designing Organizational Structure and Network
26th (Thurs)               File: BBA SHRM0809 Social Network
Mar.                       Video: Calyx and Corolla
                   1. What were the benefits to each party in the strategic alliance?
                   2. What operational problems do you foresee in the cooperation process?
                       •     How Leaders Create and Use Network
                       •     Organizational network analysis at

31st (Tues) Mar.           Lecture: Recruitment – The ‘Human Resource Architecture’
2 (Thurs) Apr.             File: BBA SHRM0809 Recruitment Selection & alt

7th (Tues)                 Lecture: Cross Cultural/International HR Management
9 (Thurs)                  File: BBA SHRM0809 XCultural
Apr.                       Case Study : Establishing an ECl Culture (7th Apr. Tues)

14th (Tues)                NO CLASS – PREPARE FOR FINAL TEST
16 (Thurs)
21st (Tues)                Lecture: HR environment – Industrial Relations, Labor Law
23 (Thurs)                 File: BBA SHRM0607 Societal context
Apr.                       Case Study: From Consultation to Partnership (21st Apr. Tues)

30th Apr.                  End of term test (1 ½ hour)
G.      Course Evaluation:

Evaluation is based on:

1.    Individual end-of-term test (30%)

2. Group Work

Students should form groups of 5-6 persons to carry out case studies and project work. They
will also conduct discussions and respond to questions in class.

(a) Case Studies (+32% - -32%)

You are expected to read ALL cases before class. Each group is required to hand in a written
analysis of the following cases ON the day the case is discussed in class. Negative marks
will be given for late submission. You should also upload a soft copy on the Web.
      * Performance Pay at Safelite
      * Microsoft Competing on Talent
      * Establishing an ECL Culture
      * From Consultation to Partnership: the Works Consultative Committee in HAECO

(b)   Anyone of the following projects (38%):

      (a)   Identify 4-8 companies which are recruiting fresh graduates from HKU and which
            have distinctive TOTAL compensation packages (i.e. including training, brand,
            culture…re: discussion in class) and recruitment strategies. Discuss the possible
            managerial reasons for these differences and the impact they have on their
            companies’ HRM practices and organizational effectiveness.

      (b)   You are the new principal of a famous private high school with religious
            affiliation in Hong Kong. Propose the framework of a Performance Management
            System for teaching and non-teaching staff in the school. You should define the
            strategic objectives of the school and draw a hypothetical organization chart of the
            school first. You may like to interview a school principal for this project.

      (c)   Based on the Hudson Reports, statistics published by the HK Government and
            other sources, give a report on the employment and salary/wage trends in HK
            (together with analysis for employees in different (2-3) occupations & industries)
            and compare that with another country in the Asia e.g. PRC, Singapore, India.
            Discuss the implications for management practices.

      (d)   Take up the role of the Human Resource Director of a Bank in HK that has been
            significantly impacted by the recent global financial crisis. Your CEO asks your
            advice on cost cutting, possibly through redundancy. Give him you advice in a
            confidential paper.

      (e)   Conduct a comparative study of Industrial Relations in not less than 3 countries
            and discuss the implications for management practices.

      (f)   Research into the characteristics of the “New Workforce” in HK and PRC and
            discuss the implications for Human Resource Management and your own personal
            careers in this part of the world. [You can enhance you research by interviewing
            working executives of different age groups and/or past graduates.]

Besides other references, you should append an annotated web-library
(not less than 15 links) of references to your report

You should start your project work as early as possible; in any case, not later than the
reading week.


H:    Mapping of Program and Course Learning Objectives:

      BBA Program Learning Objective (PLOs)                                CLOs

 1. Acquisition and internalization of business               CLO 1-5
 knowledge and skills in key functional areas.

 2. Application & integration of business knowledge           CLO 2-4

 3. Inculcating professionalism and leadership                CLO 1-5

 4. Developing global outlook.                                CLO 5

 5. Mastering communication skills.
I:     Mapping of Assessment Methods and Course Learning Objectives:

     Assessment Method           Weighting (in %)                        CLOs

Term test                       30%                     CLO 1-5
Case analysis                   32%                     CLO 1-5
Group Project                   40%                     Any one or two of CLO 1-5
                                                        depending on student’s choice of
Peer & instructor               0%                      CLO 1-5
feedback in experiential
exercise such as
“juggling” & performance
appraisal simulation and
discussion on
management videos and
excerpts from movies
                                Total: 100%


      Two very important learning processes in this course are classroom discussion of the
      cases and group work. The following is how we are going to ensure quality and
      satisfaction in these two processes.

      Case studies and class discussions:

      You MUST read the cases before we could usefully discuss them in class. So if you have
      not read the cases, I want you leave the classroom without penalty. However, each
      group MUST have at least two representatives in the class for the case discussion and
      their performance will affect the grade of the group as a whole. Each group must also
      hand in a hard copy of their case analysis at the beginning of the case discussion with a
      cover sheet listing the group members and indicating the two representatives of the group.
      The group representative may be required to make a presentation on part of the case.

      Group work

      Everyone in a study group should contribute fairly and cooperatively to the group work.
      If a group is not satisfied with the performance of a consistently non-performing member,
      the group can invoke the following remedy:
1. If 50% or more of the group members are not happy with the performance of a
    member, they can approach me to lodge a complaint.
2. If appropriate, I will arrange for a secret ballot in a group meeting after class.
3. If more than two-third (rounding to a whole number) of the members agreed that a
    member is non-performing, I’ll ask the non-performing member to leave the group
    and to take up individual work instead.
4. The group must lodge a complaint before the 10th week of the semester.