Department of Management
STRATEGIC HUMAN RESOURCE MANAGEMENT
MGT 460 Spring 2011 – Course Outlines
Sessions
TR 1100 – 1215
Professor
Kalyan S Chakravarty
http://www.csun.edu/~kchakravarty/
Office
JH4224, (818) 677- 2435
E mail
kalyan.chakravarty@csun.edu
Office Hours
TR 0730 – 0800 / 1215 – 1315
and by appointment, if needed
Strategic Human Resource Management, 3rd Edition
Jeffrey A. Mello
ISBN-10: 0324789629
ISBN-13: 9780324789621
SOUTH-WESTERN CENGAGE Learning (Required)
Textbooks
18289
JH1236
Human Resource Management Applications:
Cases, Exercises, Incidents, and Skill Builders,
7th Edition
Stella M. Nkomo, Myron D. Fottler & R. Bruce McAfee
ISBN-10: 0538468076
ISBN-13: 9780538468077
SOUTH-WESTERN CENGAGE Learning (Required)
Prerequisites BUS 302 and 302L, MGT 360 and passing the Upper
Division Writing Proficiency Exams.
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STRATEGIC HUMAN RESOURCE MANAGEMENT MGT 460 Spring 2011
Course Description
This course has been designed to introduce the principles of strategic human
resource management. The course shall attempt to examine the context while
developing a framework for the practice of strategic HR and their implementation
in a few traditional functional areas of HR like staffing, performance management,
compensation, etc.
The emphasis of the course will be on sharpening the analytical and decision
making skills in several key areas including how effective management of human
resources can help meet competitive challenges, how firms face environmental
forces in attempting to capitalize on their human capital, and how organizations go
about designing a purposive performance management system in order to launch
appropriate reward and recognition programs for employee motivation.
The Learning Objectives are:
1. To help understand the context of strategic HR particularly in contrast to
more traditional approaches to HR in the current fiercely competitive
business scenario.
2. To provide a framework for the practice and meaningful implementation of
strategic HR initiatives while developing specific HR programs and policies
in an organization.
3. To help sharpen analytical and problem solving skills in areas like Human
Resource Planning, Staffing, Performance Management, Compensation
and Benefits Administration, while appreciating their strategic implications.
Preparations
The course has a uniform blend of a number of teaching methodologies and aids
with prime focus on experiential exercises including the analysis of a number of
cases, articles, etc. Students are expected to prepare themselves well in advance
before each session in order to participate in the discussions meaningfully. They
must read the assigned readings thoroughly before coming to the class in order to
derive maximum mileage from each session.
Course Work
The evaluation and grading will be based on the components of the course work
described below that are designed, both independently and collectively, to achieve
the course objectives. Each component is important both by itself and as a key
part of the overall system (so any major omission may lead to an F for the course).
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STRATEGIC HUMAN RESOURCE MANAGEMENT MGT 460 Spring 2011
A. Term Tests: (30% x 2)
There will be two non-cumulative term tests of 30% weightage to each. They will
consist of short essays, and/or a combination of multiple-choice questions,
true/false statements, on topics related to course curriculum.
B. Application Exercises: (10%x2)
Throughout the course, there will be two application exercises (individual written
assignments) of 10% weightage to each. They are intended to provide an
opportunity to actively experience the reality and complexity of the issues facing
practicing managers and human resource executives. Among other benefits, they
would help the students sharpen their analytical and problem-solving skills.
Each student will be required to write a report on each case in the class, on those
days scheduled in the timetable, presenting a coherent and defensible analysis of
the situation based on human resource management concepts and theories learnt.
The report should be an individual effort and anyone attempting to share analyses
and ideas will be penalized. More details shall be provided later in the course.
C. Class Case Analysis: (10%)
Students will form groups of three or four and each group will conduct an in-depth
analysis of a chosen case (a different one for each group) listed in the timetable.
They will do so preparing themselves on the chapters and the articles relevant to
the case while applying the concepts and the models described in the class in a
recommended format to be provided later.
The group will then make a formal presentation of the analysis of the case in the
class, with each member of the group getting an opportunity to deal with a section
of the presentation. The total time allotted for each group will not exceed thirty
minutes. Please practice prior to the presentation so that you are able to finish it
within the given time limit. The presentation of each group will be evaluated using
predetermined criteria that include presentation quality (introduction, style,
structure, preparation, and visual aids) and relevant contents. No report is required
to be submitted. However, we may utilize electronic submission of the power
points used for the presentation.
D. Punctuality, Attendance and Class Participation: (10%)
Class attendance is absolutely essential. There will be no penalty for those with a
maximum of five absences. Students with six or more unexcused absences
may run the risk of even failing in the course.
Habitual lateness and/or leaving the classes early, for whatever reasons, are
evidence of low commitment and will be penalized.
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STRATEGIC HUMAN RESOURCE MANAGEMENT MGT 460 Spring 2011
Please come to each class prepared to discuss the readings and assignments and
to play an active role in contributing to class discussions. Those making insightful
comments that increase the level of energy and interest in the topics discussed
would definitely make a discernible impact than others.
A superior participation score is given to one who demonstrates the ability to
comment upon the content and the process of our discussions. Some questions
to help illustrate the preferred mode are:
 Does the group become more energized after this person contributes?
Is this person more focused?
 Does this person listen to others and build upon their ideas?
Grading
The final letter grade assigned to each student will be determined by the students’
performance on the course components mentioned above.
Other Issues
1. The College of Business and Economics at California State University,
Northridge prepares students to be ethical decision makers. The college maintains
high standards of ethical conduct that students are expected to maintain
throughout their academic and professional careers. Students in the College of
Business and Economics have identified the values of respect, honesty, integrity,
commitment, and responsibility as their guiding principles.
2. This syllabus provides the basic guidelines for various activities related to
this class. Please read it carefully, and refer to it as we proceed.
3. Please talk to me soon if you have any suggestions, questions, or
concerns.
4. Time management is critical when dealing with many, and often
conflicting demands. Such demands could be from your studies, your work, and/or
personal obligations. To deal with them effectively, you must set up your priorities
straight and work accordingly. (When in this class, you are required to engage fully
in activities in this class.)
5. All instances of academic dishonesty will be dealt with strictly according
to the University policies and guidelines.
6. All students are required to use the CSUN computing facility to send and
receive email communications.
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STRATEGIC HUMAN RESOURCE MANAGEMENT MGT 460 Spring 2011
MGT 460 Spring 2011 - Timetable
SESSIONS
1/25
1/27
TOPICS, TASKS, READINGS
Course Introduction, Clarifying Mutual Expectations
A Model for Analyzing Cases in Human Resource Management
Chapter 1: The HRM Profession: Sources of Employee Value
What Responsibilities and Roles do HR Departments perform?
HR Value Chain; Human Resource Metrics;
2/1
Chapter 2: Societal Factors affecting HRM, Managing Diversity at Work,
Dimensions of Diversity – Their Implications
2/3
Chapter 2: Ethical Behavior, Corporate Social Responsibility,
The Sustainability Challenge
2/8
Chapter 3: Strategic Management Process; Models of Strategy: Vision
and Mission: Environmental Analysis: Strategic Alternatives:
Corporate and Business Unit Level Strategies;
2/10
Chapter 4: The Evolving/Strategic Role of HRM; HR as Organizational
Contributor;
2/15
Chapter 4: Strategic HR versus Traditional HR, Barriers to Strategic HR,
Outsourcing and Revamping HR; Model of Strategic HR Management
2/17
2/22
2/24
Chapter 5: Human Resource Planning: Objectives of HR Planning
Types of HR Planning; Aggregate Planning, Linkages between Strategic
Planning and HR Planning, HR Planning in Mergers and Acquisitions.
Class Case Analysis 1:
Human Resource Challenges during Mergers
Chapter 5: Succession Planning – Why do they fail at most places?
Class Case Analysis 2:
The Human Resource Function of Harrison Brothers Corporation
Chapter 6: Design and Redesign of Work Systems: Job Analysis:
Job Descriptions and Job Specifications; Strategic Implications;
Outsourcing and Offshoring, Impact of Technology on HR Issues
Class Case Analysis 3:
Strategic Human Resource Management
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STRATEGIC HUMAN RESOURCE MANAGEMENT MGT 460 Spring 2011
MGT 460 Spring 2011 - Timetable
SESSIONS
3/1
3/3
TOPICS, TASKS, READINGS
Chapter 7: The Legal Environment: Equal Employment Opportunity
Major Federal Laws and Their Strategic Implications, EEOC
Class Case Analysis 4:
The Medical Leave Problem (FMLA)
Chapter 7: Affirmative Action Programs, Role of OFCCP
Sexual Harassment: Problems, Strategies for Implementation
Class Case Analysis 5:
Analyzing Promotion Data: Applying the 80% Rule
3/8
Application Exercise 1
3/10
Class Case Analysis 6:
Selecting Patient Escorts
Preparing for Term Test I
3/15
TERM TEST I
3/17
Chapter 8: Recruiting: Temporary versus Permanent Employees,
Internal versus External Recruiting, Methods of Recruiting;
The Selection Process, Common Problems in Selection
3/22
3/24
Chapter 8: Use of Employment Tests, Other Selection Methods, Key
Interviewing Principles, Interviewing and Assessment Skills
Strategic Issues in Employee Selection
Chapter 9: Benefits of Training and Development; Needs
Assessment, Objectives, Design and Delivery; Organization, Task
and Person Analysis.
3/29
Chapter 9: Organizational Development; Integrating Training with
Performance Management Systems and Compensation
4/12
Chapter 10: Appraising and Improving Performance: Performance
Appraisal: Purposes, Methods; Performance Management System:
4/14
Chapter 10: Performance Planning, Performance Monitoring,
Performance Appraisal and Feedback: Strategic Implications,
Why Performance Management Systems often Fail?
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STRATEGIC HUMAN RESOURCE MANAGEMENT MGT 460 Spring 2011
MGT 460 Spring 2011 – Timetable
SESSIONS
4/19
4/21
4/26
4/28
5/3
5/5
5/10
5/12
1
TOPICS, TASKS, READINGS
Chapter 11: Managing Compensation; Equity: Internal, External and
Individual; Legal Issues in Compensation, Job Evaluation Systems,
Wage and Salary Surveys, Pay for Performance, Incentive
Rewards. Setting Performance Measures for Meaningful
Implementation
Class Case Analysis 7:
The Orientation Problem
Chapter 11: Employee Benefits: Requirements for a Sound Benefits
Program; Transparency in communicating Employee Benefits
Information:
Class Case Analysis 8:
Mills Paper Company: Performance Management or Age
Discrimination?
Chapters 12 & 13: Labor Relations: Collective Bargaining
Mechanisms,
Strategic Issues in the Bargaining Process, Unions today;
Reductions in Force, Turnover, Retirement
Class Case Analysis 9:
The Overpaid Bank Tellers
Chapter 14: Global Human Resource Management:
How Global HRM differs from Domestic HRM,
Class Case Analysis 10:
The Educational Leave Problem
Chapter 14: Assessing Host Company Culture, Expatriate
Selection, Repatriation, Strategic HR Issues in Global Assignments
Class Case Analysis 11:
Fred Bailey: An Innocent Abroad
Application Exercise 2
Class Case Analysis 12:
Union Organizing at SGA Industries
Preparing for Term Test II
TERM TEST II
The timetable is subject to change
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STRATEGIC HUMAN RESOURCE MANAGEMENT MGT 460 Spring 2011