Department of Management
STRATEGIC HUMAN RESOURCE MANAGEMENT
MGT 460 Fall 2009 – Course Outlines
Sessions
S 0800 – 1045
Professor
Kalyan S Chakravarty
Office
JH4224, (818) 677- 2435
E mail
kalyan.chakravarty@csun.edu
Office Hours
W 1700 – 1900
S 0730 – 0800 / 1345 – 1415
and by appointment, if needed
Textbooks
Strategic Human Resource Management, 2nd Edition
Jeffrey A. Mello
ISBN-10: 0324290438
ISBN-13: 9780324290431
Cengage Learning (Required)
12619
JH1240
Human Resource Management Applications:
Cases, Exercises, Incidents, and Skill Builders,
6th Edition
Stella M. Nkomo, Myron D. Fottler & R. Bruce McAfee
ISBN-10: 0324421427
ISBN-13: 9780324421422
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 Fall 2009
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 Fall 2009
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. Case Analysis/Application Exercises: (10%x3)
Throughout the course, there will be three case analyses / application exercises
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. Punctuality, Attendance and Class Participation: (10%)
Class attendance is absolutely essential. There will be no penalty for those with a
maximum of three absences. Students with four or more unexcused
absences will 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.
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?
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STRATEGIC HUMAN RESOURCE MANAGEMENT MGT 460 Fall 2009
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 Fall 2009
Fall 2009 - Timetable
SESSIONS
8/22
TOPICS, TASKS, READINGS
Housekeeping, Course Introduction.
Clarifying Mutual Expectations.
The HRM Profession:
What Responsibilities and Roles do HR Departments perform?
What Skills do HRM Professionals need?
A Model for Analyzing Cases in Human Resource Management
Case Analysis: Skill Practice Sessions
Readings: Chapter 1
8/29
Exercise: Human Resource Challenges during Mergers
The Sustainability Challenge
HR Issues and Challenges related to Technology
The Process of Strategic Management, Ethical Behavior
Readings: Chapters 2 & 3
9/12
Case: The Human Resource Function of Harrison Brothers
Corporation
The Evolving/Strategic Role of Human Resource Management
Strategic HR versus Traditional HR, Barriers to Strategic HR
Readings: Chapter 4
9/19
Case: Outsourcing Jobs
Human Resource Planning:
Objectives of Human Resource Planning – and Their Fallouts
Linkages between Strategic Planning and HR Planning
Types of HR Planning and their Strategic Implications
Succession Planning: Why do they fail at most places?
Readings: Chapter 5
9/26
Incident: The Medical Leave Problem (FMLA)
Design and Redesign of Work Systems:
Job Analysis: Job Descriptions and Job Specifications
The Legal Environment: Equal Employment Opportunity
Major Federal Laws and Their Strategic Implications, EEOC
Affirmative Action Programs, Role of OFCCP
Sexual Harassment: Problems, Strategies for Implementation
Readings: Chapters 6 & 7
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STRATEGIC HUMAN RESOURCE MANAGEMENT MGT 460 Fall 2009
Fall 2009 - Timetable
SESSIONS
10/3
TOPICS, TASKS, READINGS
Case: Analyzing Promotion Data: Applying the 80% Rule
Recruiting: Temporary versus Permanent Employees,
Internal versus External Recruiting, Methods of Recruiting;
Employee Selection: The Selection Process, Common Problems
in Selection; Effective use of Completed Application Form,
Readings: Chapter 8
10/10
Case: Selecting Patient Escorts
Use of Employment Tests, Other Selection Methods, Key
Interviewing Principles, Interviewing and Assessment Skills
Strategic Issues in Employee Selection
Readings: Chapter 8
10/17
TERM TEST I
Training and Development:
Objectives, Design and Delivery,
Organization, Task and Person Analysis
Strategic Issues around Orientation, Socialization
Readings: Chapter 9
10/24
Incident: The Orientation Problem
Appraising and Improving Performance:
Performance Appraisal: Purposes, Methods;
Performance Management System: Basic Concepts
Readings: Chapter 10
Case Analysis/Application Exercise 1
10/31
Case: Mills Paper Company: Performance Management or Age
Discrimination
Performance Planning, Performance Monitoring, Performance
Appraisal and Feedback: Strategic Implications,
Why Performance Management Systems often Fail? Addressing
the Shortcomings of Performance Management Systems
Readings: Chapter 10
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STRATEGIC HUMAN RESOURCE MANAGEMENT MGT 460 Fall 2009
Fall 2009 - Timetable
SESSIONS
TOPICS, TASKS, READINGS
Case: The Overpaid Bank Tellers
Managing Compensation: Equity, Legal Issues in
Compensation, Job Evaluation Systems, Wage and Salary
Surveys; Pay-for-Performance: Incentive Rewards
Setting Performance Measures for Meaningful Implementation
11/7
Readings: Chapter 11
Case Analysis/Application Exercise 2
11/14
Incident: The Educational Leave Problem
Employee Benefits:
Requirements for a Sound Benefits Program
Transparency in communicating Employee Benefits Information:
Executive Perks: Strategic Issues and Concerns
Readings: Chapters 11
11/21
Case: Union Organizing at SGA Industries
Labor Relations: Collective Bargaining Mechanisms,
Strategic Issues in the Bargaining Process, Unions today
Reductions in Force, Turnover, Retirement
Readings: Chapters 12 & 13
Case Analysis/Application Exercise 3
12/5
Global Human Resource Management:
How Global HRM differs from Domestic HRM,
Assessing Host Company Culture,
Expatriate Selection, Repatriation,
Strategic HR Issues in Global Assignments
Readings: Chapter 14
TERM TEST II
1
The timetable is subject to change
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STRATEGIC HUMAN RESOURCE MANAGEMENT MGT 460 Fall 2009