Department of Management, California State University, Northridge
MGT 460 – Course Outlines
(Spring 2008)
Course
STRATEGIC HUMAN RESOURCE MANAGEMENT
Sessions
M 1900 – 2145
Professor
Kalyan S Chakravarty
Office
JH4224, Extension 2435
E mail
kalyan.chakravarty@csun.edu
Office Hours
M 1730 – 1900
W 1730 – 1900
George Bohlander & Scott Snell, (2007)
Managing Human Resources (14e)
ISBN: 0-324-31463-9
Thomson: South-Western (Required)
Textbook
11678
JH1230
Prerequisites Bus 302 and 302L, Mgt 360, and passing the Upper Division
Writing Proficiency Exams.
Course Description
This course shall attempt to examine both the context of strategic HR while developing
a framework and conceptual model for the practice of strategic HR and their
implementation in a few traditional functional areas of HR like staffing, performance
management, compensation, etc.
Among specific inputs, several areas including how effective management of human
resources can help meet competitive challenges, environmental forces that
organizations face in attempting to capitalize on their human capital, how one should go
about designing a purposive performance management system for reward and
recognition programs for employee motivation, shall be covered.
MGT 460 Spring 2008
Course Outlines
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Department of Management, California State University, Northridge
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 will have an uniform blend of a number of teaching methodologies and aids
with a strong focus on group work and experiential exercises including the analysis of a
number of cases, articles, etc. The students are expected to prepare themselves well in
advance before each session in order to participate in the discussions meaningfully.
The assigned readings must be read 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 following Course Work. The
components described below 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).
A. Middle Term Test: (30% x 2):
There will be two middle 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%x 4):
Throughout the course, there will be four 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.
MGT 460 Spring 2008
Course Outlines
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Department of Management, California State University, Northridge
Each student will be required to submit a written report on each case, 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.
Grading
The final letter grade assigned to each student will be determined by the students’
performance on the course components mentioned above.
Attendance
Class attendance is absolutely essential. There will be no penalty for those with a
maximum of three absences. Students with three 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.
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.
Please
visit
http://busecon.csun.edu/dean/values.html for a detailed description of these core
values.
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.
MGT 460 Spring 2008
Course Outlines
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Department of Management, California State University, Northridge
Spring 2008 - Timetable
SESSIONS
1
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?
Readings: Chapter 1
2
The Evolving/Strategic Role of Human Resource Management
The Sustainability Challenge
Strategic HR versus Traditional HR, Barriers to Strategic HR
Global Human Resource Management:
How Global HRM differs from Domestic HRM
Strategic HR Issues in Global Assignments
Readings: Chapters 1 & 15
3
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 2
4
The Legal Environment: Equal Employment Opportunity
Major Federal Laws and Their Strategic Implications
Enforcement of Federal Laws Under the EEOC
Readings: Chapter 3
A Model for Analyzing Cases in Human Resource Management
Case Analysis: Skill Practice Sessions
5
Affirmative Action Programs: Role of OFCCP
Sexual Harassment: Problems, Strategies for Implementation
Employee Involvement and Flexible Work Schedules:
Job Analysis: Job Descriptions and Job Specifications
Job Design: Strategic Issues
Readings: Chapters 3, 4 & 5
MGT 460 Spring 2008
Course Outlines
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Department of Management, California State University, Northridge
Spring 2008 - Timetable
SESSIONS
6
TOPICS, TASKS, READINGS
Expanding the Talent Pool: Recruitment and Careers
Recruiting: Temporary versus Permanent Employees,
Internal versus External Recruiting, Methods of Recruiting;
Readings: Chapters 4 & 5
Case Analysis /Application Exercise 1
7
Employee Selection: The Selection Process
Common Problems in Selection;
Effective use of Completed Application Form,
Use of Employment Tests, Other Selection Methods
Key Interviewing Principles,
Strategic Issues in Employee Selection
Readings: Chapter 6
8
Training and Development:
Objectives, Design and Delivery,
Organization, Task and Person Analysis
Strategic Issues around Orientation, Socialization
Readings: Chapter 7
MIDDLE TERM I
9
Appraising and Improving Performance:
Performance Appraisal: Purposes, Methods;
Performance Management: Basic Concepts and Key Principles
Performance Planning, Performance Monitoring,
Performance Appraisal and Counseling
Strategic Issues/Implications in Performance Management
Readings: Chapter 8
Case Analysis/Application Exercise 2
MGT 460 Spring 2008
Course Outlines
Page 5 of 6
Department of Management, California State University, Northridge
Spring 2008 - Timetable
SESSIONS
10
TOPICS, TASKS, READINGS
Managing Compensation:
Equity, Legal Issues in Compensation,
Job Evaluation Systems, Wage and Salary Surveys
Pay-for-Performance: Incentive Rewards
Requirements for a Successful Incentive Plan
Setting Performance Measures for Meaningful Implementation
Readings: Chapters 9 & 10
11
Employee Benefits:
Requirements for a Sound Benefits Program
Transparency in communicating Employee Benefits Information:
Executive Perks: Strategic Issues and Concerns
Readings: Chapter 11
Case Analysis/Application Exercise 3
12
Safety & Health: General Provisions of OSHA
Creating a Safe Work Environment, Enforcing Safety Rules
Employee Rights and Discipline:
Job Protective Rights, Privacy Rights
Disciplinary Policies and Procedures: Strategic Implications
Readings: Chapters 12 & 13
MIDDLE TERM II
13
Labor Relations: Collective Bargaining Mechanisms,
Strategic Issues in the Bargaining Process, Unions today
Readings: Chapter 14
Case Analysis/Application Exercise 4
1
The timetable is subject to change
MGT 460 Spring 2008
Course Outlines
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