Department of Management, California State University, Northridge
MGT 460 – Course Outlines
(FALL 2007)
Course
MGT 460: STRATEGIC HUMAN RESOURCE MANAGEMENT
Sessions
MW 1400 – 1515
15487
JH1204
MW 1600 – 1715
15491
JH1204
Professor
Kalyan S Chakravarty
Office
JH4224, Extension 2435
E mail
kalyan.chakravarty@csun.edu
Office Hours M 1230 – 1400
R 1730 - 1900
George Bohlander & Scott Snell, (2007)
Textbook
Managing Human Resources (14e)
ISBN: 0-324-31463-9
Thomson: South-Western (Required)
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, 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 Fall 2007
Course Outlines
Page 1 of 6
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. (30% x 2) Middle Term Test
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. (10%x 4) Case Analysis/Application Exercises
Throughout the course, there will be four case analyses or 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 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.
MGT 460 Fall 2007
Course Outlines
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Department of Management, California State University, Northridge
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 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.
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 Fall 2007
Course Outlines
Page 3 of 6
Department of Management, California State University, Northridge
Fall 2007 - Timetable
SESSIONS
TOPICS, TASKS, READINGS
1
Housekeeping, Course Introduction.
Clarifying Mutual Expectations.
2
The HRM Profession:
What Responsibilities and Roles Do HR Departments Perform?
What Skill Do HRM Professionals need?
Readings: Chapter 1
3
The Evolving/Strategic Role of Human Resource Management
The Sustainability Challenge
Strategic HR versus Traditional HR
Barriers to Strategic HR
Readings: Chapters 1&15
4
Global Human Resource Management:
How Global HRM differs from Domestic HRM
Strategic HR Issues in Global Assignments
Readings: Chapter 15
5
Human Resource Planning:
Objectives of Human Resource Planning – and Their Fallouts
Linkages between Strategic Planning and HR Planning
Readings: Chapter 2
6
Types of HR Planning and their Strategic Implications
Succession Planning: Why Do They Fail at Most places?
Readings: Chapter 2
7
A Model for Analyzing Cases in Human Resource Management
Case Analysis: Skill Practice Sessions
8
The Legal Environment: Equal Employment Opportunity
Major Federal Laws and Their Strategic Implications
Enforcement of Federal Laws Under the EEOC
Readings: Chapter 3
9
Affirmative Action Programs
Sexual Harassment: Problems, Strategies for Implementation and
Complications
Readings: Chapter 3
Job Analysis, Employee Involvement and Flexible Work Schedules:
Job Analysis: Job Descriptions and Job Specifications
Job Design: Strategic Issues
Readings: Chapters 4 & 5
10
MGT 460 Fall 2007
Course Outlines
Page 4 of 6
Department of Management, California State University, Northridge
Fall 2007 - Timetable
SESSIONS
TOPICS, TASKS, READINGS
11
Expanding the Talent Pool: Recruitment and Careers
Recruiting: Temporary versus Permanent Employees,
Internal versus External Recruiting, Methods of Recruiting;
Readings: Chapters 4 & 5
12
Case Analysis /Application Exercise 1
13
Employee Selection: The Selection Process
Common Problems in Selection,
Effective use of Completed Application Form, Employment Tests
Readings: Chapter 6
14
Interviewing and Assessment Skills:
Key Interviewing Principles, Strategic Issues in Employee Selection
Readings: Chapter 6
15
Training and Development:
Objectives, Design and Delivery, Task Analysis, Person Analysis
Orientation, Socialization
Readings: Chapter 7
16
MIDDLE TERM I
17
Appraising and Improving performance:
Purposes of Performance Appraisal:
Performance Appraisal Methods;
Readings: Chapter 8
18
Performance Management: Basic Concepts and Key Principles
Performance Planning, Performance Monitoring
Readings: Chapter 8
19
Writing A Performance Appraisal
Performance Appraisal and Counseling
Strategic Issues/Implications in Performance Management
Why do PMS fail?
Readings: Chapter 8
20
Case Analysis/Application Exercise 2
MGT 460 Fall 2007
Course Outlines
Page 5 of 6
Department of Management, California State University, Northridge
Fall 2007 - Timetable
SESSIONS
TOPICS, TASKS, READINGS
21
Managing Compensation:
Equity, Legal Issues in Compensation, Job Evaluation Systems,
Wage and Salary Surveys
Readings: Chapter 9
22
Pay-for-Performance: Incentive Rewards
Requirements for a Successful Incentive Plan
Setting Performance Measures for Meaningful Implementation
Readings: Chapter 10
23
Case Analysis/Application Exercise 3
24
Employee Benefits: Requirements for a Sound Benefits Program
Transparency in communicating Employee Benefits Information
Employee Benefits: Legal Requirements
Executive Perks: Strategic Issues and Concerns
Readings: Chapter 11
25
Safety & Health: General Provisions of OSHA
Creating a safe work Environment, Enforcing Safety Rules
Reading: Chapter 12
26
Employee Rights and Discipline: Job Protective Rights, Privacy Rights
Disciplinary Policies and Procedures: Strategic Implications
Readings: Chapter 13
27
MIDDLE TERM II
28
Labor Relations: Collective Bargaining Mechanisms, Strategic Issues
in the Bargaining Process, Unions today
Readings: Chapter 14
29
Case Analysis/Application Exercise 4
1
The timetable is subject to change
MGT 460 Fall 2007
Course Outlines
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