Department of Management, California State University, Northridge
MGT 460 – Course Outlines
(SPRING 2007)
Course
MGT 460: STRATEGIC HUMAN RESOURCE MANAGEMENT
Sessions
W 1900 – 2145
Professor
Kalyan S Chakravarty
Office
JH4223, Extension 4524
E mail
kalyan.chakravarty@csun.edu
Office Hours W 1800 – 1900 before class and by appointment, if needed
Textbook
Jeffrey A. Mello, 2006.
Strategic Human Resource Management, (Second Edition)
ISBN: 0-324-29043-8
Thomson: South-Western
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 Spring 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
Administration and Benefits, 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. (25% x 2) Middle Term Test
There will be two middle term tests of 25% weightage to each. They will consist of short
essays, or a combination of multiple-choice questions, true/false statements, on topics
related to course curriculum.
B. (10%x 5) Case Analysis/Application Exercises
Throughout the course, there will be five 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.
MGT 460 Spring 2007
Course Outlines
Page 2 of 6
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 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 is the basic guideline for various activities related to this class. Please
read it carefully, and refer to it as we proceed.
3. Please talk to me as soon as possible if you have any suggestions, questions,
problems and 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 2007
Course Outlines
Page 3 of 6
Department of Management, California State University, Northridge
Spring 2007 - Timetable
Sessions
1
Topics, Tasks, Readings
Housekeeping, Course Introduction.
Clarifying Mutual Expectations.
Model for Analyzing Cases in Human Resources Management
The HRM Profession:
What Responsibilities and Roles Do HR Departments Perform?
Readings: Chapters 1 & 2 Mello
2
What Skills Do HRM Professionals need?
THE Sustainability Challenge
The Evolving/Strategic Role of Human Resource Management:
Strategic HR versus Traditional HR
Barriers to Strategic HR
Readings: Chapter 4 Mello
3
Human Resource Planning:
Objectives of Human Resource Planning – and Their Fallouts
Types of Planning - and their Strategic Implications
Succession Planning: Why Do They Fail at Most places?
Readings: Chapter 5 Mello
4
The Legal Environment: Equal Employment Opportunity
Key Employment Laws – and Their Strategic Implications
Enforcement of Federal Laws Under the EEOC
Readings: Chapter 7 Mello
5
Affirmative Action
Sexual Harassment: Problems, Strategies for Implementation
And Complications
Readings: Chapter 7 Mello
MGT 460 Spring 2007
Course Outlines
Page 4 of 6
Department of Management, California State University, Northridge
Spring 2007 - Timetable
Dates
6
Topics, Tasks, Readings
Staffing:
Recruiting: Temporary versus Permanent Employees, Internal versus
External Recruiting, Methods of Recruiting;
Readings: Chapter 8 Mello
MIDDLE TERM I
7
8
9
10
Interviewing and Assessment Skills:
Common Problems in Selection
Key Interviewing Principle
The STAR Concept
Readings: Chapter 8 Mello
Case Analysis/Application Exercise 1
Training and Development:
Objectives, Design and Delivery, Task Analysis, Person Analysis
Orientation, Socialization
Readings: Chapter 9 Mello
Performance Management: Basic Concepts and Key Principles
Performance Planning, Performance Monitoring
Readings: Chapter 10 Mello
Case Analysis/Application Exercise 2
Writing A Performance Appraisal
Performance Appraisal and Counseling
Readings: Chapter 10 Mello
MGT 460 Spring 2007
Course Outlines
Page 5 of 6
Department of Management, California State University, Northridge
Spring 2007 - Timetable
Dates
11
12
13
14
15
Topics, Tasks, Readings
Strategic Issues/Implications in Performance Management
Why Do PMS Fail?
Readings: Chapter 10 Mello
Case Analysis/Application Exercise 3
Labor Relations: Employee Rights and Discipline, Privacy Rights
Disciplinary Policies and Procedures,
Collective Bargaining Mechanisms, Unions Today
Readings: Chapter 12 Mello
MIDDLE TERM II
Compensation: Equity, Legal Issues in Compensation
Executive Compensation
Readings: Chapter 11 Mello
Case Analysis/Application Exercise 4
Pay-for-Performance: Incentive Rewards
Requirements for a Successful Incentive Plan
Setting Performance Measures
Readings: Chapter 11 Mello
Employee Benefits: Requirements for a Sound Benefits Program
Transparency in communicating Employee Benefits Information
Employee Benefits required by Law
Executive Perks: Concerns of Management
Global Human Resource Management:
How Global HRM differs from Domestic HRM
Strategic HR Issues in Global Assignments
Readings: Chapter 14 Mello
Case Analysis/Application Exercise 5
1
The timetable is subject to change.
MGT 460 Spring 2007
Course Outlines
Page 6 of 6