THE HELLER SCHOOL FOR SOCIAL POLICY AND MANAGEMENT
BRANDEIS UNIVERSITY
HS254
Human Resource Management
Fall 2015
Professor Jody Hoffer Gittell
Schneider 206
jgittell@brandeis.edu
Class: Tuesdays 9:00-11:50
Office Hours: Tuesdays 12-2:00
Course Description:
Human resource management is often seen by outsiders as being about compliance - the place
where "fun goes to die." At the same time, it's seen by insiders as a strategic partner that is
critical to any organization's success. In this course we will consider both the strategic and
compliance roles of HR, as a set of tools that can help organizations and their stakeholders to
achieve their desired outcomes. We will focus on the following HR practices:
Strategic HR Services
 Job analysis and design
 Recruitment and selection
 Performance evaluation and supervision
 Training and development
 Pay and benefits
Compliance and Regulation
 Wage and hour regulation
 Equal employment opportunity
 Occupational health and safety
 Employment at will/wrongful discharge
 Workplace privacy/dignity/autonomy
 Workplace ethics/whistleblowing
Change Management and Transformation
 Work/life balance and wellness
 Layoffs and job insecurity
 Diversity and cross-cultural management
 Conflict resolution systems
 Labor/management partnerships
 Mergers/acquisitions and multi-stakeholder consortia
 High performance work systems
Each of the three types of HR practices involves a different mindset and skill set on the part of
HR, and different implications for organizational leaders who are the internal customers for HR.
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After taking this course you will be able to participate in designing and implementing these HR
practices.
1) Design
 assess your organization's current HR practices
 assess your organization's need for each HR practice, based on the different roles in your
organization and the desired relationships between those roles
 design new or revised HR practices if needed
 identify outside resources to assist with design
2) Implementation
 identify technical and relational skills needed to implement HR practices
 develop those skills in yourself or others as needed
 identify outside resources to assist with implementation
We will use background readings and a series of cases that illustrate both successes and
failures with the design and implementation of HR practices. To practice design and
implementation skills we will use case discussions, management memos, and simulations.
We will take advantage of the experience of class members. So, where relevant, please feel
free to bring your own experiences and illustrations into these activities. Throughout the
course we will consider how what we are discussing differs across countries. Students with
global experiences are encouraged to bring this knowledge into the classroom. The
employment relationship in the U.S. is different in many respects from other countries, so it
is important that as managers we appreciate these differences in how human resources might
be framed differently in other cultures. To be effective at managing human resources, it is
important to explore how, why, and under what circumstances various approaches work.
Your experiences, both positive and negative, are a valuable source of data for this learning.
MBA Learning Goals:
In this course, we address five of the MBA Learning Goals – Mobilizing and Developing
Capabilities; Social Impact Management; Managing Diversity; Communication Skills;
Collaboration Skills.
Mobilizing and Developing Capabilities. People are the primary resource of most missiondriven organizations, and their support is critical for achieving mission. At the same time,
mission-driven organizations often work under budget constraints and are challenged to offer
pay and benefits that are comparable to what other organizations can offer. In this course we
explore how well-designed and well-implemented HR practices can help to motivate people
as well as build their skills and manage their performance.
How do HR practices motivate and develop capabilities? While traditional HR practices are
designed to develop people as individuals, there is increasing evidence that people act not
only as individuals but also as members of communities. In this course we draw upon the
theory of relational coordination, which shows how relationships of shared goals, shared
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knowledge and mutual respect among employees who perform interdependent tasks help
organizations to achieve their desired outcomes. We will learn how to design human resource
practices that develop not only individual skills and individual performance, but also
relational skills and collective performance.
To do this well requires attention to staff diversity along dimensions such as gender, race,
religion, socioeconomic background and sexual orientation. Organizations like other social
networks tend to be self-replicating, and unless a deliberate effort is made, the same types of
people tend to be hired and promoted over and over again. This course addresses strategies
for breaking this pattern to achieve staff diversity goals, and strategies for mobilizing the
capabilities of a diverse workforce.
Social Impact Management. HR management can play a strategic role in organizations by
helping organizations to achieve their social impact outcomes. Treating workers well can be
viewed as a fundamental social responsibility of any organization, and as a starting point for
achieving the organization's broader mission.
Communication and Collaboration Skills. Case discussions, management memos,
simulations and team presentations will help you to develop the communication and
collaboration skills needed to successfully design and implement HR practices.
Integrative Skills. To manage human resources strategically requires attention to multiple
MBA disciplines  strategic management to use employee capabilities as a source of competitive
advantage, and to align employee behaviors with strategic organizational goals
 financial management to enable investments in human resources and protect those
investments over time
 organizational behavior to promote leadership approaches that develop high levels of
engagement and relational coordination across employee groups
Course Requirements:
HR Memos
Team Project
Final Exam
40%
40%
20%
Thoughts and Questions. By 6:00 pm the evening before class, please submit your thoughts
and questions about the readings on line (see the link in LATTE). Some of these will be shared
anonymously with the class and will help to jump start our class discussion.
Management Memos. You will prepare 4 management memos during the semester regarding 4
of the cases assigned for class. Two should be submitted in the first half of the course, and two
should be submitted in the second half of the course, including the "Timberland and Community
Involvement" case. In each memo you will:
1) Play the role of a manager or employee in the organization, or a consultant to the organization
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2) Identify who you are writing to - e.g. employees of the organization, top management team, a
particular employee, a particular manager, chair of the board, or any other stakeholder or group
of stakeholders
3) Analyze the situation, identifying the interests of relevant stakeholders
4) Propose actions based on your analysis
Memos should be 3 pages plus any exhibits you wish to include. Memos are due at the beginning
of the class in which the case will be discussed. Memos will be graded using the template below.
Management Memo - Template for Grading
Possible Points
points awarded
Analyze Situation
Consistent with case facts
Draws upon course readings and concepts
Analyzes the interests of relevant stakeholders
Analyzes HR practices for their internal consistency,
and ability to achieve desired performance outcomes
10
10
10
10
Propose Actions
Builds logically on your analysis
Draws upon course readings and concepts
Addresses the interests of relevant stakeholders
Pays attention to implementation process
10
10
10
10
Presentation
Logical sentences and paragraphs
Spelling and grammar
10
10
Total
100
Team Simulations and Final Presentation. During Class 1, students will be placed into teams
of 5-6 students. Your team will select a focal organization to use throughout the course, to
simulate the design and implementation of each HR practice. In Class 13 your team will submit
a proposed HR Handbook for your focal organization, summarizing your recommended HR
practices, your overarching HR philosophy, and your value proposition for target employees.
Your team will have 15 minutes to present an overview of your HR Handbook, and 5 minutes to
take questions.
HRM Information Sources. Web links that can be used to find information on HR topics
include:
 DOL.gov (U.S. Department of Labor)
 ILO.org (International Labour Organization)
 SHRM.org (Society for Human Resource Management)
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LERA.org (Labor and Employment Relations Association)
Compasspoint.org
Boardcafe.org
Class Participation. Each student is expected to contribute to the learning environment by
posting thoughts and questions, and by engaging in large group discussions, small group
discussions, role-plays and simulations. Your contribution does not depend on only the
frequency of your comments, but rather their quality - the ability to draw on course materials and
your own experience productively, the ability to advance or sharpen in-class discussion and
debate, the willingness to take risky or unpopular points of view, the use of logic, precision, and
evidence in making argument. Your contribution also depends on the professionalism of your
conduct - your attendance, punctuality, preparedness, and ability to show respect to all class
members and their class contributions.
Laptops and internet may be used during class only for purposes directly related to class.
Those who wish to use laptops for class purposes are asked to sit in the front section on the left
side of the classroom.
Course Reading: We will use a textbook called Human Resource Management: A Managerial
Tool for Competitive Advantage (4th or 5th edition), by Lawrence S. Kleiman (available online
at atomicdog.com). We will also read The Southwest Airlines Way: Using the Power of
Relationships to Achieve High Performance, by Jody Hoffer Gittell (available in paperback and
online editions on Amazon), and Shaping the Future of Work: What Worker, Business,
Government and Education Leaders Need To Do For All To Prosper by Thomas Kochan (prepublication copy available on LATTE). All other readings are available on LATTE and Harvard
Business Online (https://cb.hbsp.harvard.edu/cbmp/access/38479400).
Provisions for Feedback: Management memos will be returned to you within two weeks of
submission. Verbal feedback on team presentations will be given in class, followed by written
feedback the following week.
Academic Integrity: Academic integrity is central to the mission of educational excellence at
Brandeis University. Each student is expected to turn in work completed independently, except
when assignments specifically authorize collaborative effort. It is not acceptable to use the
words or ideas of another person - be it a world-class philosopher or your lab partner – without
proper acknowledgement of that source. This means that you must use footnotes and quotation
marks to indicate the sources of any phrases, sentences, paragraphs or ideas found in published
volumes, on the internet, or created by another student. Violations of university policies on
academic integrity, described in Section 3 of Rights and Responsibilities, may result in failure in
the course or on the assignment, and could end in suspension from the University. If you are in
doubt about the instructions for any assignment in this course, you must ask for clarification.
Notice: If you have a documented disability on record at Brandeis University and require
accommodations, please bring it to the instructor’s attention prior to the second meeting of the
class. If you have any questions about this process, please contact the disabilities coordinator for
The Heller School.
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Human Resource Management
Course Schedule
Class/
Date
1
(9/1)
Topic
Readings
The HR
Advantage
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2
(9/8)
Job Analysis
and Design

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3
(9/22)
Recruitment
and Selection







4
(10/6)
Performance
Evaluation
and
Supervision

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
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Thoughts & Questions: Post by 6:00 pm previous day
Case: “Urban Community Homemakers and Home Health”
“HRM and Competitive Advantage,” HRM, Kleiman
“American vs. Southwest: The Power of Relational Coordination,” The
SWA Way, Gittell
“Relational Model of How High Performance Work Systems Work,”
Gittell
In Class: We will form teams of 5-6 students; each team will choose an
organization to focus on throughout the course
Team Project: Relational mapping, identify key roles and key
relationships needed to achieve critical performance outcomes
Thoughts & Questions: Post by 6:00 pm previous day
Case: “SCORE! Educational Centers”
“Analyzing Jobs,” HRM, Kleiman
“Keep Jobs Flexible at the Boundaries,” The SWA Way, Gittell
“Create Boundary Spanners,” The SWA Way, Gittell
“Relational Job Design and the Motivation to Make a Prosocial
Difference,” Grant
Team Project: Create job description and recruitment strategy
Thoughts & Questions: Post by 6:00 pm previous day
Case: “Club Med (B)”
“Recruiting Applicants,” HRM, Kleiman
“Selecting Applicants,” HRM, Kleiman
“Hire and Train for Relational Competence,” The SWA Way, Gittell
Guest Speaker: Josh Gibbs, Talent Acquisition Manager,
CareOne/HealthBridge
Team Project: Create selection strategy, accept applications, screen
candidates
Thoughts & Questions: Post by 6:00 pm previous day
Case: “Fairfield Inn (A)”
“Appraising Employee Job Performance,” HRM, Kleiman
“Measure Performance Broadly,” The SWA Way, Gittell
“Invest in Frontline Leadership,” The SWA Way, Gittell
"In Defense of Middle Management," Fisman
Team Project: Create performance review template, review
performance of problem employee, diagnose causes
6
5
(10/13)
Training and
Development
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Thoughts & Questions: Post by 6:00 pm previous day
Case: “American Airlines (C): Committing to Leadership”
“Training and Developing Employees,” HRM, Kleiman
"Wage Inequality and Long Term Unemployment: Is Education and
Training the Answer?" Lynch
Team Project: Develop training program, content, delivery methods,
evaluation methods
6
(10/20)
Pay and
Benefits

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

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Thoughts & Questions: Post by 6:00 pm previous day
Video Case: Inequality for All, Reich
“Determining Pay and Benefits,” HRM, Kleiman
“Implementing Productivity Improvement Programs,” HRM, Kleiman
"Productivity vs. Family Income Growth"
"Share of Income for the Top 1 Percent"
"Sorry Kids, We Ate It All," Friedman
Team Project: Develop pay and benefit structure, use it to negotiate pay
during hiring process
7
(10/27)
Workplace
Policy and the
Social
Contract
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Thoughts & Questions: Post by 6:00 pm previous day
Shaping the Future of Work: What Worker, Business, Government and
Education Leaders Need To Do For All To Prosper, Kochan
Team Presentations: Each team presents one chapter from Kochan book
Students will be assigned to serve as representatives of one of four next
generation groups: (1) workforce, (2) business, (3) government, or (4)
education. Your task will be to negotiate the “Next Generation Social
Contract.” See www.speakupforwork.com.
Guest Speaker: Thomas Kochan, MIT Sloan School of Management
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8
(11/3)
Diversity and
CrossCultural
Management
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Thoughts & Questions: Post by 6:00 pm previous day
Case: "Santa Clara County Transportation Agency”
“Understanding the Legal & Environmental Context,” HRM, Kleiman
“Making Diversity Work,” Peleg and Brynen
“From Affirmative Action to Affirming Diversity,” Thomas
"White Privilege: Unpacking the Invisible Knapsack," McIntosh
"Poll: Many Will Now Drop Domestic Partner Benefits," Miller
"Gender Pay Gap"
Team Project: Develop diversity policy for your organization
9
(11/10)
Work/Life
Balance and
Wellness
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Thoughts & Questions: Post by 6:00 pm previous day
Case: “The Part-Time Partner”
"Meeting Employee Safety and Health Needs," HRM, Kleiman
“Bridge the Work/Family Divide,” Gittell
“Balancing on Shaky Ground," Ranji and Salganikoff
“Motherhood Penalty in the Employment Process," Bates
7
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Team Project: Develop work/life policy, evaluate request for leave
10
(11/17)
Conflict
Resolution
Systems

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Thoughts & Questions: Post by 6:00 pm previous day
Case: “Firing at Families First Health and Support Center”
“Complying with Workplace Justice Laws,” HRM, Kleiman
“Use Conflicts to Build Relationships,” The SWA Way, Gittell
"Constructive Conflict," Follett
Team Project: Develop conflict resolution practices, use them to resolve
a conflict
11
(11/24)
Layoffs and
Job Insecurity

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

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Thoughts & Questions: Post by 6:00 pm previous day
Case: "Timberland and Community Involvement"
"Complying with Workplace Justice Laws," HRM, Kleiman
"Thriving Under Pressure," The SWA Way, Gittell
"The New Deal at Work," The New Deal at Work, Cappelli
"Growth in the Gig Economy Sows Work Force Anxieties," Scheiber
"Job Tenure and the Myth of Job Hopping," Weedmark
Team Project: Develop layoff and job security policy, determine how to
respond to downturn in demand
12
(12/1)
Labor/
Management
Partnerships



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Thoughts & Questions: Post by 6:00 pm previous day
Case: “JetBlue Airways: Starting from Scratch”
“Understanding Unions and their Impact on HRM,” HRM, Kleiman
“Make Unions Your Partners, Not Adversaries,” The SWA Way, Gittell
“Can You Manage With Unions?” Pfeffer
“Maintaining Union-Free Status,” Quisenberry
“Unionizing the Bottom of the Pay Scale," Porter
Guest Speakers: Kris Rondeau, Harvard Union of Clerical and
Technical Workers; Janet Wilder, The Share Union
Team Project: Develop policy regarding unions, respond to union
organizing effort
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13
(12/8)
Team
Presentations
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Submit HR Handbook for your focal organization, summarizing your
proposed HR practices, your underlying HR philosophy, and the value
proposition for your target employees
9:00-9:15
Team 1
9:20-9:35
Team 2
9:40-9:55
Team 3
10:00-10:15 Team 4
10:20-10:25 BREAK
10:30-10:45 Team 5
10:50-11:05 Team 6
11:10-11:25 Team 7
11:30-11:45 Team 8
8
14
(12/9)
date
may
change
- stay
posted
Final Exam
Take home final exam. 10 questions. Choose 5 questions to answer. Total
page limit is 5 pages.
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