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About us Dr. Jeroen KUILMAN M.Sc. from Maastricht University, Ph.D. from
RSM Erasmus University, both in the Netherlands.
Joint appointment at Department of Organization & Personnel Management, RSM Erasmus University (The Netherlands)
E-mail: mnjgk@ust.hk , Room 2377
Course Objectives What will I get from this course?
Basic and fundamental knowledge of HRM Overall picture of how HRM works in
organizational contexts How HR functions can improve firm performance
Difference OB and HRM? Organizational Behavior
(Social) psychology, sociology Topics covered: learning, decision-
making, motivation, etc.
Human Resource(s) Management Tends to be a bit more applied Topics covered: everything from
hiring to firing
MGTO121: OBPrerequisite
MGTO231: HRM
Course Materials Where can I obtain the course materials?
http://teaching.ust.hk/~mgto231/ PowerPoint files will be provided prior to each session
and you can obtain them from the course website Textbook (Noe, Hollenbeck, Gerhart, and Wright’s
“Fundamentals of Human Resource Management” should be available in the bookstore TODAY
One supplementary textbook is reserved in library
Grade Distribution Component Points
A. Midterm 225
B. Final exam 225
C. Hot Seat assignments (6 X 25) 150
D. WSC assignment 75
E. Participation and attendance 100
F. HRM Consultants Report 225
TOTAL: 1000 pts
Note: You are allowed to miss at most 4 sessions
Manager’s Hot Seat Assignments Code card with book Group discussions in the
form of business meetings Secretary hands in a report
about the meeting the day after.
First try-out next Monday
WSC Assignment
Case about HRM at Ocean Park (will be made available at the MGTO office, @ HKD20)
First draft will be graded by the Language Center (April 12)
Final draft will be graded by the instructor (April 20)
HRM Consultants Report You take the role of a team of consultants. You analyze a self-chosen HK company in
terms of its HRM practices. As professional consultants, you present your
report at the end of the course.
Participation and Attendance Participation during case discussions,
lectures, guest lectures and assignments is very important.
In case you miss a business meeting session, you will have to do the case individually.
At most 4 sessions can be missed. Taking attendance starts today, but people
that join in later can easily catch up.
PRS Devices Get your PRS device from the AV counter (Rm 1030,
lift 1, close to Bank of China Branch) Please bring your PRS to the next session!
Setting Expectations: Workload Before mid-semester break: reasonable. After mid-semester break higher due to
deadlines for WSC assignment, HRM Consultants’ report.
Try to manage your workload by doing some preparations before the mid-semester break.
Why study HRM? What do all the departments of HKUST Business
School have in common? What drives competitive advantage? According to the Resource-Based View (RBV), firms
need to have “something” that is: Valuable Rare Difficult to imitate Lack of substitutes
Jay Barney
Human Resources are one of the most critical determinants of competitive advantage.
Managing organizations is about managing people, and exceptional firms often have hard to substitute people with valuable, rare, hard to imitate skills and knowledge.
So even if you do not plan to become an HR manager, knowledge about HRM helps you to understand how organizations work.
Why study HRM?
Why study HRM? What kind of positions?
HR Director HR Manager Specialized functions: In-House Recruitment
Manager, Compensation & Benefits Specialist HR/Personnel Officer, Administration Manager But also: (HR) Consultant, General Management
Salaries vary across industries
An HRM Framework
Understanding the jobs
Pursuing human resources
Evaluating human resources
Retaining (useful) human resources
Strengthening human resources
Separating human resources
An HRM Framework
Understanding the jobs
Pursuing human resources
Evaluating human resources
Retaining (useful) human resources
Strengthening human resources
Separating human resources
Understanding the Job and Duty Organizational structure
The structure of a firm Work Flow
The processes through which a product or a service is produced
Job analysis The process that defines the details of a job
An HRM Framework
Understanding the jobs
Pursuing human resources
Evaluating human resources
Retaining (useful) human resources
Strengthening human resources
Separating human resources
Pursuing human resources Staffing
Recruitment Getting a pool of qualified candidates
Personnel selection Select the specific one to hire
An HRM Framework
Understanding the jobs
Pursuing human resources
Evaluating human resources
Retaining (useful) human resources
Strengthening human resources
Separating human resources
Evaluating human resources Performance appraisals
Identify the performance Measure and assess the performance Feedback for future improvement
An HRM Framework
Understanding the jobs
Pursuing human resources
Evaluating human resources
Retaining (useful) human resources
Strengthening human resources
Separating human resources
Retaining human resources Compensation
How much shall I pay for an employee? Why I shall pay this amount?
Benefits Indirect compensation Providing a more attractive feeling of working
An HRM Framework
Understanding the jobs
Pursuing human resources
Evaluating human resources
Retaining (useful) human resources
Strengthening human resources
Separating human resources
Strengthening human resources Pay for performance Training
Special or general skills Development
Promotion Career development
An HRM Framework
Understanding the jobs
Pursuing human resources
Evaluating human resources
Retaining (useful) human resources
Strengthening human resources
Separating human resources
Special Topics in HRM International HRM Workforce diversity Labor unions/collective bargaining Organizational change
Strategic HR choices Manager or top-management have to decide
policies and actions that are consistent with their goals!
There are many strategies they can choose in various HR contexts
The choices may be different for different Business strategies
Some strategic HR Choices Work Flows
Efficiency Innovation Control Flexibility Explicit job description Broad job classes Detailed work planning Loose work planning
Staffing Internal recruitment External recruitment Supervisor makes hiring HR makes hiring Fit wit firm’s culture skill and qualification Informal hiring Formal hiring
Separations Voluntary inducements to retire Layoffs Hiring freeze Recruitment as needed Continuing support after termination Letting them fend for themselves Preferential rehiring No preferential
Some strategic HR Choices
Performance appraisal Customized appraisals Uniform appraisal Procedures Multiple purpose appraisals Control-oriented appraisals Multiple inputs (peers, subordinate) Supervisory input only
Training and development Individual training Team training Job-specific training Generic training Buy skills with higher wages make skills at lower wages
Compensation Fix pay Variable pay Job-based pay Individual-based pay Seniority-based pay Performance-based pay Centralized pay decisions Decentralized one
Some strategic HR Choices
International management Create global company culture Adapt to local culture Rely on expatriates Rely on country nationals Repatriation agreement No formal repatriation Universal company policies Country-specific company polices
Some strategic HR Choices
Choices of HR strategies No HR strategy is “good” or “bad” in and of
itself Depends on the situation/context Fit between the strategies and organizations
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