Human Resource Management STANDARD (Mar 2010)

Ateneo Graduate School of BusinessRockwell Center, Makati City

HUMAN RESOURCE MANAGEMENTAteneo-Standard MBA Program

Revised: March 2010

HUMAN RESOURCE CLUSTERAteneo-Standard MBA Program

Ateneo Graduate School of BusinessRockwell Center, Makati City

COURSE TITLE: HUMAN RESOURCE MANAGEMENT

COURSE CODE: HUMRES

COURSE DESCRIPTION:

The course emphasizes the alignment of Human Resource Management practices and programs with the goals and strategies and values of the organization. This course presents powerful tools for analyzing strategic alignment for enabling the learner to understand the most vital resource of the organization – its human resources.

It provides a fresh perspective on the role of HR and its function as change agent in partnership with top management and how together, they can build one of the most critical sources of sustainable competitive advantage – an organization whose design, culture, and people are aligned with strategy and values.

It addresses human resource topics such as reward systems, performance management, high-performance human resource systems, training and development, recruitment, retention, work-force relationships from a strategic perspective.

COURSE OBJECTIVES:

Upon successful completion of this course, learners are expected to competently:

1. Understand Strategic HR;

2. Understand the context of organizations and the evolving role of the human resource function in the changing environment;

3. Develop a strategic mindset in designing the organization to support strategy;

4. Identify the functions of HR and explain how these can be so designed to support strategy implementation;

5. Define culture and discuss how it impacts the organization;

6. Develop people management skills;

7. Analyze and assess people and organizational issues that need to be confronted by a developing country in the global economy;

Human Resource ManagementAteneo-Standard MBA ProgramMarch 2010

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8. Understand poverty in relation to human resource management and the strategies this may offer poverty alleviation;

9. Appreciate the need for social capital and the role that human resource management can play in building it up to foster trust and a sense of nation;

10. Identify and understand the following: External environment influences on HRM Decision-making and actions exerted by the organization’s multiple stakeholders Differences in behavior and HRM approaches

11. Align people’s behaviors, structure, processes, and rewards toward goals and strategies; and

12. Identify and manage relevant ethical issues.

COURSE OUTLINE:

TOPIC SESSIONCourse Introduction, Philippine Economic and Socio-Political

Situation, Human Resource ManagementI

Intro to Strategic Human Resource Management IIThe Star Model and 7S: Strategy and Structure III

The Star Model and 7s: Process, People and Rewards IV

Balance Scorecard, Key Performance Indices, and HR Metrics VHuman Resource Planning VIRecruitment and Selection VIIPerformance Management VIII

Training and Employee Development IXTotal Rewards (Compensation and Benefits) X

Industrial Peace and Employee Relations XIUnderstanding Organizational Culture XII

Foundations of Planned Change XIIIImplementing Planned Change Efforts XIV

Final Paper XV


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COURSE REQUIREMENTS:

1. ATTENDANCE:This course will cover a three hour period for each session, with a total of fifteen sessions during the term. The highly accelerated pace requires learners to take a great deal of responsibility for their own learning outcomes. While in class, learners are expected to actively participate in discussions and group activities. It is expected that learners will be required to invest a minimum of ten hours per week for personal studies outside of class.

Since the course is conducted in sessions covering specific topics or modules, attendance is clearly important and critical to the learning progress of learners. Learners may be absent for good reasons for a maximum of three sessions.

2. PRESENTATIONS AND REPORTS:Learner presentations of an assigned topic are expected to have the same quality of preparation as would be found in a presentation to senior management of an organization. Learners are encouraged to use available PowerPoint and AV facilities. Presentations per group should be limited to twelve minutes.

Written reports accompanying these presentations should be printed, single space with double space between paragraphs, on a short bond paper (8.5” x 11”) with a title page identifying the chapter number and title, the problem number, the group number, the group members’ name arranged in alphabetical order according to surname, and the date of submission. Fonts should be 12 points and limited to any of the following (MS Word): Arial, Tahoma, or Verdana. Reports should be stapled and submitted in a simple folder.

3. CLASS PARTICIPATION: Each learner is expected to actively participate in discussions on the assumption that each brings a wide range of experience to the learning process. Active participation may include asking thoughtful questions, being willing to consider new ideas, helping the class understand complex ideas, having a cooperative attitude and a sense of humor, and helping others comprehend the material. However, consideration of other learners is important to avoid dominating class discussions.

4. FINAL PAPER: Depending on the size of the class and the availability of resources, the facilitator may assign the final paper as an individual or a team project. The output will be a reflection paper on Strategically Managing the HRM Function. The maximum number of pages for the report is 10 pages.

5. RESEARCH WORK:AGSB recommends the use of standard style guides with preference to that of the American Psychological Association (APA). The following websites are suggested as guide references:

http://www.aresearchguide.com/styleguides.html http://apastyle.org/electref.html http://www.bedfordstrmartins.com/online/shrttoc.html


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http://www.bedfordstrmartins.com/online/shrttoc.html

http://apastyle.org/electref.html

http://www.aresearchguide.com/styleguides.html

GRADING SYSTEM:

Learners will be graded for their performance in the following manner:

Papers 20%Individual participation 20%Group reports 20%Examinations 20%Final output _20%

Total 100%

Group members are expected to evaluate their group members’ contribution to group reports at the end of the term. These evaluations will be factored into the individual’s group reports grade.

SPECIAL ACCOMODATIONS:

If a learner is in need of course adaptation or special considerations due to certain disability or other problems or constraints, the same should be discussed with the instructor ASAP.

ACADEMIC INTEGRITY POLICY:

Each learner is responsible to know the standards of conduct and expectations of academic integrity that apply to academic undertakings. Academic dishonesty will not be tolerated and will result in the maximum penalty allowable as defined in the Student Guidebook. The following are considered serious violations per Guidebook:

Cheating during exams. Submitting spurious reports copied from previous materials other than his/her own. Plagiarism.

In understanding what constitutes Plagiarism, see the following sites:http://www.engl.niu.edu/comskills/students/plagiarism/Plagiarism.htmlhttp://www.monet.k12.ca.us/Challenge/Plagiarism/Plagiarism.htm

In addition to what is stated in the Guidebook, the following are examples of academic dishonesty that are pertinent to the requirement of this course:

Copying another learner’s work including assignments and reports Use of “crib” sheets or other hidden note for a quiz or an exam Receiving assistance from anyone else with take-home quizzes

MATERIALS OF INSTRUCTIONS:


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http://www.monet.k12.ca.us/Challenge/Plagiarism/Plagiarism.htm

http://www.engl.niu.edu/comskills/students/plagiarism/Plagiarism.html

1. Textbook: Raymond A. Noe, John R. Hollenbeck, Barry Gerhart &Patrick M Wright. Human Resource Management, Gaining A Competitive Advantage, 6 th Edition (International) McGraw-Hill Publishing, 2008

2. References: Ma. Regina M. Hechanova, Edna P. FrancoLeading Philippine Organizations in a Changing World: Research and Best PracticesAteneo de Manila University Press, 2008

Ma. Regina M. Hechanova, Edna P. Franco, Regina G. ReyesPinoy @ Work: Selected Articles from the Column People at Work PulseAteneo de Manila University Press, 2007

Ma. Regina M. Hechanova and Edna P. FrancoWay We Work: Research and Best Practices in Philippine OrganizationsAteneo de Manila University Press, 2005

3. Web References:The following APS online library resources are available for access:a. EBSCOb. Hoovers(See Appendices A & B)

http://www.hardatwork.com/ Provides an assortment of advice on workplace issues. Also includes a discussion board.

http://www.bcsolutionsmag.com A magazine with featured articles about benefits and compensation solutions magazine online available.

http://www.hrlive.com A monthly digest of news, views, tips and trends in human resource management.

http://www.hrworld.com A quarterly magazine on using information technology effectively in human resources, there is a selection of articles on line.

http://www.hrlook.com/ A U.K. portal for human resources matters.http://www.hrlibrary.com/ A website requiring a subscription, offering

hr information, support, products and services with research papers on major human resources topics.

http://www.hronline.com/ Offers a range of news, articles, links and discussion regarding Canadian HRM issues.

http://www.shrm.org/ Offers wide range of professional resources includes publications resources hr channels.


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http://www.emarketingassociation.com/

http://www.library.pitt.edu/libraries/business/business.html

http://www.marshall.usc.edu/library

http://www.hrworld.com/

http://www.hrlive.com/

http://www.bcsolutionsmag.com/

http://www.hardatwork.com/

http://www.hrcensus.com/ Advanced personnel system specializes in providing timely, accurate, objective information on all types of hr software and computer-based courseware.

http://www.ahri.com.au/ Australian human resource Institute provides leading edge information on a wide range hr issues, publication, articles and abstract for online newsletter.

http://bubl.ac.uk/link/h/humanresourcemanagement.htm Catalogues of various internet resources covering wide range of topics on human resources management.

http://www.nerdworld.com/nw846.html Contains a list of human resources consultants and service providers.

http://www.themanager.org/Knowledgebase/HR/index.htm Discussions and lectures about human resource management

http://www.krislyn.com/sites/hr.htm Good list of resources with a bias towards compensation.

http://www.hrmguide.net/hrm/hrlinks.htm Includes a number of useful hr-related links, sorted by country.

http://www.hrmgt.com/ Presents a collection of links from a teacher of human resource management at California State University Stanislaus.

http://www.hrfolks.com/ Provides information and opportunities to interact across a wide spectrum of hr topics.

http://www.hr-expert.com/ Provides valuable resources covering human resources subjects and over thousands of news articles.

http://www.apmforum.com This contains links to forums journals and newsletters concerning HRM issues in the Asia/pacific region.

http://www.peoplemanagement.co.uk/pm The official website of the UK's Institute of personnel development. It provides online hr news, legal updates, resources and reviews, top hr jobs and comment and analysis.

http://www.hrimmall.com/ This site provides topics relating to human resources. Also offers job openings, products & services directory, the calendar of events, press releases and links to hr association and to other hr sites on the web.

http://www.goodperformance.com/ This website has been established to be a resource center for managers, supervisors and human resource professionals. It includes articles and commentary on current trends in performance appraisal and small business management as well as suggested books, articles, and news pertaining to these subjects.


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http://www.marketingpilot.com/

http://www.peoplemanagement.co.uk/pm

http://www.apmforum.com/

http://www.wesley.stanford.edu/library

http://www.imageasian2.f2s.com/

http://www.hrmguide.net/hrm/hrlinks.htm

http://www.ibcb.net/

http://extranetbenchmarking.com/

http://www.afci.org/

http://www.bcrc.org/

http://magnapromo.cjb.net/

SESSION 1

COURSE INTRODUCTION, PHILIPPINE ECONOMIC AND SOCIO-POLITICAL SITUATION, HUMAN RESOURCE MANAGEMENT

Assignments to be completed prior to session 1:

1. Read “The Fundamentals of Nation Building” by Jose Ma. Montelibano, http://opinion.inquirer.net/viewpoints/columns/view/20070629-73805/The_fundamentals_of_nation_building (Handout)

2. Read “The Fortune at the Bottom of the Pyramid”, C. K. Prahalad and Stuart L Hart, Strategy + Business, Issue 26, First Quarter 2002. Also found in http://www.cs.berkeley.edu/~brewer/ict4b/Fortune-BoP.pdf (Handout)

3. Read “Corporate Social Responsibility: The Key Role of Human Resource Management” by Suparn Sharma, Joity Sharma and Arti Devy, Business Intelligence Journal, Jan. 2009, pp. 206 to 213. (Handout)

4. Bring 1” × 1” ID picture.

Topics:

1. Human Resource Management course2. Environmental scan: The Philippine Economic and Socio-Political Situation

Poverty and globalization Increased competition

3. The idea of nation building and HR’s role in it4. The Evolution of HR and its functions today

Learning Objectives:

At the end of this session, students are expected to competently:

1. State the purpose of this course and its significance in the management of organizations in the world today;

2. Understand the concept of nation building in relation to human resource management and the strategies this may offer for poverty alleviation;

3. Articulate the role for human resource management as a means of poverty alleviation; and

4. State the role of the Human Resource Management (HRM) function in the corporate effort to gain a competitive advantage;


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http://www.cs.berkeley.edu/~brewer/ict4b/Fortune-BoP.pdf

http://opinion.inquirer.net/viewpoints/columns/view/20070629-73805/The_fundamentals_of_nation_building

http://opinion.inquirer.net/viewpoints/columns/view/20070629-73805/The_fundamentals_of_nation_building

Schedule of Activities:

Activities (Strategies) Time Allocation1. Introduction of faculty and learners and organizing class groups. 30 mins.2. Lecture on the goals of Human Resource Management course. 15 mins.3. Video (BBC’s “The Philippines Fights Back: The BBC’s Survivor’s

Guide to Work) and discussion of the Philippine Economic and Socio-Political Situation

1 hour

4. Discussion of HR’s role in nation building, including Prahalad’s article

30 mins.

5. Group activity: Evaluating our own HR departments (personal standpoint)

30 mins.

Total 2 hrs & 45 mins.


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SESSION 2

INTRO TO STRATEGIC HUMAN RESOURCE MANAGEMENT


1. Read Chapter 1 of Noe, Hollenbeck, Gerhart & Wright, Human Resource Management: Gaining A Competitive Advantage.

2. Read “A New Mandate for Human Resources”, Dave Ulrich, Harvard Business Review; Jan/Feb98 Harvard Business Review; Jan/Feb98, Vol. 76 Issue 1, p.124. (Handout)

3. Read Exercising Strategy: Container Store Does Great HRM, page 57.

4. Group report on Managing People: An Extraordinary Stumble at JetBlue, page 57. Answer questions at the end of the case.

5. Read “Facing the Future in HR: Current Trends and Issues”, Edna P. Franco, PhD. The Way We Work, Research and Best Practices in Philippine Organizations, Ateneo de Manila University Press (handout)

Topics:

1. Human Resource Management and its function in strategy formulation2. The roles of the human resource management function today



1. Discuss the role of strategic human resource management to strategy formulation, implementation and organizational, cultural and people alignment; and

2. Assess the practice of human resource management in the Philippine context and one’s own organization and determine ways by which enhancements can be made.


Activities (Strategies) Time Allocation1. Do a mini-survey based on Franco’s study with the class and

initiate discussion.45 mins.

2. Lecture on HRM and its role in strategy formulation 30 mins.3. Group discussion on Exercising Strategy: Container Store Does

Great HRM, page 57.30 mins.

4. Group reports on Managing People: An Extraordinary Stumble at JetBlue, including processing by professor.

1 hour

Total 2 hrs. & 45 mins.Human Resource ManagementAteneo-Standard MBA ProgramMarch 2010

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SESSION 3

THE STAR MODEL AND 7S: STRATEGY AND STRUCTURE

Assignment to be completed prior to session 3:

1. Read Chapter 2 of Noe, Hollenbeck, Gerhart & Wright. Strategic Human Resource Management.

2. Read “Designing Organizations: An Executive Briefing on Strategy, Structure and Process”, Jay Galbraith. (Handout)

3. Read “Discipline of Market Leaders: How Market Leaders Keep their Edge”, Michael Treacy and Fred Wiersema. (Handout).

4. 7S article

5. Individual assignment: evaluate own HR department using CORD criteria

Topics:

1. The Star Model & 7S framework – focusing on Strategy and Structure2. Departmental structures – Functional, Product, Market, Geographical and Process.3. Customer Value Disciplines – Customer Intimacy, Product Leadership, Operational

Excellence4. Porter’s generic strategies



1. Explain the Star Model and McKinsey 7S organizational frameworks and apply them in diagnosing organizations; and

2. Discuss how the different strategies lead to different organizations and determine how the various organizational elements ought to be aligned.


Activities (Strategies) Time Allocation1. Discussion on the Star Model (focusing on strategy and

structure), the McKinsey 7S (specifically strategy and structure) and organization design, including Porter’s generic strategies

45 mins.

2. Discussion on Treacy and Wiersema’s Customer Value Disciplines and matching structure to strategy

45 mins.

3. Group exercise on choosing appropriate structures to mirror strategy (based on web site research to be done in class; web sites to be given by professor).

45 mins.

4. Discussion and processing 30 mins.Total 2 hrs. & 45 mins.


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SESSION 4

THE STAR MODEL AND 7S: PROCESS, PEOPLE AND REWARDS


1. Individual assignment applying Treacy and Wiersema’s Customer Value Discipline on student’s company of choice, specifically examining alignment between the Star Model / 7S elements of strategy and structure.

2. Watch corporate videos mirroring customer value disciplines of operational excellence, product leadership, and customer intimacy. Analyses should include products/service attributes (for example time, price, quality, functionality, selection), relationship and image. These will be used as inputs for discussion in class.

Topics:

1. The Star Model – focusing on Processes, Rewards and People2. McKinsey 7S Framework – focusing on Staff, Shared Values, Skills, Style and Systems3. The Star Model and McKinsey 7S and their connection to various HR programs



1. Identify which customer value discipline their specific companies (as well as the model companies) are pursuing, and analyze whether there are alignments between the primary value discipline and the organization’s elements

2. Understand the organizational elements of processes, rewards and people (and the 7S equivalents of staff, systems, style, shared values and skills) in the companies as stated above and recognize the alignment of these to the elements of strategy and structure; and

3. Identify how these organizational elements are foundational to determining HR systems and programs.


Activities (Strategies) Time Allocation1. Discussion on process, people and rewards portions of the Star

Model and the McKinsey 7S (shared values, skills, staff, style and systems)

45 mins.

2. Discussion on how these elements are related to companies’ primary Customer Value Disciplines, including key processes, resulting core competencies, job design and job descriptions.

45 mins.

3. Group exercise on pre-selected model companies (using corporate videos or other materials), in order to flesh out imperatives for recruitment, performance management, compensation, training, etc.

1 hour & 15 mins.


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Total 2 hrs. & 45 mins.


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SESSION 5

BALANCED SCORECARD, KEY PERFORMANCE INDICES, & HR METRICS


1. Read Chapter 16 (Measuring & Improving HRM Effectiveness) of Noe, Hollenbeck, Gerhart & Wright. Strategic Human Resource Management.

2. Group report on company’s efforts to measure the effectiveness of their HR function.

3. Read “The Balanced Scorecard--Measures That Drive Performance”, Robert S. Kaplan and David P Norton, Harvard Business Review; Jan/Feb92.

4. Reading on Key Performance Indicators.

Topics:

1. Balance Scorecard2. Key Performance Indicators3. HR Metrics



1. Explain that the balanced scorecard is a set of measures that gives top managers a fast but comprehensive view of the business;

2. Understand that an organization's measurement system strongly affects the behavior of managers and employees; and

3. Assess the effectiveness of the HR function through the application of HR metrics.


Activities (Strategies) Time Allocation1. Lecture on balanced scorecard 30 mins.2. Small group exercise on developing goals and performance

indicators using the balanced score card45 mins

3. Lecture on HR effectiveness and creating HR metrics 30 mins4. Case and small group exercise on developing HR metrics 1 hourTotal 2 hrs. & 45 mins.


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SESSION 6

HUMAN RESOURCE PLANNING

Assignments to be completed prior to session 6

1. Read Chapters 5 of Noe, Hollenbeck, Gerhart & Wright. Strategic Human Resource Management.

2. Read Exercising Strategy: Southwest Airlines: Focused on Take-Offs, Not Layoffs. Prepare for a class discussion of the questions at the end of the case.

3. Read Managing Contingent Employees. Leading Philippine Organizations in a Changing World

4. Group report on: a. a company’s HR Planning process and headcount management strategiesb. managing contingent workers

Topics:

1. Human Resource Planning2. Forecasting3. Downsizing4. Outsourcing5. Contingent (contractual) work



1. Identify the competencies (knowledge, attitudes, skills, habits) that people in an organization should possess given the organization’s strategy;

2. Discuss how to align a company’s strategic direction with its human resource planning;

3. Describe the HR planning process and how to go about it;

4. Discuss the various ways of managing headcount (e.g. downsizing or outsourcing), its advantages and disadvantages;

5. Report on a chosen organization’s:a. HR Planning processb. Implementation of a downsizing or outsourcing strategy to manage headcount


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6. Discuss the advantages and disadvantages of employing contingent workers; and

7. Reflect on ethical dilemmas concerning redundancies and off-shoring arrangements


Activities (Strategies) Time Allocation1. Group report on Human Resource Planning 1 hour2. Class discussion Exercising Strategy: Southwest Airlines:

Focused on Take-Offs, Not Layoffs.15 mins.

3. Group report on Managing Contingent Employees 30 mins 4. Small group discussion on ethical dilemma cases with plenary

presentation1 hour

Total 2 hrs & 45 mins


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SESSION 7

RECRUITMENT AND SELECTION


1. Read Chapters 5 and 6 of Noe, Hollenbeck, Gerhart & Wright. Strategic Human Resource Management.

2. Read Exercising Strategy: Never Having to Say “You Never Know”. Prepare for a class discussion of the questions at the end of the case.

3. Group report on a company’s HR recruitment and selection process.

4. Optional reading: Does a college degree prepare you for your desired career? Pinoy @Work.

Topics:

1. Human Resource Recruitment2. Personnel Policies3. Recruitment Sources4. Types of Selection Methods 5. Skills practice: Behavioral Interviewing



1. Identify the competencies (knowledge, attitudes, skills) that people in an organization should possess given the organization’s strategy;

2. Describe the various recruitment policies organizations adopt to make job vacancies more attractive;

3. List the various sources from which job applicants can be drawn, their relative advantages and disadvantages, and the methods for evaluating them;

4. Discuss various assessment methods and the utility of each;

5. List the common methods used in selecting human resources; and

6. Interview a job applicant.


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Activities (Strategies) Time Allocation1. Group report on Recruitment and Selection 1 hour2. Class discussion of Exercising Strategy: Never Having to Say

“You Never Know”.15 mins.

3. Small group discussion (debate) on: “Does a College Degree Prepare You for Your Desired Career?” with plenary presentation

30 mins.

4. Skill practice: Behavioral Interviewing 1 hourTotal 2 hrs & 45 mins


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SESSION 8

PERFORMANCE MANAGEMENT



2. Group report on a company’s performance management system: How the performance management system for employees fulfills its strategic purpose of eliciting the types of behaviors and results required by this strategy?

Topics:

1. Individual performance.2. Performance management.3. Criteria for effective performance management systems.4. Approaches to performance management.5. Effective sources for performance information.6. Performance (appraisal) measurement system.7. Skill practice: Effective performance feedback.



1. Explain how the performance management system of an organization fulfills its strategic purpose of eliciting the types of behaviors and results required by its strategy;

2. Identify the major determinants of individual performance;

3. Discuss the three general purposes of performance management;

4. Identify the five criteria for effective performance management systems;

5. Discuss the four approaches to performance management, the specific techniques used in each approach, and the way these approaches compare with the criteria for effective performance management systems;

6. Choose the most effective source(s) for performance information for any situation;

7. Identify the characteristics of a performance measurement system that follows legal guidelines; and

8. Conduct an effective performance feedback session (role playing).


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Activities (Strategies) Time Allocation1. Group report Performance Management 1 hour2. Self-assessment Exercise: Attitudes towards Feedback with

small group sharing30 mins.

3. Class discussion using the Performance appraisal survey 30 mins.4. Skills Practice: Effective Feedback and role playing dealing with

defining the job expectations, giving positive feedback, improving poor performance, and taking disciplinary action.

45 mins.

Total 2 hrs & 45 mins.

Individual Written Assignment:

Performance Appraisal

Design a performance appraisal form to measure and document an employee’s performance for any one of the following positions in a given company:

a. SM Supermarket cashierb. Starbucks baristac. Bench Fix Hair stylistd. Splash product development chemist


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SESSION 9

TRAINING AND EMPLOYEE DEVELOPMENT


1. Read Chapters 7 and 9 of Noe, Hollenbeck, Gerhart & Wright. Strategic Human Resource Management.

2. Group report on company’s training programs implemented in order to develop competencies (knowledge, attitudes, skills) that people should possess given the company’s strategy. (chapter 7 & 9)

3. Group report on career development concepts (research required) and career development strategies of a company

4. Optional reading:a. Career mentors can help your professional growth. Pinoy @Workb. Reexamining the glass ceiling. Leading Philippine Organizations In A Changing

World

Topics:

1. High-Leverage Training Strategy.2. Learning Organization.3. Training on the job.4. E-learning.5. Formal education for development.6. Assessment and employee development.7. Mentoring programs.8. Development planning process.9. Career development.10. Succession planning.



1. Discuss how training can be strategic and help companies gain competitive advantage;

2. Linking competencies required to implement strategy, and the training programs to be implemented to support the strategy;

3. Explain the role of the manager in identifying training needs and supporting the use of training on the job;

4. Explain the potential advantages of e-learning for training;

5. Discuss the various interventions used for employee development


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6. Discuss the steps in the development planning process;

7. Explain what companies are doing for management development / career development issues including succession planning; and

8. Skills practice: performance coaching.


Activities (Strategies) Time Allocation1. Group report on training & employee development (creation of a

learning org, diff forms of training, etc.)1 hour

2. Small group discussion: Knowledge is Critical for the Rubber to Meet the Road with plenary presentation.

30 mins.

3. Group report on career development (considers potential classification, career – vocational stages, changing mindsets about career, managing gen Y)

45 mins.

4. Career profiling & small group discussion (self-reflection) 30 mins.Total 2 hrs & 45 mins.

Individual Written Assignment:

Training & Development

Critique your own company’s training & development strategy based on the concepts learned in this chapter.


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SESSION 10

TOTAL REWARDS (COMPENSATION AND BENEFITS)


1. Read Chapter 11, 12 and 13 of Noe, Hollenbeck, Gerhart & Wright. Strategic Human Resource Management.

2. Read Rewards that Matter: What Motivates the Filipino Employee. The Way We Work.

3. Group reports on companies: Pay Structure & Recognizing Employee Contributions with Pay (Compensation) Employee Benefits

Topics:

1. Equity Theory and Fairness2. Developing Pay Levels3. Government Regulation of Employee compensation4. Managing compensation strategically5. Benefits Programs6. Managing Benefits



1. List the major decision areas and concepts in employee compensation management;

2. Describe the major administrative tools used to manage employee compensation;

3. Describe the regulatory framework for employee compensation;

4. Describe the fundamental pay programs for recognizing employees’ contributions to the organization’s success;

5. List the major factors to consider in matching the pay strategy to the organization’s strategy;

6. Discuss the growth in benefits costs and the underlying reasons for that growth; and

7. Explain the major provisions of employee benefits programs.


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Activities (Strategies) Time Allocation1. Group report on Compensation 45 mins.2. Self-assessment Exercise: Rewards that Motivate with small

group sharing15 mins.

3. Group report on Benefits 45 mins3. Group discussion: You are a member of the compensation

committee of the company. Which of the following positions will merit the most pay increase? Plenary presentation.

1 hour



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SESSION 11

INDUSTRIAL PEACE & EMPLOYEE RELATIONS



2. Read “How do Employees View Labor Unions?” Pinoy @ Work.

Topics:

1. Employee relations2. Industrial peace3. Important provisions in the labor code:

a. Definition of employmentb. Employee discipline i.e. firingc. Employee separation

4. Common labor code violations and its proper handling



1. Discuss the role of HR in maintaining industrial peace; and

2. Apply important provisions of the labor code in the management of a company’s human resource.


Activities (Strategies) Time Allocation1. Discussion on the role of HR in creating industrial peace. 30 mins2. Discussion on the relevance of labor unions. 30 mins 3. Talk on Labor standards 1 hr & 45 minsTotal 2 hrs & 45 mins


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SESSION 12

UNDERSTANDING ORGANIZATIONAL CULTURE


1. Read Chapter 16, Steven L. McShane & Mary Ann Von Glinow, Organizational Behavior.

2. Read “The Hewlett-Packard and Compaq Merger: A Case Study in Business Communication” by Kristen Bell DeTienne and Charlotte L. Hoopes, Education Review of Business Education 1 (1), 2004, pp. 27 – 46, and also found in http://www.neilsonjournals.com/ERBC/sHPCompaq.pdf (Handout).

3. Read “International Growth and Human Resource Management Challenges: A Review of Hewlett-Packard’s Efforts to Maintain the HP Way”, by Erica Franklin and Bahaudin Mujtaba, Journal of Business Case Studies – First Quarter 2007, pp. 5-14. (Handout)

4. Read “Building Organizational Culture: The Unilab Experience” by Alfredo Presbitero Jr., in Leading Philippine Organizations in a Changing World: Research and Best Practices, pp. 127 to 138. (Handout)

5. Watch “Corporate Culture: How Does It Really Work?” and/or “Organizational Culture: Innovation Parking Lot”.

6. Submit integrative examination covering the sessions devoted to HR Functions.

Topics:

1. The elements of organizational culture2. Strategies for merging organizational cultures3. The Challenge of Integrating Cultures: The M & A scenario4. Alignment of organizational culture and strategy5. Sustainable competitive advantage and culture6. Artifacts of corporate culture


At the end of this session, learners are expected to competently:

1. Describe mergers and acquisitions as strategies for continued growth and consolidation;

2. Understand the challenge of integrating cultures in companies undergoing mergers or acquisitions;

3. Identify the drivers of mergers and acquisitions for companies;Human Resource ManagementAteneo-Standard MBA ProgramMarch 2010

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http://www.neilsonjournals.com/ERBC/sHPCompaq.pdf

4. Identify a strategy supportive culture;

5. Describe the elements of organizational culture;

6. List four categories of artifacts through which corporate culture is deciphered;

7. Identify three functions of organizational culture;

8. Discuss the conditions under which cultural strength improve corporate performance;

9. Compare and contrast strategies for merging organizational cultures;

10. Describe the mechanisms for cultural change;

11. Apply all of the above concepts to specific local companies that are successfully going through the growth stage; and

12. Document these local case studies of growth.


Activities (Strategies) Time Allocation1. Watch video on “Innovation Parking Lot” or “Corporate Culture:

How Does It Really Work?”, including processing15 mins.

2. Discussion of the nature and elements of organizational culture (including artifacts), its functions and its connection with strategy and the Star Model and 7S as well as diagnosing an organizational culture using the Ateneo CORD CREATE model.

45 mins.

3. Small group discussion, reporting and processing: narration of stories and other artifacts that are prevalent in our organizations and how these may be symptomatic of the culture.

45 mins.

4. Discussion of the HP-Compaq case, including identifying the drivers for mergers and acquisitions and the mechanisms for achieving cultural change

60mins.

Total 2 hours 45 mins.

SESSION 13


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FOUNDATIONS OF PLANNED CHANGE


1. Read “Meeting the Challenge of Disruptive Change” by Clayton Christensen and Michael Overdorf, Harvard Business Review. (Handout)

2. Read “The Medical City: Leading Change in a Changing Organization” by Joseph I. B. Gonzales, in Blue Way: Case Studies on Leadership, Strategy and Ethics, pp. 21 to 43. (Handout)

3. Research on the drivers for business downsizing/rightsizing and why businesses go into decline.

Topics:

1. Drivers of Organizational Change2. Systems orientation 3. Theories and Models of Planned Change



1. Describe and understand the drivers of organizational decline and change;

2. Demonstrate how these drivers influence and in turn are influenced by the five categories of the STAR Model and the McKinsey 7S;

3. Explain planned change using the assigned framework and cite examples that expound on the elements found in the framework;

4. Critique a Planned Change case; and

5. Value the need to engage in planning for planned change as critical to introducing and instituting changes in an organization.


Activities (Strategies) Time Allocation1. Discussion and processing of Medical City case 45 mins.2. Discussion about systems orientation, change management

foundations, member engagement, role of teams, action research, role of leaders, Kurt Lewin’s Field Theory

45 mins.

3. Group activity: Application of Field Theory 30 mins.4. Discussion about Kotter’s 8-Stage Process 45 mins.Total 2 hours 45 mins.

SESSION 14Human Resource ManagementAteneo-Standard MBA ProgramMarch 2010

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IMPLEMENTING PLANNED CHANGE EFFORTS

Assignments to be completed prior to Session 14:

1. Read “Balmer’s Microsoft”. (Handout)

2. Read “Home Depot’s Blueprint for Culture Change”. (Handout)

3. Read “The Meta-Model of Planned Change” by Michael Broom and Edith Seashore. (Handout)

4. Read “Why Do Change Management Strategies Fail?” by Xiongwei Song, Journal of Cambridge Studies, Vol. 4, No. 1, pp. 6-15. (Handout)

5. Read “Organizational Transformation: The Manila Water Story” by Mendiola Teng-Calleja and Frederick E. Reyes, in Leading Philippine Organizations in a Changing World: Research and Best Practices, pp. 183 to 197. (Handout)

Topics:

1. The planned change process2. Possible HR change management interventions3. Structure of change4. Resistance to change5. Meta-model of planned change6. Stakeholders’ analysis7. Developing the planned change communication plan



1. Explain the 3 strategies for change and determine the most appropriate use for each strategy;

2. Create a Stakeholders’ Analysis using the template provided;

3. Create a Planned Change Communication Plan using the template provided; and

4. Value the need to engage in planning for planned change as critical to introducing and instituting changes in an organization.

Schedule of activities:Human Resource ManagementAteneo-Standard MBA ProgramMarch 2010

28

Activities (Strategies) Time Allocation1. Case discussion of Balmer’s Microsoft and/or Home Depot,

including processing45 mins.

2. Discussion of the planned change process, possible HR interventions, structure of change, and resistance to change, using the Manila Water case as backdrop

30 mins.

3. Discussion of meta-model of planned change, stakeholders’ analysis, and developing the planned change communication plan

45 mins.

4. Small group exercise and processing: do stakeholders’ analysis or communication plan for Home Depot case or Manila Water case

45 mins.



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SESSION 15

FINAL PAPER

Assignment to be prepared prior to Session 15:

Prepare a final paper/presentation on a change management program to be done on a specific company, following the diagnosis and intervention guidelines, as well as the templates for stakeholders’ analysis and communication plan.

Learning Objective:

At the end of this session, the students are expected to submit a thorough, well-analyzed and thoughtfully conceived planned change paper on a specific company, using the guidelines and templates provided.

Activity:

Submission of final paper.


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Documents

Human Resource Management STANDARD (Mar 2010)