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Human Resource Management Specialization

Strategic Human Resource Management • HRM 600

Strategic Human Resource Management HRM 600Course SyllabusModule 4 • 2014

Prerequisites: BUS 502Credit Hours: 3

Class Meeting Times: Monday and Wednesday; 7-10 pmLocation: G-01

Instructor:Office Hours: Monday and Wednesday; 6-7 pm

Mobile:Email:

Course Description

This course focuses on the strategic role of human resource management and how it contributes to the organization’s success. Students will explore concepts, approaches, tools, models, and techniques used to develop effective strategic plans. Topics include; strategic planning, the strategic staffing, design and redesign of work systems, and other strategic HR activities. Also this course links the most important concepts with case analysis.

Required Textbook

Mello. Jeffery A. Strategic Human Resource Management, 4 edition, Cenage Learning ; 2014.

Recommended Reading

Mathis, Robert L. Jackson, John H. . Human Resource Management; 14th edition, South-Western College Pub, 2013.

Articles and Journals

Strategic Management Journal International Strategic Management Review International Journal of Strategic Management

Course Website

CUCA Blackboard (instructor will furnish access details)Teaching and Learning Methods:

In graduate-level courses, students are expected to participate effectively in every class. The instructor will use a combination of power point presentations, lectures, class presentation, case analysis and research reports.These diverse methods of teaching will enable the different types of learners to explore the different aspects of strategic human resource.

Student Assessment Methods

1- lecture2- Participation3- Individual case analysis4- Group research paper5- Class presentation6- Exams

Course Learning Outcomes

Upon successful completion of this course, students will be able to:

1. Outline the main components of the strategic management process2. Examine the key concepts of corporate social responsibility and sustainability3. Analyze human resource strategies, planning, design and redesign of work systems.4. Design and implement strategic staffing in recruiting and selection processes.5. Recognize and analyze the UAE regulations and laws in terms of employees duties,

responsibilities, rights and relations in the workplace.

Grades

Student work will be evaluated based on these individual factors:

FACTOR VALUE CLOs GRADING SCALEParticipation 10 1-5 Marks GradeAssignments ( Individual Case Analysis) 15 1,2,3 90-100 AGroup Research paper 30 3,4,5 85-89 B+In-Class Presentation 10 3,4,5 80-84 BFinal Examination 35 1,2,3,4,5 75-79 C+Total 100 70-74 C

65-69 D+

NOTE: The passing grade for all MBA courses is B (80) 60-64 DBelow 60 F

COURSE SCHEDULEIntroductory to Human Resource Management HRM 600

WEEK SUBJECT CHAPTERLEARNING OUTCOME

SASSIGNMENT, TEST, ETC.

1

An investment Perspective of Human Resource Management- Adopting an investment

Perspective- Understanding and Measuring-

Human capital- Employee Productivity- Measurung Employee

Productivity- Measuring Human assets

Ch. 1 1

2

Social Resoposnsibility and Human Resource Management- Workforce and Demographic

Changes in the UAE- Ethical Behavior- Corporate Social ResponsibilitySustainability

Ch. 2 2

AssignmentIndividual Case AnalysisHuman Capital Management at U.S Postal Service

3

Human Resource Planning and change managent Objectives of HR planning Types of Planning Aggregate planning Succession Planning Change management Changing in HR strategy Importance of Change Case: succession planning at

Dole Food. CEO succession planning at GE

Ch. 5 3

AssignmentIndividual Case AnalysisCase: Job rotation at GE

4

Design and Redesign of Work Systems Design of work systems ( What workers do, what workers

need, how jobs interface with other jobs).

Redesign of Work systems Outsourcing and off shoring Outsourcing by Federal State

Government Mergers and AcquisitionUnderstanding Change Managing Change-

Ch. 6 3

AssignmentIndividual Case AnalysisOutsourcing at Dubai Government

5

Implementation of Strategic HRMStaffing- Recruiting- Case: Outsourced recruiting at

Kellogg- Selection- (Interviewing, testing, and

References).- Case: Call center staffing at

Capital One.Selection- Interviewing- Testing- Criteria of Selection

Ch. 84

AssignmentIndividual Case AnalysisCollege Recruiting at Capital One

6

Employee Separation- Layoff- Strategic Downsizing- Turnover- Managing Retention- Retirement- Termination- UAE Labor Law and Termination

Ch. 13 5

AssignmentIndividual Case AnalysisStrategic downsizing at Charles Schwab

7

Employee Relation in the UAE- Introduction to the regulatory

environment- Employment contracts- Duration- Wages- Terminating employment- Notice- Severance compensation- Non competition- Employment of foreigners

Articles of the Law

(Abu Dhabi)

Article 1

Article 37

Article 38

5 Repot Submission

8 Final Examination Class Presentation

Assessment Summary MatrixAssessment Name Value Scope and Focus CLOs Due DateParticipation 10 Class participation 1-5Assignments 15 Individual Case Analysis 1,2,3

Group Research Paper 30

“Strategic HRM Assessment Project”Students will be divided into groups and will write a research paper based upon the topics studied in the course and:1. Analyze an organization’s strategy in

the UAE.2. Identify capabilities required to execute

the strategy3. Document current HR policies and

practices according to the UAE Labor Laws

4. Determine the degree of alignment between 2 and 3

5. Recommend changes to HR policies and practices to improve alignment

Use APA or MLA format

3,4,5 Week 7

Report Presentation 10 In-Class Report Presentation 3,4,5 Week 8Final Examination 35 Comprehensive 1,2,3,4,5 Week 8

Name Date

Prepared by:

Name Date

Approved by:

Remuneration and Performance Management • HRM 601

Remuneration and Performance Management HRM 601Course SyllabusModule 5 • 2014

Prerequisites: HRM 600Credit Hours: 3

Class Meeting Times: Monday and Wednesday; 7-10 pmLocation: G-01

Instructor:Office Hours: Monday and Wednesday; 6-7 pm

Mobile:Email:

Course Description

This course focuses on the strategic use of compensation systems to retain, motivate, and reward employee performance. Students explore incentive pay, person-focused pay, benefits, contemporary issues, and challenges facing compensation professionals. Students will have the opportunity to design and develop effective compensation systems.

Required Textbook

Martocchio, Joseph J. Strategic Compensation: A Human Resource Management Approach, 7th ed. Upper Saddle River, New Jersey: Prentice Hall; 2012. Text 1

Aguinis, Herman. Performance Management. 3 rd. ed. Prentice Hall; 2012. Text 2

UAE Employment Lawhttp://www.abudhabi.ae/egovPoolPortal_WAR/appmanager/ADeGP/Citizen?_nfpb=true&_pageLabel=p20160&lang=en

Recommended Reading

Bassett. Glenn. The Evolution and Future of High Performance Management Systems. Quorum Press 1993.

Luecke, Richard. Harvard Business Essentials-Performance Management: Measure and Improve the Effectiveness of Your Employees. Boston: Harvard Business School Press; 2006.


Heskett, James. Should Pay-for-Performance Compensation be replaced? Boston: Harvard Business Review Press; 2012

Girard, Kim. Pay Workers More So They Steal Less. Boston: Harvard Business Review Press; 2012

Adams, S, M., A. Gupta, and J.D. Leeth. Maximizing Compensation: Organizational Level and Industry Gender Composition Effects. Gender in Management: An International Journal. Vol. 25. Iss: 5, pp.366 – 385.

Course Website

CUCA Blackboard (instructor will furnish access details)

Required Case Studies

Harvard Business School Case Study:

General Dynamics: Compensation and Strategy (A)

Case description: William Anders became CEO of defense giant General Dynamics in 1991 as the Cold War was ending and as the industry became saddled with excess capacity. Observing that the company was undeserving shareholders and required a massive change in its culture, Anders brought in a new management team and introduced a new compensation system that better aligned the interests of managers and shareholders. Particularly controversial was the Gain/Sharing system, which paid large cash bonuses for each $10 increase in the stock price. The plan was widely criticized for rewarding top executives for manipulating stock prices through public announcements of layoffs and divestitures. Still, by the end of 1991, the stock price had climbed 113%, representing a $1.2 billion increase in shareholder wealth during the year. Teaching Purpose: This case can serve several purposes. First, it provides an introduction to executive compensation. Second, it highlights the importance of linking incentives and corporate strategy in the context of a declining industry. Finally, the case can motivate discussions of downsizing and unemployment and the merits of rewarding top executives for cutting excess capacity.Product Number: 494048-PDF-ENGLink: http://cb.hbsp.harvard.edu/cb/product/494048-PDF-ENG

Learning Resources

The following journals are available online through CUCA: Journal of Compensation & Benefits Review Employee Benefits and Compensation Association Harvard Business Review (HBR)

Teaching and Learning Methods

In graduate-level courses, students are expected to participate effectively in every class. The instructor will use a combination of power point presentations, lectures, class presentation, case analysis and research reports.These diverse methods of teaching will enable the different types of learners to explore the different aspects of remuneration and performance management.

Student assessment methods

Students will be assessed in this course using the following tailor made methods:

1- lecture2- Participation3- Individual case analysis4- Group case analysis5- Class presentation6- Exams



1. Identify the general considerations for strategic compensation.2. Compare and contrast incentive pay with traditional pay.3. Design and implement market-competitive compensation systems.4. Discuss contemporary issues in employee benefits and compensation.5. Evaluate compensation systems in the UAE and legal issues.6. Implement performance management systems

Grades


FACTOR VALUE CLOs GRADING SCALEParticipation 10 1-6 Marks GradeAssignments ( Individual case analysis) 15 1,2,3 90-100 AGroup Case Analysis 30 4,5,6 85-89 B+In-Class Presentation 10 4,5,6 80-84 BFinal Examination 35 1,2,3,4,5,6 75-79 C+

Total 100 70-74 C65-69 D+


COURSE SCHEDULERemuneration and Performance Management HRM 601

WEEK SUBJECT CHAPTER LEARNING OUTCOMES

ASSIGNMENT, TEST, ETC.

1

Part I : Setting the stage for Strategic CompensationStrategic Compensation

- Exploring and defining the compensation context

- Compensation professional goalsContextual Influences on Compensation Practices

- Employment law in USA- Employment law in UAE

1,2 1

2

Part II: Bases for PayTraditional bases for pay

- Seniority and Merit- Performance appraisal

Incentive Pay- Contrasting incentive pay with

traditional pay- Individual incentives- Group incentives- Designing incentive pay programs

Person-Focused Pay- Competency pay- Varieties of person-focused pay

programs

3,4,5 2

AssignmentCase analysis

Appraising performance at PrecisionPage 74

Individual or team rewardPage 97

3

Part III: Designing Compensation SystemsBuilding Internally Consistent Compensation Systems

- Job analysis- Job evaluation

Building Market-competitive Compensation Systems

- Market-Competitive Pay Systems- Compensation Survey

Building Pay Structures That Recognize Employee Contributions

- Constructing a pay structure- Designing merit pay systems- Designing person-focused

programs

6,7,8 3


Internal consistency at customers firstPage 143

Nutriment’s new hires, page 165

4 Module Test 1-8 1,2,3

5

Part IV: Employee BenefitsDiscretionary Benefits

- Components of Discretionary Benefits

- Protection programs- Paid time off

Employer Sponsored Retirement Plans and Health Insurance Programs

- Exploring retirement plans- Defined benefits plans- Managed care plans

9,104


A Health Savings Account at Frontline page 241

6

Legally Required Benefits- Components of legally required

benefits in the UAE Employment Law

An Overview of Legally Required Benefits

Components of Legally Required Benefits

The Benefits and Costs of Legally Required Benefits

Designing and Planning the Benefits Program

Determining Who Receives CoverageEmployer-Sponsored Retirement Plans and Health Insurance Programs

Article 1, Article 65, Article 67

Article 64,70Law No. (2) of 2000 on

Civil Pensions

and Benefits in the

Emirate of Abu Dhabi

5


CEO Pay in the News, page 293

7

Performance Management and startegic palnning

Defining performance and choosing measurement approach

Measuring results and behaviors Gathering performance information Implementation performance

management system Performance management and

employee development Performance management skills

Article 64,70Law No. (2) of 2000 on

Civil Pensions

and Benefits in the

Emirate of Abu Dhabi

6 HBS Case Submission

8 Final Examination 1-6 Presentation

Assessment Summary MatrixAssessment Name Value Scope and Focus CLOs Due DateParticipation 10 1-6Assignments 15 Individual Case analysis 1,2,3

Group Case Analysis 30

Students will be divided into groups and write an essay report about HBS case study: General Dynamics: Compensation and Strategy (A).Use the following format:Executive SummaryProblem Statement--determine the causes of the problem(s)Alternatives--determine alternative solutions to the problem(s)Conclusion--identify the best solutionAction Plan--identify the implementation plan(Instructor provides additional guidelines and directions in class)

4,5,6 Week 7

Case Presentation 10 In-Class Presentation 4,5,6 Week 8Final Examination 35 Comprehensive 1,2,3,4,5,6 Week 8

Name Date

Prepared by:

Name Date

Approved by:

8.3.5 Human Resource Development • HRM 602

Human Resource Development HRM 602Course SyllabusModule 6 • 2014


Class Meeting Times: Sunday and Tuesday; 7-10 pmLocation: G-01

Instructor:Office Hours: Sunday and Tuesday; 6-7 pm

Mobile:Email:

Course Description

This course examines the primary role of human resource development and training in employee development and high organizational performance. Topics include; strategic issues in HRD, employee behavior, designing and implementing HRD programs, training, career development, and organizational culture.

Required Textbook

DeSimone, Randy, L. Human Resource Development, 6th ed. South-Western College Pub, 2014.

Recommended Reading

Blanchard, Nick P. Thacker, James W. Effective Training Systems, Strategies & Practice, Pearson Custom: 2010.


Rosemary Hill, Jim Stewart, (2000) "Human resource development in small organizations", Journal of European Industrial Training, Vol. 24 Iss: 2/3/4, pp.105 – 117

Howard Thomas, Eric Cornuel, (2012) ”Business schools in transition? Issues of impact, legitimacy, capabilities and re-invention”, Journal of Management Development, Vol. 31 Iss:4, pp. 329 – 335.

Course Website


Required Case Studies

Harvard Business School Case Study: People Express Airlines: Rise and Decline Michael Beer. Case description: Describes the innovative approach to organizing and managing employees by People Express and describes the company's eventual demise. This material can be used to inform about leading edge human resource management practices and to raise questions about what went wrong. Why did People Express succeed in its early years and why did it ultimately fail?Product Number: 490012-PDF-ENGLink: http://cb.hbsp.harvard.edu/cb/product/490012-PDF-ENG

Learning Resources

The following journals are available online through CUCA: Journal of European Industrial Training Journal of Management Development Harvard Business Review (HBR)


In graduate-level courses, students are expected to participate effectively in every class. The instructor will use a combination of power point presentations, lectures, class presentation, group discussion and case analysis.These diverse methods of teaching will enable the different types of learners to explore the different aspects of HR development.



1- lecture2- Participation (group discussion)3- Individual case analysis4- Group Case analysis5- Class presentation6- Exams

Course Learning Outcomes Upon successful completion of this course, students will be able to:

1. Identify and discuss the major influences of employee behavior on human resource development intervention programs.

2. Apply and analyze human resource development programs and models3. Implement and evaluate the core domains of human resource development

practices.4. Discuss the future of human resource development in perspective of diversity,

organization culture and other contemporary issues.

Grades


FACTOR VALUE CLOs GRADING SCALEParticipation ( Group discussion) 10 1-4 Marks GradeAssignments ( Individual case analysis) 15 1,2 90-100 AGroup Case Analysis Report 30 3,4 85-89 B+In-Class Presentation 10 3,4 80-84 BFinal Examination 35 1,2,3,4 75-79 C+

Total 100 70-74 C65-69 D+


COURSE SCHEDULEHuman Resource Development HRM 602



1

Foundation of Human Resource DevelopmentThe progression toward a field of HR development- The relationship between HRM and

HRD/Training- Human resource development function- Roles and competencies of an HRD

professionalInfluences on Employee Behavior- Model of employee behavior- External influences on employee behavior- Motivation: a fundamental internal

influence on employee behavior

1,2 1

2

Learning and HRD- Learning and Instruction- Maximizing learning- Individual difference in the learning

process- Learning strategies and stylesFramework for Human Resource DevelopmentAssessing HRD Needs- Strategic/Organizational Analysis- Task Analysis- Person analysis- Prioritizing HRD needs

3,4 1

AssignmentsCase Analysis

The Growth ofIntel and theLearning CurveSamuel C. WoodGlen Schmidt

3

Designing Effective HRD Programs- Defining the objectives of HRD intervention- The “Make” versus “Buy” decisions,

Creating or Purchasing HRD programs- Selecting the Trainer- Selecting Training Methods and Media- Preparing Training materialsImplementing HRD Programs- Training Delivery Methods- On-the-Job Training Method- Classroom Training approaches- Computer-based Training

5,6 2


The Ritz-CarltonHotel Co.Sandra SucherStacy McManus

4

Evaluating HRD Programs- The purpose of HRD evaluation- How often HRD programs evaluated- Models and frameworks of Evaluation- Kirkpatrick’s evaluation Framework- A stakeholder approach for HRD

evaluationHuman Resource development ApplicationsOnboarding: Employee Socialization and Orientation- Socialization: the process of becoming

insider- The realistic job reviewSkills and technical Training- Basic Workplace Competencies- Basic skills/ literacy programs- Technical training- Interpersonal skills training

7,8,9 2


John SmithersNitin Nohria

5

Coaching and Performance Management- Effectiveness of Coaching- Coaching Points- Six Skills of Micro-Training- Motivational ApproachesEmployee Counseling and Wellness Services- Characteristics of Effective Counseling

Programs- Employee Assistance Programs- Stress Management Interventions- Employee Wellness and Health Promotion

Programs

10,11 3

AssignmentsGroup discussion

Leadership Style Theories

Situational Leadership

6

Career Management and Development- Defining career concepts- Stages of life and career development- Models of career development- The process of career managementManagement Development and sustainability- Describing the manager’s job:

management roles and competencies- Making management development

strategic sustainability- Management education- Management Training and experience

12,13 3


HBS case submission

7

Organization development and Change- Organization development theories and

concepts- Model of planned Change- Designing and intervention strategyHRD and Diversity: Diversity Training and Beyond- Organizational culture- Labor-market changes and discrimination- Adapting to demographic changes

14,15 4

8 Final Examination 1-4 Case Presentation

Assessment Summary MatrixAssessment Name Value Scope and Focus CLOs Due DateParticipation 10 Group discussion 1-4 weeklyAssignments 15 Individula case analysis 1,2 weekly

Group Case Analysis 30

Students will be divided into groups and write an essay report about HBS case study: People Express Airlines: Rise and DeclineUse the following format:- Executive Summary- Problem Statement--determine the causes of the problem(s)- Alternatives--determine alternative solutions to the problem(s)- Conclusion--identify the best solution- Action Plan--identify the implementation plan(Instructor provides additional guidelines and directions in class)

3,4 Week 6

In-Class Presentation 10 3,4 Week 8Final Examination 35 Comprehensive 1,2,3,4 Week 8

Name Date

Prepared by:

Name Date

Approved by:

Talent Management And Retention HRM 603

Talent Management and Retention HRM 603Course SyllabusModule 6 • 2014




Mobile:Email:

Course Description

This course provides all elements of talent management strategy, from employee recruiting to retention. Students will learn the core elements of talent management and learn how to develop and implement effective talent management systems within your organization. Students will have the opportunity to analyze and evaluate the impact of HRIS on the role of the HR main functions.

Required Textbook

Silzer, Rob. Dowell, Ben E. Strategy-Driven Talent Management: A Leadership Imperative, 2 end ed. Pfeiffer; 2013 ( Text -1)

Phillips, Jack J. Connell, Adele O. Managing Employee Retention (Improving Human Performance), 2 end. Ed. Routledge;2014. ( Text 2)

Kavanagh, Michael J., Mohan Thite, and J. Johnson. Human Resource Information Systems: Basics, Applications, and Future Directions, 3rd ed. Sage Publications; 2014.

Recommended Reading

Goldsmith, Marshall. Carter, Louis. The best Practice Institute. Best Practices in Talent Management: How the World's Leading Corporations Manage, Develop, and Retain Top Talent. 3ed. Ed. Pfeiffer; 2014

Sizler, Rob. Dowell, Ben E. Strategy-Driven Talent Management: A Leadership Imperative. 2 ed. Pfeiffer; 2013.


European Perspectives on Talent Management Talent Management Journal Academy of Management Journal International Journal of ManagemenCourse Website


Required Case StudiesHarvard Business School Case Analysis: WeaveTech: High Performance ChangeWeaveTech, formerly Johnson-Ware, is a clothing company that produces jackets, coats, overalls, coveralls, and fire resistant clothing for the military. A private equity firm renamed the company after it acquired Johnson-Ware several years ago. WeaveTech now faces a changing market, and its new CEO is planning to change its strategy. As part of this strategy, the CEO wants to cut the number of WeaveTech managers by 20%. He asks Frank Jennings, WeaveTeach's VP for Human Resources, to recommend how to do so. Jennings has done his best to balance these changes with the company's long history, its small-town culture, and its high-performance culture. The case presents information on the implicit lifetime employment contract, a significant change in strategic direction, and a problematic performance appraisal system. Jennings finds the decision to reduce headcount to be challenging. Is it ethical to discharge high-performing managers? Is the new strategy sound? How should Jennings respond to the managerial reduction mandate, and what should he recommend to the board?

Learning objective:The WeaveTech case asks students to explore change in high-performing organizations. How does a company change in order to stay successful when market conditions change? What are the limitations of a traditional performance appraisal system that is designed to work in conjunction with a performance-based pay system? What are a human resource manager's ethical responsibilities when organizational change is not crisis-driven?

Learning Resources

The following journals are available online through CUCA:


In graduate-level courses, students are expected to participate effectively in every class. The instructor will use a combination of power point presentations, lectures, class presentation and case analysis .These diverse methods of teaching will enable the different types of learners to explore the different aspects of talent management and retention.



1- lecture2- Participation3- Individual case analysis4- Group case analysis5- Class presentation6- Exams



1. Explain the competitive forces driving strategic talent management2. Discuss the tools and techniques in identifying and assessing high potential talents3. Compare/contrast leadership and employee issues in talent management4. Analyze the strategic accountability approach to managing retention and the needs

for retention improvement5. Examine the role of HR administration and the role of HRIS in supporting

organizations.

Grades


FACTOR VALUE CLOs GRADING SCALEParticipation 10 1-5 Marks GradeAssignments (Individual Case Analysis) 15 1,2,5 90-100 AGroup Case Report (HBS Case) 30 3,4 85-89 B+In-Class Presentation 10 3,4 80-84 BFinal Examination 35 1,2,3,4,5 75-79 C+

Total 100 70-74 C65-69 D+


COURSE SCHEDULETalent Management HRM 606



1Strategic Talent Management MatterBuilding competitive advantage throughIntegrated talent management

Ch. 1,2Text 1 1

2

Building the Talent PipelineAttracting and Recruiting the Best and BrightestRopes to Skip and Ropes to Know: Facilitating Executives OnboardingIdentifying and Assessing High Potential TalentsCurrent Organizational Practices

Ch. 3,4,5Text 1 2

AssignmentCase AnalysisIntegrated Talent Management at MicrosoftPage 641

3

Developing Leadership TalentDelivering on the Promise of structured programsDeveloping Leadership Talent Through ExperiencesChanging Behavior One leader at a timeManaging Leadership Talent Pools

Ch. 6,7,8Text 1 3

AssignmentCase AnalysisJack Welch and GE

4

Employee EngagementBuilding Functional Expertiseto enhance organizational capabilitiesmanaging and Measuring the Talent Management FunctionManagement Talent in Global OrganizationsBuilding Sustainable Talent Through Talent Management

Ch. 9,10,11Text 1

3

AssignmentCase AnalysisEmployee engagement at GE

5

A Strategic Accountability Approach to managing RetentionMeasure and Monitor Turnover DataDevelop Fully Loaded Costs of turnoverDiagnose causes and needs for Retention Improvements

Ch. 1,2Text 2 4

AssignmentCase Analysis Calculate of ROI of retention Solutions

6

Solution Sets:Recruiting New EmployeesEstablishing an appropriate work environmentCreating Equitable pay and Performance ProcessesBuilding Motivation and Commitment

Ch. 3,4,5Text 2 4

AssignmentCase AnalysisSouth East Corridor BankPage 326

7

HRIS ApplicationsHR Administration and HRISHRM administration and organizing approachesTalent ManagementTalent management and ITRecruitment and Selection in an Internet ContextRecruitment and TechnologyOnline recruitment guidelinesSelection and Technology

Ch. 10,11,12Text 3

5

AssignmentHRIS in practiceQs: 1,2,5 page 512

Case Submission

8 Final Examination 1-5 Presentation

Assessment Summary MatrixAssessment Name Value Scope and Focus CLOs Due DateParticipation 10 1-5Assignments (Individuals) 15 Individual Case Analysis 1,2,5

Group Case Report 30

Students will be distributed into teams and write an essay report about HBS case study. Use the following format:Executive SummaryProblem Statement--determine the causes of the problem(s)Alternatives--determine alternative solutions to the problem(s)Conclusion--identify the best solutionAction Plan--identify the implementation plan(Instructor provides guidelines in class)

3,4 Week 7

Report Presentation 10 In-Class Report Presentation 3,4 Week 8Final Examination 35 Comprehensive 1,2,3,4,5 Week 8

Name Date

Prepared by:

Name Date

Approved by:

International HRM HRM 604

International Human Resource Management HRM 604Course SyllabusModule 6 • 2014


Class Meeting Times: Monday and Tuesday; 7-10 pmLocation: G-01

Instructor:Office Hours: Monday and Tuesday; 6-7 pm

Mobile:Email:

Course Description

This course provides students with an opportunity to learn the key role of human resource management in diverse organizational environments. Students will analyze and discuss challenges facing global HR managers in managing employees from diverse backgrounds and working in multinational organizations.

Required Textbook

Dowling, Peter J. Festing, Marion. Engle, allen. International Human Resource Management, 6th Ed. Cengage Learning EMEA; 2013 (Text 1)

Barak, Michalle E. Mor. Managing Diversity: Toward a Globally Inclusive Workplace, 2nd ed. SAGE Publications; 2010. (Text 2)

Required CaseHarvard Business Case: Bella Healthcare IndiaBella Healthcare India was originally established in Bangalore as a low-cost manufacturing facility for a U.S.-based cardiology equipment developer. Under country manager Joseph Cherian it evolved considerably, developing its own research and development capabilities. Strengthened by investment in technical training and a shift in culture and mindset, the India team developed and launched its first successful product in 2005 under the guidance of Cherian and American Jeremy Manning, the Bella India director of R&D. Their success led them to a joint product development venture with the parent company, but organizational, technical, and cultural issues resulted in its cancellation. After this disappointing failure, is Bella India ready to lead a new product development project? If so, is the new project proposed by Cherian the right one to recover with?

Product number: 4440-PDF-ENG

Recommended Reading

Carr-Ruffino, Norma. Managing Diversity, 9th ed. Pearson; 2012.


Brett, Jeanne, Kristin Behfar, and Mary C. Kern. Managing Multicultural Teams. Boston: Harvard Business Review Press; 2006.

Course WebsiteCUCA Blackboard (instructor will furnish access details)Learning Resources

The following journals are available online through CUCA:

International Journal of Human Resource Studies The International Journal of Human Resource Management Journal of Conflict Resolution Journal of Cultural Diversity Harvard Business Review (HBR)


In graduate-level courses, students are expected to participate effectively in every class. The instructor will use a combination of power point presentations, lectures, class presentation, discussion and case analysis.These diverse methods of teaching will enable the different types of learners to explore the different aspects of international HR.



1- lecture2- Participation and discussion3- Individual case analysis4- Group case analysis5- Class presentation6- Exams



1. Identify the main arguments in the debate over the impact of globalization on the human resource management.

2. Recognize how differences in social culture influence values in the workplace.3. Examine the HR issues facing global HR managers today in staffing, selection,

performance management, and training.4. Analyze the implications of global diversity for HRM processes5. Develop cross-cultural communication skills and cultural awareness in the workplace.

Grades


FACTOR VALUE CLOs GRADING SCALE

Participation and discussion 10 1-5 Marks GradeAssignments ( individual Case analysis) 15 1,2,3 90-100 AGroup case analysis 30 3,4,5 85-89 B+In-Class Presentation 10 3,4,5 80-84 BFinal Examination 35 1,2,3,4,5 75-79 C+

Total 100 70-74 C65-69 D+


COURSE SCHEDULEInternational HRM HRM 604

WEEK SUBJECT CHAPTER LEARNING OUTCOMES ASSIGNMENT, TEST, ETC.

1

Globalization and HR- main drivers of globalization- Evoluatio of global HR- impact of globalization on HR- opportunities and challenges for HR

managers

Ch. 1Text 1 1

2

Cultural and instituational context- culture of a society- forces that lead to differences in

social culture- Influence of cultural context on HR- The HR functions across cultureOrganizational context of global HRM- Culture and organizations- Organizing global HRM

Ch. 2,3Text 1 2


Quality Compliance at the Hawthorn Arms by Allen D. Engle, Sr.

3

Sourcing human resources for global markets – staffing, recruitment and selection- Competing, Recruiting, and Staffing

Globally- Embracing New Technology

Managing Change- Managing Talent, or Human Capital- Responding to the Market

Ch. 4Text 1 3

AssignmentsCase AnalysisStrategic Forecasts and Staffing Formulation: executive and Managerial

4

International Performance Management- Purposes of international

performance management- Culture and performance

management- Standardization versus

localization of international performance management systems

- Glocalization of key elements of the PM system of an MNC

5 3

AssignmentsCase AnalysisLocal and International: Managing Complex Employment Expectations by Maike Andresen

5

International Training, Development & Careers- Managerial development &

training- Analyzing Training Needs- Designing International Training

Programs- Delivering International Training

Programs- Evaluating the training effort

6,7

3

Just Another Move to China? The Impact of International Assignments on Expatriate Families by Yvonne McNulty

6

Defining Diversity in a Global Context: Prejudice and discrimination- Workforce diversity define- Toward a global definition of

diversity- Stereotypes and prejudice

8Text 2 4

Assignments and Discussion:

Communication skills needed in diversity of workforce

7

Culture and Communication in the Global Workforce- The cultural Context for the Global

Workforce- Cross- Cultural CommunicationCorporate Social Responsibility in Global organizations

10Text 2

5 Case Submission

8 Final Examination 1-5 Case Presentation

Assessment Summary MatrixAssessment Name Value Scope and Focus CLOs Due DateParticipation & Discussion 10 Class discussion 1-5 All classesAssignments 15 Individual Case analysis 1,2,3 weeklyGroup Case Report 30 Students will be organized in groups

and will write an essay report about HBS case study Bella Healthcare India. Use the following format:1- Executive Summary2- Problem Statement--determine

the causes of the problem(s)

3,4,5 Week 7

3- Alternatives--determine alternative solutions to the problem(s)

4- Conclusion--identify the best solution

5- Action Plan--identify the implementation plan

(Instructor provides additional guidelines and directions in class)

In-Class Presentation 10 3,4,5 Week 8Final Examination 35 Comprehensive 1,2,3,4,5 Week 8

Name Date

Prepared by:

Name Date

Approved by:

Negotiation and Conflict Management HRM 605

Negotiation and Conflict Management HRM 605Course SyllabusModule 5 • 2014



Instructor:Office Hours:

Mobile:Email:

Course Description

This course helps students to develop their perceptual, analytical and interpersonal skills in handling the frequent conflicts and negotiation that confront managers and decision- makers in the workplace.

Required TextbookRaines, Susan S. Conflict Management for Managers: Resolving Workplace, Client,

and Policy Disputes. 1 ed. Jossey-Bass; 2013. Recommended Reading

Harvard Business Review on Negotiation and Conflict Resolution (A Harvard Business Review; 2000.

Required Cases

Harvard Business School: Name Your Price: Compensation Negotiation at Whole Health Management (A)

MBA student Monroe Davies is asked by a potential employer to determine his own compensation package. This case follows Jim Hummer, President and CEO of Whole Health Management and Davies through a unique recruitment process that raises questions of compensation and employee incentives, negotiation strategy, and human resources management.

Learning objective:To help MBAs manage the recruitment and compensation negotiation process in a way that considers the value proposition to both the employee and the employer.Product number: 908064-PDF-ENG

Course Website

CUCA Blackboard (instructor will furnish access details

Learning Resources

The following journals are available online through CUCA: Negotiation Journal Journal of Conflict Resolution Journal of Management


In graduate-level courses, students are expected to participate effectively in every class. The instructor will use a combination of power point presentations, lectures, class presentation, assignments, case reports.These diverse methods of teaching will enable the different types of learners to explore the different aspects of negotiation and conflict management.



1- lecture2- Participation3- Assignements4- Research case report5- Class presentation6- Exams



1. Discuss the central concepts of negotiation and the alternative dispute resolutions.

2. Developing negotiating skills and confidence in preventing and resolving internal and external conflicts.

3. Providing experience in the collaboration and effectively disolving conflict.4. Identify ethical issues in negotiation and the consequences of unethical

conduct.

Grades


FACTOR VALUE CLOs GRADING SCALEParticipation 10 1-4 Marks GradeAssignments 15 1,2,3,4 90-100 AResearch Case Report 30 1,2,3,4 85-89 B+In-Class Presentation 10 2 80-84 BFinal Examination 35 1,2,3,4 75-79 C+

Total 100 70-74 C65-69 D+

NOTE: The passing grade for all MBA courses is B (80) 60-64 D

Below 60 F

COURSE SCHEDULENegotiation and Conflict Management HRM 602



1

Conflict Management Knowledge and Skills- Responding to conflict- The five conflict styles- Choosing among the conflict styles- The power of negotiation- Negotiation Skills- International negotiation

Ch. 1 1

2

Managers Know your-self- Theory to Practice- The Power of Negotiation- The Alternative Dispute Resolutions

Process Continuum- Mediation- International Mediation- Arbitrators- Legal Cases

Ch. 2 1

AssignmentExamining and providing numerous strategies proven effective with different personality types

3

Part Two:Preventing and Resolving Internal Conflict

- Causes and Cures for Employee Turnover

- Building successful Teams and Organizations

- Conflict management In Unionized Environments

- Designing Disputing Systems for Organizations

3,4 2

AssignmentCase AnalysisOrganizational success through Exemplary customer conflict management

4

Part Three:Preventing and Resolving External Conflicts

- Prevention and Resolution of Conflict with clients

- Prevention and Resolution of Conflict with Customers

- Prevention and Resolution of Conflict with Venders

5 2

AssignmentWhat are the Strategies to prevent external conflicts?

5

Part Four:Collaboration and Conflict management between regulators and Regulated

- Public Policy Decision Making and Collaboration

- Designing and Facilitating Effective Large- Group Process

-

63

AssignmentWhat are the steps of solving problems?

6

Dissolving conflict- Presenting your case- Creating range and alternatives- Preparing for your session- Discovering your side- Checking in before you moving on- Trading for mutual gain

7,8 3

AssignmentGive examples of the consequences of unethical conduct?

7

Ethical Issues in Negotiation- Resolving Moral Problems- Approaches to ethical Reasoning- Ethical Conduct that arisen negotiation- Deceptive tactics- Model of ethical Decision making- The consequences of unethical conduct

9 4 Case Submission

8 Final Examination 1-4 Class Presentation

Assessment Summary MatrixAssessment Name Value Scope and Focus CLOs Due DateParticipation 10 In class 1-4Assignments 15 Individual assignments and reports 1,2,3,4

Group Case Report 30

Students will be organized in groups and will write an essay report about HBS case study. Use the following format:1- Executive Summary2- Problem Statement--determine the

causes of the problem(s)3- Alternatives--determine alternative

solutions to the problem(s)4- Conclusion--identify the best solution5- Action Plan--identify the

implementation plan(Instructor provides additional guidelines and directions in class)

1,2,3,4 Week 7

Report Presentation 10 In-Class Presentation 2 Week 8Final Examination 35 Comprehensive 1,2,3,4 Week 8

Name Date

Prepared by:

Name Date

Approved by:

Human Resource Management Overview • HRM 605

Human Resource Management Overview• HRM 605Course SyllabusModule 6 • 2014




Mobile:Email:

Course Description

This course provides students in the HRM specialization with the opportunity to strengthen their learning experiences from previous HRM courses. Students will have the opportunity to stimulate the human resource work environment through group discussion and case analysis, identifying and solving human resource problems, and applying human resource management theories.

Required Textbook

Nkomo, S, M., M.D. Fottler, and B. McAfee. Human Resource Management Applications, 8th ed. South-Western, Louisville, KY; 2013.

Recommended ReadingLundby, K., J. Jolton, and A. Kraut. Going Global: Practical Applications and

Recommendations for HR and OD Professionals in the Global Workplace. Pfeiffer, Los Angeles, California; 2010.


Guttry, Paul. Employee-Suggestion Programs That Work. Boston: Harvard Business Review Press; 2012

Nobel, Carmen. The Most Powerful Workplace Motivator: Boston: Harvard Business Review Press; 2011

Course Website

CUCA Blackboard (instructor will furnish access details)Learning Resources

The following journals are available online through CUCA: Human Resource Management Journal Journal of Human resource Management Harvard Business Review (HBR)


In graduate-level courses, students are expected to participate effectively in every class. The instructor will use a combination of power point presentations, lectures, class presentation, discussion, assignments, and group project.These diverse methods of teaching will enable the different types of learners to explore the different aspects of HR management overview.



1- lecture2- Participation & Class discussion3- Assignments (Individual case analysis)4- Group project5- Class presentation6- Exams



1. Analyze issues involving human resource legal environment.2. Develop policies and procedures for HR core functions and activities.3. Construct an effective compensation system, pay structure, and security.4. Appraise and evaluate various processes and outcomes of employee relations.

Grades


FACTOR VALUE CLOs GRADING SCALEParticipation and class discussion 10 1-4 Marks GradeAssignments( Individual case analysis) 30 1,2,3,4 90-100 AGroup Project 20 3,4 85-89 B+In-Class Presentation 10 3,4 80-84 BFinal Examination 30 1,2,3,4 75-79 C+

Total 100 70-74 C65-69 D+


COURSE SCHEDULEHuman Resource Management Overview • HRM 605

WEEK SUBJECT CHAPTER LEARNING OUTCOMES ASSIGNMENT, TEST, ETC.

1

HRM in Perspective: Environmental and Legal issues

- The HRM Function and environment

- Diversity issues- The legal and

regulatory in the UAE environment

Part 1

Handout

UAE Federal Laws

Article 8 of 1980 and its

amendments

1

2

Meeting Human Resource Requirements :

- Job Analysis- Design- Planning- Recruitment- Selection

Part 2 2

Group discussionExercise 3, page 14UAE Federal Laws regarding HRGroup discussionExercise 26, page 91Exercise 30, page 97Exercise 43, page 139Skill builder page 49 and 50

3

Developing Effectiveness in Human Resources:

- Training- Career

Development- Performance

Appraisal

Part 3 2

AssignmentsCase 51, page 157Case 52, page 159Case 54, page 164Case 59, page 176

Group discussionExercise 55, page 166Exercise 63, page 191Skills builder, page 174

5

Implementing Compensation and Security according to the UAE Federal Laws:

- Compensation- Incentives- Benefits- Safety and Health

Part 4

HandoutsUAE Federal

LawsArticle 8 of 1980

and its amendments

3

AssignmentsCase 65, page 197Case 77, page 234Case 85, page 251

Group discussionExercise 70, page 213Exercise 79, page 239Exercise 86, page 253Skill builder, page 225 and 229

6

Enhancing Employee Relations according to the UAE Federal Laws:

- Discipline- Motivation- Labor relations

Part 5UAE Federal

LawsArticle 8 of 1980

and its amendments

4

AssignmentsCase 89, page 263Incident 92, page 268Incident 95, page 272Incident 96, page 273Group discussionExercise 91, page 266Skill builder 102, page 286

7

International HR Issues- Training and

development- Compensation- Recruitment and

selection

Part 6 4 Project submission

8 Final Examination Part 1-6 1,2,3,4 Class Presentation

Assessment Summary MatrixAssessment Name Value Scope and Focus CLOs Due DateParticipation 10 In class discussion 1-4

Assignments 30

Individual case analyses and exercisesCase 1 page 3 ( HR Functions)Case 51, page 157 ( Training design)Case 85, page 251 ( compensation)

1,2,3,4Week 2Week 3Week 5

Group Project 20

Students will be divided into groups to critically analyze a human resource management system or subsystem in a real organization in the UAE,- Identify any problems, and

recommend constructive improvements.

- Discuss and evaluate the compensation system, pay structure, and security

- Discuss and evaluate the employee relations and policies

(Instructor provides additional guidelines and directions in class)

3,4 Week 7

Project Presentation 10 In-Class Presentation 3,4 Week 7Final Examination 30 Comprehensive 1,2,3,4 Week 8

Name Date

Prepared by:

Name Date

Approved by:

Documents

€¦ · Web viewCourse Description. This course focuses on the strategic role of human resource m anagement and how it contributes to the organization ’s success. Students will