COPENHAGEN BUSINESS SCHOOL
COURSE OUTLINE
Human Resource Management
Dana Minbaeva, MBA, Ph.D.
Professor in Strategic and Global HRM
Department of Strategic Management and Globalization
[email protected]
Place: Råvarebygningen, Porcelænshaven 22
Objectives
The objective of this course is to provide a better understanding of key components
and concepts of strategic human resource management. Drawing upon a wide range of
disciplines, including organizational behavior, strategy, psychology, and economics,
we present, discuss and apply theories, frameworks, and tools to manage human
resources more effectively and support the strategic objectives of their firms.
Our focus is on large complex firms rather than small or medium-sized enterprises,
although a number of issues that we will cover are of direct relevance for a broad
spectrum of firms. We will present examples from firms operating in Scandinavia as
well as other regions of the world.
The course is taught using the “case-based teaching” and participant-centered learning
in Harvard Business School style that involves high-energy discussion, debate, and
interaction. Students are strongly encouraged to bring their own views into the
discussion and to share insights and learning with fellow students.
Evaluation Structure
The final evaluation is an individual oral exam based on a 3-page group synopsis. The
groups will be pre-defined. The assignment will be handed out at the last session of
the course. The exam will last 20 minutes including evaluation and feedback. The
questions will cover all of the readings and cases included in the syllabus. Students
will be graded on the knowledge of the course syllabus, soundness of their case
analyses, ability to relate cases and apply the theoretical frameworks we have derived
during class discussion. In discussing cases, because there are no “right” answers,
students can do well by taking and defending, as well as challenging, a wide variety
of positions.
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The best way to prepare for the exam is to attend all of the sessions, to read all
assigned cases before class, and to discuss and analyze the cases both in the study
groups and in class. Under no circumstances do we recommend leaving all of the
reading until the end of the semester.
Learning Objectives
At the end of the course, participant should be able to:
Describe, critically discuss and apply theories concerning the main themes of
the course
Evaluate the relevance and usefulness of HRM models and theories for
analyzing and resolving organizational issues and challenges
Examine how managers can develop and responsibly implement effective and
efficient human resource practices that support the strategic objectives of their
firms.
Grading
The following Danish standard grading scale will be used
12: For an excellent performance.
10: For a very good performance.
7: For a good performance.
4: For a fair performance.
02: For an adequate performance.
00: For an inadequate performance.
-3: For an unacceptable performance.
The synopsis is not graded separately but provides a ground for the examination
grade.
Elements of evaluation
Base of evaluation
Weight
Oral examination
Individual
100%
The synopsis is to be submitted to the FTMBA office in two hard copies and as one
pdf. document in the hand-in folder on Learn . Deadline: October 15. The exam paper
must not exceed 3 pages and should respect the formatting in ‘Guidelines for Written
Assignments’, which are also available on Learn.
The oral exam will take place over 3 days: 22, 23, 24 October. A separate exam
schedule will be available via Learn 2 weeks before the exam.
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Textbooks and reading
Course materials consist of cases, collection of articles and a textbook. Articles and
case studies will be in the course binder. Assigned articles can also be found in
electronic form via CBS Library. Follow up articles and recommended reading will be
uploaded on CBS Learn.
The textbook recommended for this course is Truss, C., Mankin, D. and Kelliher, C.
(2012) “Strategic Managing of Human Resources”, Oxford University Press. Why
this book? This book takes a strategic perspective that focuses on key overarching
themes at the strategic level. It discusses the context of strategic HRM from an
external and internal perspective and most importantly offers implications for
practice. The book also offers some background knowledge necessary for better
understanding of complexities of different perspectives on SHRM. Last but not least,
the book is contextualized in European institutional environment and hence provides a
good balance for the cases and articles assigned for the course which are mainly
coming from North America. Students will be introduced to the book, important and
not so important parts of it, and provided with “how to read it”- guidance at the
beginning of the course.
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Class Schedule & Readings
Lecture 1
Date:
Time:
September 22
9.00-12.15
Topic: Introduction. HRM and Performance
Professor
Dana Minbaeva
Required Reading
Hammonds, K. Why We Hate HR.
Breitfelder, M. and Dowling, D. 2008. Why Did We Ever Go into
HR. Harvard Business Review, July-August
Chapter 8 of the textbook
Supplementary Reading
Bassi, L. and McMurrer, D. 2007. Maximizing Your Return on
People. Harvard Business Review, March
Chapters 4 and 5 of the textbook
Corporate Presentation
TBA
4
Lecture 2
Date:
Time:
Topic: Achieving Strategic Alignment
September 23
9.00-12.15
Professor
Dana Minbaeva
Required Reading
Groysberg, B. McLean, A., and Reavis, C. Delivering Strategic
Human Resource Management. HBS Background Note.
Becker, B. Huselid, M. and Beatty, R. 2009. Design a HR
Architecture for the Differentiated Workforce Measuring HR
Alignment. HBS Background Note.
Supplementary Reading
Chapters 6, 7 and 15 of the textbook
Case
Microsoft: Competing for Talent
Study Questions
Corporate Presentation
-
Bill Gates believes that Microsoft’s ability to attract,
motivate, and retain superior people is its core source of
competitive advantage. Do you agree? Why or why not?
-
How effective are Microsoft’s human resource policies and
practices? Have the informal processes of the 1980s been
appropriately adapted to the company’s growth through the
1990s? What do you think of Ballmer’s recent changes to
Microsoft’s human resource policies and practices?
-
As of mid-1999, does Microsoft have a problem? Is the
rising senior management turnover inevitable? Is it
manageable? What recommendations would you make to
Steve Ballmer and Bill Gates?
TBA
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Lecture 3
Date:
Time:
Topic: Recruiting, Training and Developing
October 1
9.00-12.15
Professor
Dana Minbaeva
Required Reading
Christensen, C. Identifying and Devleoping Capable Leaders. HBS
Background Note.
Ryan, K. 2012. Building a Team of A Players. Harvard Business
Review, January-February
Bunker, K., Kram, K. and Ting, S. 2002. The Young and the
Clueless. Harvard Business Review, December.
Axelrod, B., Handfield-Jones, H. and Michaels, E. 2002. A New
Game for C Players. Harvard Business Review, January
Supplementary Reading
Chapters 9 and 10 of the textbook
Ready, D., Conger, J. and Hill, L. 2010. Are You a High Potential?
Harvard Business Review, June
Case
Mark Pitts
Study Question
-
Corporate presentation
Will you make Pitts an offer?
TBA
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Lecture 4
Date:
Time:
Topic: Compensation.
October 6
9:00-12.15
Professor
Dana Minbaeva
Required Reading
Hall, B. Incentive Strategy Within Organization. HBS Background
Note.
Bowen, D. E., & Ostroff, C. (2004). Understanding HRM–firm
performance linkages: The role of the “strength” of the HRM
system. Academy of Management Review, 29, 203–221.
Supplementary Reading
Chapter 2 of the text book
Case
In a World of Pay
Study Questions:
Corporate Presentation
-
Can Typware AG pay Anne Prevost anything like what she
expects?
-
Why is Rainer Barth (HR consultant) asking all those
questions?
TBA
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Lecture 5
Date:
Time:
Topic: Driving Performance. Conclusion
October 8
9:00-12.15
Professor
Dana Minbaeva
Required Reading
Beer, M. Conducting a Performance Appraisal Interview. HBS
Background Note.
Jackman, J. and Strober, M. 2003. Fear of Feedback. Harvard
Business Review, April
Supplementary Reading
Chapter 12 of the textbook
Case
The Gentleman’s “Three”
Study Questions:
-
Should Ekdahl order another round of reviews or make do
with the data he has?
-
At the end of the case, you have recommendations from
several HR practitioners. Which one you find particularly
useful and why?
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