SHRM-H17

SHRM-H17
MBA (HRM) 2017-19 : Term-V

Strategic Human Resource Management

COURSE OUTLINE

Credits	3.0
Faculty Name	Prof. Patrik Vervinckt (2 credits) and Prof. Sasmit Patra (1 credit)
Program	MBA (HRM)-II Class 2017-2019
Academic Year and Term	2018-19, Term-V

IMPORTANT INFORMATION:

A maximum 60 students would be allowed to register for the course. It is a first-come first-served basis of registration. Any request later for consideration would be not be entertained.

Brief Profile of Prof. Patrik Vervinckt
He studied Latin Greek Humanities, Koninklijk Atheneum, Gent, Belgium in 1966 and Master in Industrial Psychology, magna cum laude, University of Gent, Belgium in 1970. He was a Research Fellow, University of Rochester Management School, NY, USA from 1972-73. In 1975, he was awarded his Ph.D., Industrial and Organisational Psychology, magna cum laude, University of Gent, Belgium. In 2005 he did his Executive Programme in Human Resources Management, Harvard University, Cambridge, USA and has been a Professor, Antwerp Management School, University of Antwerp, Belgium from 1986 till date earlier as visiting and then as full-time. He also has industry experience with Fortis bank, NV BNP Paribas Fortis and ABN Amro. You can find his profile at https://www.antwerpmanagementschool.be/en/faculty/patrik-vervinckt/

1. Course Description

Over the years, Human Resource Management as a discipline has evolved without great levels of integration across different HR functions such as Recruitment and Selection, Training and Development, Performance Management, Compensation Management and Employee Engagement. Organizations which used the narrow and micro functional approach to people management problems in the past have realized the ineffectiveness of such approaches as they have limited ability to provide competitive advantage in isolation. Thus, both scholars and practitioners emphasize on recognizing the importance of establishing greater linkages between the business practices and HR practices which provide sustained competitive advantages to firms. Therefore, the purpose of this course is to provide a distinctive approach to human resource management as a strategic function by highlighting the issues with vertical integration of HR Strategy with Business Strategy as well as the horizontal integration of various HR functions.

2. Student Learning Outcomes

As a result of succeeding in this course, participants will be able to achieve the following the objectives:

· Be able to identify the Non-Strategic HR practices which derive from institutional and political forces within the firm as well as outside the firm and the negative impact of such practices on firm performance.

· Be able to establish the linkage between firm strategy and HR practices of the firm through Resource-based view of Competitive Advantage and Sustained Competitive Advantage.

· Be able to understand the need for different HRM practices in alignment with different business strategies through closed system as well as open system models such as behavioural perspective and cybernetic systems.

3. Required Text Books and Reading Material

Text Book: Strategic Human Resource Management by Jeffrey A. Mello. Publishers: Cengage Learning India Pvt. Limited, New Delhi. (JEF)

4. Tentative Session Plan

Session No. Session Coverage Readings and Cases

1 and 2
Part 1: THE CONTEXT OF STRATEGIC HUMAN RESOURCE MANAGEMENT- An Introduction, An Investment Perspective of Human Resources Management, Strategic Management, The Evolving/Strategic Role of Human Resource Management. Prof. Sasmit Patra
Jeffrey A. Mello- Ch.-1 to 4.

3 and 4 HRM and Business Strategy
People Management as a prime contributor to competitive strength Prof. Patrik Vervinckt
u SBS-case: Southwest Airlines – Can competitors succesfully copy the SWA-approach to business (Case A,B)
u The Service-Profit Chain (lecture)
u From Good to Great Leadership: What do great leaders do? (lecture)
u The HRM-contribution (lecture)
u Work Rules at Google (lecture)

5 and 6 Strategic Staffing
u Objectives:Making students aware that staff selection basically comes down to predicting performance; some statistical concepts are to be acquired (e.g. predictive validity, selection ratio, etc.)
u Have students understand the added value of staff selection, in terms of concepts like cultural fit and building management potential bench strength Prof. Patrik Vervinckt

u Personality and Individual Differences – key dimensions (lecture)
u R&S at Hall Ltd.: the (very) traditional approach (case)
u Performance prediction – some statistical concepts (lecture)
u HBS-case: S.G. Cowen – New Recruits
u The competence based selection interview – a brief demo
u Case in brief: How Google searches for …Talent
u Strategic Talent Acquisition – best practices (lecture)

7 and 8 Performance Management
u Objectives: Have students see Performance Evaluation Systems as a tool to drive company, team and individual performance; show students the limits of pay-for-performance practices. Prof. Patrik Vervinckt

u HBS brief case: Wendy Peterson -
u HBS-case: Performance Management at Vitality Health Enterprises,Inc.
u How to increase performance appraisal validity and employee involvement? (lecture)
u How to create a high performance culture – ‘average is good enough’ vs. GE’s vitality curve (lecture/debate)
u ‘Dinner with André’: When was I at my best, performance wise?
u Motivation: the not-so-secret Ingredient of High Performance (lecture)

9 and 10 Talent Management – Managing Careers
u Objectives: Have students understand the importance of management potential bench strenght; have students understand the different models for setting up management development activities within the company and see the link with co. strategy Prof. Patrik Vervinckt

u Brief Case: McDonalds vs. HP
u HBS-case: Career management at UPS
u Tools for Talent Mangement – the round table exercise (lecture/demo)
u 4 brief cases:
u Self-reliance: Key to career management
u Impact of the first job on later career success
u Strategies for coping with plateaud performers
u Careers at Professional Service Firms
u Self-assessment and Career Planning: working in duo
u Building a talent management model from scratch – how to get things organised at company level (lecture)

11 and 12 Reward Management
u Objectives: Have students understand that a co’s compensation model should reinforce all aspects of staff’s strategic behavior Prof. Patrik Vervinckt

u ‘Sorry boss, a competitor offers me a salary package far more attractive’ – why people really leave (lecture)
u Reward tools: the HAY-system (lecture)
u HBS-case: Marshall&Gordon Effective Compensation
u Debriefing: do’s and don’ts in reward management
u HBS-case: When salaries aren’t secret
u Trends in Reward Management (lecture)

13 and 14 Session 6 – How to build a high performance culture
u Objective: have students come to grasps with the company culture concept: how to define and measure, the ‘fit’ concept, how to change company culture Prof. Patrik Vervinckt

u The company culture concept (lecture)
u The Hofstede studies in brief (lecture)
u HBS-case - Henkel: Building a Winning Culture
u The concept of ‘fit’(lecture)
u Working on Company Culture in an M&A-context (real life case)

15 doing Business in Europe
u Have students understand cultural and business practice differences between different European countries; have students come to grasps with the European Information and Consultation Structures Prof. Patrik Vervinckt

u Series of brief cases on European cultural differences in a business context (taken from: Steers, Richard e.a., Management across Cultures, Developing Global Competences)
u European Information and Consultation Structures (lecture)
u Negotiation Game (in brief), Union reps vs. management team: Negotiation of working conditions in an M&A context
u Skema BS-case: Doing Business in Europe – The Fedex Case

16 Measuring Human Resources Management Results
u How to evaluate HR-results? Students should be able to evaluate the value added by HRM
u Conclusions: how to measure HR-added value? (lecture) Prof. Patrik Vervinckt

u HBS-case – Verizon Communications, Inc.: Implementing a Human Resources Balanced Scorecard

17 and 18 SHRM and connect with Training, Performance Management and Compensation Prof. Sasmit Patra
Jeffrey A. Mello- Ch.- 9 to 11

19 and 20 Group Presentations To be notified by Prof. Sasmit

5. Evaluation:

Components
Weightage
Description

Class Participation 10% Active participation in the class

Quiz 15% One MCQ Quiz of 15 marks online

Assignment 15% Individual Assignment. Students will be provided with a Case study which they need to analyze and provide a hard copy report within 2000 words on the last session of the course. No soft copies will be entertained. Late submission will be liable for deduction in grades.

Group Presentation 20% The Group will present on a specific topic provided by the faculty with relevance to the course. A group will comprise of a maximum of 5 members and after the presentation, the groups will also face the Q&A from their class-mates on their topics.

End Term Examination 40% In the same term there will be a terminal examination. This would be Closed Book Exam. Details about the same would be provided closer to the end term exam.

6. Academic Honesty Policy:

Students subscribing to this course will be bound by the Academic Policy as specified in the Student Manual of MBA-HRM Programme. For all in-class and evaluation purposes, the decision of the course instructor will be binding and final on every student.

Every Student for this course must conduct their studies honestly, ethically and in accordance with generally accepted standards of academic conduct. Any form of academic misconduct is unacceptable. If some students are found to engage deliberately in academic misconduct, with intent to deceive it would be construed as pre-mediated form of cheating and would attract the highest penalty of grade withholding.

Created By: Bijoy Kar on 04/03/2017 at 06:29 PM
Category: Course Outlines-HRM-II Doctype: Document

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*Session No.*	*Session Coverage*	*Readings and Cases*
1 and 2	Part 1: THE CONTEXT OF STRATEGIC HUMAN RESOURCE MANAGEMENT- An Introduction, An Investment Perspective of Human Resources Management, Strategic Management, The Evolving/Strategic Role of Human Resource Management.	Prof. Sasmit Patra Jeffrey A. Mello- Ch.-1 to 4.
3 and 4	HRM and Business Strategy People Management as a prime contributor to competitive strength	Prof. Patrik Vervinckt u SBS-case: Southwest Airlines – Can competitors succesfully copy the SWA-approach to business (Case A,B) u The Service-Profit Chain (lecture) u From Good to Great Leadership: What do great leaders do? (lecture) u The HRM-contribution (lecture) u Work Rules at Google (lecture)
5 and 6	Strategic Staffing u Objectives:Making students aware that staff selection basically comes down to predicting performance; some statistical concepts are to be acquired (e.g. predictive validity, selection ratio, etc.) u Have students understand the added value of staff selection, in terms of concepts like cultural fit and building management potential bench strength	Prof. Patrik Vervinckt u Personality and Individual Differences – key dimensions (lecture) u R&S at Hall Ltd.: the (very) traditional approach (case) u Performance prediction – some statistical concepts (lecture) u HBS-case: S.G. Cowen – New Recruits u The competence based selection interview – a brief demo u Case in brief: How Google searches for …Talent u Strategic Talent Acquisition – best practices (lecture)
7 and 8	Performance Management u Objectives: Have students see Performance Evaluation Systems as a tool to drive company, team and individual performance; show students the limits of pay-for-performance practices.	Prof. Patrik Vervinckt u HBS brief case: Wendy Peterson - u HBS-case: Performance Management at Vitality Health Enterprises,Inc. u How to increase performance appraisal validity and employee involvement? (lecture) u How to create a high performance culture – ‘average is good enough’ vs. GE’s vitality curve (lecture/debate) u ‘Dinner with André’: When was I at my best, performance wise? u Motivation: the not-so-secret Ingredient of High Performance (lecture)
9 and 10	Talent Management – Managing Careers u Objectives: Have students understand the importance of management potential bench strenght; have students understand the different models for setting up management development activities within the company and see the link with co. strategy	Prof. Patrik Vervinckt u Brief Case: McDonalds vs. HP u HBS-case: Career management at UPS u Tools for Talent Mangement – the round table exercise (lecture/demo) u 4 brief cases: u Self-reliance: Key to career management u Impact of the first job on later career success u Strategies for coping with plateaud performers u Careers at Professional Service Firms u Self-assessment and Career Planning: working in duo u Building a talent management model from scratch – how to get things organised at company level (lecture)
11 and 12	Reward Management u Objectives: Have students understand that a co’s compensation model should reinforce all aspects of staff’s strategic behavior	Prof. Patrik Vervinckt u ‘Sorry boss, a competitor offers me a salary package far more attractive’ – why people really leave (lecture) u Reward tools: the HAY-system (lecture) u HBS-case: Marshall&Gordon Effective Compensation u Debriefing: do’s and don’ts in reward management u HBS-case: When salaries aren’t secret u Trends in Reward Management (lecture)
13 and 14	Session 6 – How to build a high performance culture u Objective: have students come to grasps with the company culture concept: how to define and measure, the ‘fit’ concept, how to change company culture	Prof. Patrik Vervinckt u The company culture concept (lecture) u The Hofstede studies in brief (lecture) u HBS-case - Henkel: Building a Winning Culture u The concept of ‘fit’(lecture) u Working on Company Culture in an M&A-context (real life case)
15	doing Business in Europe u Have students understand cultural and business practice differences between different European countries; have students come to grasps with the European Information and Consultation Structures	Prof. Patrik Vervinckt u Series of brief cases on European cultural differences in a business context (taken from: Steers, Richard e.a., Management across Cultures, Developing Global Competences) u European Information and Consultation Structures (lecture) u Negotiation Game (in brief), Union reps vs. management team: Negotiation of working conditions in an M&A context u Skema BS-case: Doing Business in Europe – The Fedex Case
16	Measuring Human Resources Management Results u How to evaluate HR-results? Students should be able to evaluate the value added by HRM u Conclusions: how to measure HR-added value? (lecture)	Prof. Patrik Vervinckt u HBS-case – Verizon Communications, Inc.: Implementing a Human Resources Balanced Scorecard
17 and 18	SHRM and connect with Training, Performance Management and Compensation	Prof. Sasmit Patra Jeffrey A. Mello- Ch.- 9 to 11
19 and 20	Group Presentations	To be notified by Prof. Sasmit

*Components*	*Weightage*	*Description*
Class Participation	10%	Active participation in the class
Quiz	15%	One MCQ Quiz of 15 marks online
Assignment	15%	Individual Assignment. Students will be provided with a Case study which they need to analyze and provide a hard copy report within 2000 words on the last session of the course. No soft copies will be entertained. Late submission will be liable for deduction in grades.
Group Presentation	20%	The Group will present on a specific topic provided by the faculty with relevance to the course. A group will comprise of a maximum of 5 members and after the presentation, the groups will also face the Q&A from their class-mates on their topics.
End Term Examination	40%	In the same term there will be a terminal examination. This would be Closed Book Exam. Details about the same would be provided closer to the end term exam.