THE UNIVERSITY OF HONG KONG SCHOOL OF BUSINESS. BUSI0029A Human Resource Management and Business Strategy

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1 THE UNIVERSITY OF HONG KONG SCHOOL OF BUSINESS BUSI0029A Human Resource Management and Business Strategy Instructor: Dr. Xiaohua (Tracy) Zhou Room: Meng Wah Complex, Room Phone: Office hours: Tue 11:30-12:30, Thur 11-12, or by appointments Textbook: Strategic Human Resources: Frameworks for general Managers by James N. Baron & David M. Kreps; 1999; John Wiley & Sons, Inc. Human Resource Management: An Asian Perspective (2 nd Ed.) by Gary Dessler & Tan Chwee Huat; 2009; Prentice Hall. A. Course Description This course adopts a strategic perspective on human resource management. It focuses on designing the systems and processes that attract, utilize, reward, and develop human resources for the achievement of organizational goals. The course is suitable for students who aim to become executives who have to manage people as a substantial component of their work and human resource managers who have to participate in the senior management team to design and to implement corporate strategies. B. Course Objectives This course is designed to introduce the key role that SHRM must play in the many business trends that will influence the future of organizations. Students will learn to link successful tools and strategies to fulfilling that role. Conceptually, this course builds on the theories covered in the course on Human Behavior in Organizations. Case studies developed in HK and China and the work experience of the participants will be utilized extensively to help the students to understand course materials and apply the knowledge in the real work settings. C. Learning Outcomes By the end of the course, students should be able to: 1. Appreciate the importance of aligning human resource management policies with the broader context of organization 2. Understand the value of an internally complementary and consistent human resource management system 3. Understand how to design and manage major human resource management functional areas using the scorecard approach to support organization strategies and goals 4. Appreciate the impact of the social and international business context on human resource management practices

2 BUSI0029A/Page 2 5. Identify some of the key skills required for the contemporary Strategic Human Resource Management practices 6. Express their views and opinions on Strategic Human Resource Management issues in an articulate way D. Alignment of Program and Course Outcomes Learning outcomes 1. Appreciate the alignment 2. Understand the value of an internally complementary and consistent human resource management system 3. Understand the scorecard approach 5. Identify some of the key skills required for SHRM 3. Understand the scorecard approach 5. Identify some of the key skills required for SHRM 6. Express their views and opinions on SHRM 3. Understand the scorecard approach 4. Appreciate the impact of the social and international business context on HRM 6. Express their views and opinions on SHRM 1. Appreciate the alignment 4. Appreciate the impact of the social and international business context on HRM 5. Identify some of the key skills required for SHRM 6. Express their views and opinions on SHRM PLO s 1. Acquisition and internalization of business knowledge and skills in key functional areas 2. Application of business knowledge to solve business problems 3. Develop managerial leadership and inculcate professional ethics and competency in business 4. Developing global outlook 5. Mastering communication skills E. Course Delivery There is a total of 13 teaching weeks in this course. There is usually one two-hour session on Tuesday and one one-hour session on Thursday. There will be lectures and general discussions on both days but, most of the time, half of the Tuesday session will be devoted to activities such as video presentations, case discussion and experiential exercise. These activities will be conducted on a group basis. Students are expected to read the relevant book chapters, reading materials and case studies before class. Do not just come and take notes. You have to actively participate in the class discussions and group exercises.

3 BUSI0029A/Page 3 F. Course Contents: Session Jan. 17 th (Tues) 19 th (Thurs) 31 st (Tues) NO CLASS ON 24 th and 26 th Jan. 31 st (Tues) Feb. 2 nd (Thurs) Feb. 7 th (Tues) Topics and activities Discussion: Introduction to the Module Discussion: Strategic issues and background; Ch. 1 & 2 Reading 1: Producing sustainable competitive advantage through the effective management of people. Mini case: The northeast health center Discussion: Consistent HR practices; Ch. 3 Discussion: How could HRM influence organizational culture FINALIZED GROUP MEMBERSHIP Reading 2: Strategic human resource management: Linking the people with the strategic needs of business. Case Study A: Shangri-la hotels and resorts Achieving service leadership 1. Discuss the changes in Shangri-La Hotels and Resorts brought about by the Shangri-La 2000 strategic plan. What kind of roles that HR played in this change process? Any problem encountered? 2. Do subcultures exist at the KSL? What causes the development of subcultures at the KSL? How should they be managed during the implementation of Shangri-La 2000? 3. What measures should John McGregor adopt in order to maintain the momentum of Shangri-La 2000 and to lead the hotel towards achieving the vision? Feb. 9 th (Thurs) Feb. 14 th (Tues) Feb. 16 th (Thurs) Discussion: Performance management at the corporate level; Dessler Ch. 3 Reading 3: Aligning service strategy through super-measure management Video: Balanced scorecard: managing future performance Mini case: The hotel Paris international Case Study B: Verizon Communications, Inc.: Implementing a human resources scorecard. 1. Describe the use of HR metrics at Verizon prior to the implementation of the HR Balanced Scorecard approach? How tightly were the metrics aligned with the strategic objectives of the company? 2. What is your assessment of the process used by the PMA group to develop more strategically aligned HR metrics? What improvements would you make to the system going forward?

4 BUSI0029A/Page 4 Feb. 21 st (Tues) 23 rd (Thurs) 28 th (Tues) Discussion: Performance management at the individual level the Performance Appraisal; Ch. 10 Reading 4: Strategic performance appraisal in team-based organizations: One size does not fit all Video: Managing performance/performance appraisals Case study C: Citibank Performance Evaluation 1. Why has Citibank introduced a Performance Scorecard? 2. Evaluate Citibank s system. What is good about it? What needs to be changed, and in what way(s) would you change it? 3. What should Frits and Lisa do now? Feb. 28 th (Tues) Mar. 1 st (Thurs) Mar. 13 th (Tues) Discussion: Design of payment system I; Ch. 11 & 12 Reading 5: Reward good performance Case Study D: Harrah s entertainment Inc.: Rewarding our people 1. What are the strengths and weaknesses of Harrah s gainsharing program? 2. What advice would you have for Winn about her recommendation to Loveman? 3. How has Harrah s aligned its HR practices with its strategy? Mar. 5 th 10 th Reading week Begin project Work choose the project title and draft a one-page outline of the project. Plan to consult me if necessary Mar. 13 th (Tues) 15 th (Thurs) 20 th (Tues) Discussion: Design of payment system II; Dessler Ch.11 Reading 6: Why incentive plans cannot work Case Study E: Civil service pay in Hong Kong: Policies, systems, structure and reform 1. What were the strength and weakness of Hong Kong civil service pay system? What were the main features of civil service pay development in overseas countries? 2. What kind of risks would pay reform pose for the Hong Kong Government? What are the key factors for successful civil service pay reform? Mar. 20 th (Tues) 22 nd (Thurs) 27 th (Tues) Discussion: Training and career development; Ch. 15 & 16 Reading 7: Designing management training and development for competitive advantage: Lessons from the best Video: Localizing Leadership Discussion: What is your dream career and how would you prepare for it?

5 BUSI0029A/Page 5 Mar. 29 th (Thurs) Apr. 3 rd (Tues) Apr. 10 th (Tues) Discussion: The human resource architecture, recruitment and selection; Ch. 14 Video: Recruiting and Retaining Employees/Senior Managers In-class exercise Case Study F: ASIMCO: Developing human capital in China 1. Analyze the ASIMCO s organizational strategy and its management development process. 2. Why did ASIMCO choose to localize and develop its New China managers internally? What are the benefits and challenges of pursuing such a strategy? 3. Evaluate ASIMCO s highly centralized, top-down management development system. Apr. 10 th (Tues) Apr. 12 th (Thurs) 17 th (Tues) Discussion: HR environment and industrial relations; Ch. 5 & 6 Video: Rethinking the labor contract Case Study G: From consultation to partnership: The case of HAECO s works consultative committee 1. Identify the general state of industrial relations within HAECO. Why did management encourage a WCC structure? 2. What factors contributed to the smooth development of HAECO WCC? 3. How should management deal with the immediate crisis without jeopardizing the work of WCC? 4. With the establishment of HAECOEU, what is the impact on the WCC? Apr. 17 th (Tues) 19 th (Thurs) 24 th (Tues) Discussion: Cross cultural aspects of management; Dessler Ch. 17 Reading 8: Are you taking your expatriate talent seriously? Case Study H: Colgate-Palmolive: Managing International Careers 1. What is your evaluation of Colgate-Palmolive s International Assignment Policy? What are its strong points? What weaknesses do you find? 2. What should Colgate-Palmolive do about the growing issue of dual-career families? 3. What should an MNC consider when designing a policy regarding international career development? F. Preparation for Class Reading articles and teaching slides will be posted on the course website prior to class and you need to download, print, and bring them to class. Cases will be handed out during the semester in hard copies. I strongly suggest that you read the assigned chapters, readings and cases prior to class. The classwork grade assigned by me shall depend upon both attendance

6 BUSI0029A/Page 6 and participation (quantity and quality; individual and group). For each assigned supplementary reading, please prepare reading notes that highlighting the main points and lessons learned from the reading, as well as discussing the implications for management. Groups will take turns to be responsible for leading the class discussion (e.g., preparing a set of discussion questions to stimulate class discussion) and this will also account for part of your classwork grade. You can choose to lead the discussion in whatever way you like or deem appropriate (summary presentation, Q&A session, role-play etc.) Evaluation criteria will be based on the thoroughness of analysis of the article(s), implications drawn and the engagement of the participants. You MUST read the cases before we could usefully discuss them in class. So if you have not read the cases, I want you leave the classroom without penalty. We are going to discuss 7 cases and each group will be responsible for presenting and writing an analysis of one assigned case. However, for those groups who are not presenting, each one of them MUST select two representatives who will be responsible for the case discussion and their performance will affect the grade of the group participation as a whole. In addition, these two group representatives must hand in a hard copy of their answers to the case questions (with their names and group number listed at the top) at the beginning of the case discussion. Everyone in a study group should contribute fairly and cooperatively to the group work. If a group is not satisfied with the performance of a consistently non-performing member, the group can invoke the following remedy: 1. If 50% or more of the group members are not happy with the performance of a member, they can approach me to lodge a complaint. 2. If appropriate, I will arrange for a secret ballot in a group meeting after class. 3. If more than two-third (rounding to a whole number) of the members agreed that a member is non-performing, I ll ask the non-performing member to leave the group and to take up individual work instead. 4. The group must lodge a complaint before the 10th week of the semester. G. Academic Conduct Any form of cheating (plagiarism, unauthorized collaboration with individuals outside of the class, unauthorized advance access to examination materials, and cheating during in-class exams) is not tolerated. The University Regulations on academic dishonesty will be strictly enforced.

7 BUSI0029A/Page 7 H. Assessment: Learning outcome Teaching & learning activity ILO 1, 2, & 4 - Lectures - In-class activities - Group reading analysis - Group presentation ILO 3 - Lectures - Group/Individual case study - Group presentation - In-class activities ILO 5 - Group/Individual case study - Group presentation - In-class activities ILO 6 - Group/Individual case study - Group presentation - In-class activities Assessment End-of-Term Test 30% Group Case Presentation 20% and Analysis In-class Activities 20% * (Class Participation) Group Project 30% (see below for more detailed descriptions of these components) *Please note that class participation forms an integral part of your assessment. You are encouraged to actively participate in all classroom discussions and activities. Class participation points are at the discretion of the instructor and are not subject to debate, bargaining or appeal. Absences, excessive tardiness, or leaving early may hurt your individual participation grade. In addition to contributing to class discussion, please also try to contribute to the group projects (presentation, group exercises, and term paper) as much as you can. In fact, a peer evaluation will be conducted at the end of the semester, so that you will have a chance to evaluate each of your group-mate s performance and contribution to the group. Ratings of you and comments from your peers will be taken into account when determining your final grade. Students should form groups of 6-7 persons to carry out case studies and project work. They will also conduct discussions and respond to questions in class. TO FACILITATE CLASS DISCUSSION STUDENT GROUP SHOULD SIT IN THE SAME CLUSTER IN THE LECTURE ROOM. 1. You are expected to read all cases before class. However, you are required to hand in a written analysis of the assigned case (10% of the total evaluation) ON or BEFORE the day of your case presentation. Your paper should NOT be longer than 10 pages (12-point font and double-spaced).

8 BUSI0029A/Page 8 Your presentation (not more than 25 minutes, 10% of the total evaluation) should cover not only the information from the case itself but also related materials you can obtain from other sources. You need to divide your presentation into four sections: description of the case, identification of the problems, solutions, and action recommendations. In addition, you are expected to prepare a few case questions to challenge your audience and further stimulate the class discussion. 2. Anyone of the following projects (30%): (a) Identify 4-8 companies which are recruiting fresh graduates from HKU and which have distinctive TOTAL compensation packages (i.e. including training, brand, culture re: discussion in class) and recruitment strategies. Discuss the possible managerial reasons for these differences and the impact they have on their companies HRM practices and organizational effectiveness. (b) Conduct a case study of an organization (e.g. Foxconn, Café De Coral, or from your summer job experience) and examine any HR policy changes and issues through the course of time (e.g. change of management and leadership, job designs etc.).what are the (strategic) implications and related HR issues? (c) Take up the role of the Human Resource Director of a company which wants to set up long term operation in outside your home country (e.g. China for non-chinese or, US for PRC Chinese) for the first time. Write a paper to advice the CEO on how to attract, retain, and develop talent in this new operation. (d) Take up the role of the Human Resource Director of a Bank (assume a multinational bank e.g. Citibank or a bank in your home country) that has been significantly impacted by the recent global financial crisis. Your CEO asks your advice on cost cutting, possibly through redundancy. Give him you advice in a confidential paper. (e) Research into the characteristics of the New Workforce in HK/PRC or your home country and discuss the implications for Human Resource Management and your own personal careers in this part of the world. [You can enhance you research by interviewing working executives of different age groups and/or past graduates.] (f) Any other ideas you can think of. The list is endless. If you are unsure of it, discuss it with your lecturer. You should start your project work as early as possible; in any case, not later than the reading week. Your paper should NOT be longer than 12 pages (12-point font and double-spaced). THE PROJECT REPORT MUST BE HANDED IN IN SOFT COPY BY AND HARD COPY TO THE ASSIGNMENT BOX BEFORE 4 th May 2012

9 BUSI0029A/Page 9 I. Standards for Assessment Regarding the end-of-term test, students need to truly understand and discern the nature of the all key SHRM concepts and theories taught in order to be able to answer the questions well. With respect to the individual & group case paper and presentation, both the content and the presentation styles are the key criteria for assessments. An outstanding oral or written presentation should be interesting, cohesive, inspiring, adhering to the topic assigned, and articulated in an easily understood manner. The assessment of participation is a combination of both subjective evaluations by the lecturer and objective records of the written activities you have participated in. In order to do well on this component, students should not only have high attendance but also participate actively when opportunities arise. Grade A+, A, A- B+, B, B- C+, C, C- D+, D, F Performance Very active participation in class discussions. Provide accurate analysis to all problems and issues covered and discussed; and give detailed and insightful responses to all questions Active participation in class discussions. Provide accurate analysis to most problems and issues covered and discussed; and give detailed responses to most questions Moderate participation in class discussions. Provide accurate analysis to a few problems and issues covered and discussed; and give detailed responses to a few questions Inactive participation in class discussions. Provide inaccurate analysis to most problems and issues covered and discussed; and give unclear responses to most questions Inactive participation in class discussions. Provide inaccurate analysis to almost all problems and issues covered and discussed; and give poor responses to almost all questions