MANAGEMENT - DOCTORAL SEMINAR IN HUMAN RESOURCE MANAGEMENT

Transcription

1 1 MANAGEMENT - DOCTORAL SEMINAR IN HUMAN RESOURCE MANAGEMENT Instructor: Bhumika GUPTA, Phd. Professor of Human Resource Management INSTITUT MINES TELECOM TELECOM BUSINESS SCHOOL, FRANCE Introduction: This course provides an in-depth consideration of human resource management (HRM) research. The range of topics is selective and illustrative of contemporary issues in HRM. There are two primary objectives of the course: to develop skills to critically evaluate HR research and literature; and to develop an understanding of the theory, methodology, and application of HR. Other goals of the course include increasing familiarity with the literature, enhancing understanding of what academic journals are accepting, and assisting students to develop research ideas and academic papers. Finally, we are committed to getting students away from relying on faculty directives and structured learning -- you are close to the point in your education where there will be no more "supervised learning". Format: The course will be conducted in seminar format, with materials presented by both faculty and students. For the various readings, consider the major findings of the research, methodological issues and criticisms, and additional research questions drawn from the article. For the first few classes, a list of required readings will be provided. However, after these first classes, each student will be responsible for leading one seminar (to be decided in first class). Seminar Leadership: Each student will lead one seminar on a topic related to human resource management. The seminar leader (with faculty assistance) is responsible for developing the required reading list (of about 7 to 10 articles), and making sure that copies of each article are available for the other students and faculty members. Please have the reading list approved by a faculty member at least two weeks before the respective seminar in order to get the readings to everyone at least one week before the seminar. The leader will be expected to get the other class members involved and participating and lead the seminar (thus the name). All students will be expected to have a solid understanding of all of the articles, critique the articles. Rather than focus on one narrow topic in HRM, our preference is to expose students to a variety of issues and methodologies. As a result, students may end up leading a seminar on a topic that is only moderately familiar to them.

2 Expectations: 2 It is expected that students will attend and be active participants in the seminar. Active participation will require extensive reading of the current literature. You should bring all articles and notes you have made on the articles to class. Be prepared to critically discuss the readings and to ask and answer thought questions. Although there will be assigned readings for some components of the course, a number of the readings in a particular area will require the student to find relevant articles on the particular subject. You are expected to attend all classes. However, if you miss a class, you will be required to submit a 6 to 10 page paper critiquing and summarizing the readings (due the following class). Grading: Major Paper 50% Proposal (15%) Paper (35%) Job Analysis Group Project: 25% Presentation (5%) Project (20%) Class Participation/Discussion: 25% Scholarly and Practitioner Journals: Listed below are just a few of the scholarly and practitioner journals that have articles addressing various aspects of human resource management. Please note that this list is not an exhaustive compilation of the relevant scholarly journals in the field. Academy of Management Journal Academy of Management Review Business Quarterly Canadian Labour Law Journal Canadian Public Policy (Harvard Business Review) Human Resource Management Journal Industrial and Labor Relations Review International Journal of HR Management Journal of Labor Research Journal of Occupational Health Psychology Personnel Psychology Sex Roles Academy of Management Executive British Journal of Industrial Relations Canadian Journal of Administrative Sciences Canadian Public Administration Entrepreneurship Theory and Practice Human Resource Management Human Relations Industrial Relations (Berkeley) Journal of Applied Psychology Journal of Organizational Behavior Labor Law Journal Relations Industrielles (Laval) Strategic Management Journal

3 3 Major Paper: Each student is required to complete a major paper dealing with some aspect of human resource management (broadly defined). All papers must be typed, carefully proof read, and prepared in a professional manner. Note that we do not accept faxed papers or papers sent as attachments. Although we hesitate to put a specific number of pages on the paper, we expect most the papers will be about 25 to 50 pages in length, excluding reference section, notes, and appendix material. It is essential that papers be rooted in the appropriate literature. In other words, we expect that you will examine the relevant scholarly writings pertaining to your topic. We are somewhat flexible in terms of the topic of the major paper. For example, a student could write the paper on the topic s/he was responsible for as a seminar leader. However, we want students to explore new areas of inquiry: We do not want a topic that you have used in a previous course and we do not want a paper that is based on your proposed thesis topic. Some potential paper topics are listed below (again these topics are only illustrative). **Please discuss the topic of your major paper with faculty and have the topic approved before you begin writing the proposal. Illustrative Paper Topics: 1. Occupational health and safety 2. Labour standards legislation 3. Issues in industrial relations (arbitration, strikes, union commitment, etc.) 4. Harassment 5. Wrongful dismissal 6. Absenteeism 7. Human rights 8. HRM in the union / nonunion workplace 9. Total Quality Management 10. Downsizing / restructuring 11. Employee involvement 12. Strategic human resource management 13. Compensation 14. Issues in Selection 15. Training 16. Job Analysis / Competencies 17. Recruitment 18. Performance Appraisal 19. HR Decision Making 20. Selection Methods Paper Proposal The proposal should be approximately 3 to 5 pages plus a summary outline (table of contents) and list of references that you plan on using in your paper. It is written in the tone of an academic paper. You must clearly articulate what you propose to address in your paper.

4 4 Schedule: Topic Introduction & Article Critique Job Analysis Job Analysis & Recruitment Selection Issues & Methods Workforce Reduction and Restructuring Strategic HRM Absenteeism / Quits / Retention Key Issues in Industrial Relations Research Selection Issues & Methods Decision Making READING LIST: This list will be supplemented by the seminar leader (in conjunction with the faculty). Please let us know if you are unable to find any of the articles below. Job Analysis: Campion, M. A. Job analysis for the future. In Rumsey, M. G. & Walker, C. B. (1994). Personnel selection and classification. Hillsdale, NJ: Lawrence Erlbaum Associates. Harvey, R. J. (1991). Job Analysis. In Dunnette, M. D. & Hough, L. M. (Eds.) Handbook of industrial and organizational psychology, Vol. 2 (2 nd edition). Palo Alto, CA: Consulting Psychologists Press, Inc. Recruitment Rynes, S. L. (2001). Recruitment research in the 21 st Century: Moving to a higher level. To appear in: W. Borman, D. Ilgen, & R. Klimoski (Eds.) The complete handbook of psychology, Volume

5 12: Industrial and Organizational Psychology. 5 Selection Issues & Methods Hough, L. M. & Oswald, F. L. (2000). Personnel selection: Looking toward the future-- remembering the past. In Fiske, S. T., Schacter, D. L., & San-Waxler, C. (Eds). Annual review of psychology, 51, Ryan, A. M., McFarland, L., Baron, H., & Page, R. (1999). An international look at selection practices: Nation and culture as explanations for variability in practice. Personnel Psychology, 52, Schmitt, N., Cortina, J. M., & Ingerick, M. J. (2001) Personnel selection and employee performance.** **I will leave a copy with Sandra (Department of Management secretary). Wiesner, W. H. & Cronshaw, S. F. (1988). A meta-analytic investigation of the impact of interview format and degree of structure on the validity of the employment interview. Journal of Occupational Psychology, 61, Workforce Reduction and Restructuring Budros, A A conceptual framework for analyzing why organizations downsize. Organization Science, 10(1), Cameron, K Strategies for successful organizational downsizing. Human Resource Management, 33(2), Cascio, W., Young, C., Morris, J Financial consequences of employment-change decisions in major U.S. corporations. Academy of Management Journal, 40, Freeman, S The Gestalt of Organizational Downsizing: Downsizing Strategies as Packages of Change. Human Relations, 52, Havlovic, S., Bouthillette, F., van der Wal, R Coping with downsizing and job loss: lessons from the Shaughnessy Hospital closure. Canadian Journal of Administrative Sciences, 15(4),

6 Lam, H., Reshef, Y Are quality improvement and downsizing compatible? A human resources perspective. Relations Industrielles, 54(4), McKinley, Scherer, A Some unanticipated consequences of organizational restructuring. Academy of Management Review, 25, Wanberg, C., Bunce, L., Gavin M Perceived fairness of layoffs among individuals who have been laid off: A longitudinal study. Personnel Psychology, 52, Wright, B., Barling, J The executioners song: listening to downsizers relect on their experiences. Canadian Journal of Administrative Sciences, 15(4), Strategic HRM and Performance Becker, B., Gerhart, B The impact of human resource management on organizational performance. Academy of Management Journal, 39, Delaney, J., Huselid, M The impact of human resource management practices on perceptions of organizational performance. Academy of Management Journal, 39, Guthrie, J., Spell, C., Nyamori, R Correlates and consequences of high involvement work practices: the role of competitive strategy. International Journal of Human Resource Management, 13, Hoque, K Human resource management and performance in the UK hotel industry. British Journal of Industrial Relations, 37, Huselid, M The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Executive, 38, Ichniowski, C., Kochan, T., Levine, D., Olson, C., Strauss, G What works at work: Overview and assessment. Industrial Relations, 35, Koch, M., & McGrath, R Improving labor productivity: Human resource management

7 policies do matter. Strategic Management Journal, 17, Osterman, P Work reorganization in an era of restructuring: trends in diffusion and effects on employee welfare. Industrial and Labor Relations Review, 53(2), Perry-Smith, J., Blum, T Work-family human resource bundles and perceived organizational performance. Academy of Management Journal, 43, Pfeffer, J., Veiga, J Putting people first for organizational success. The Academy of Management Executive, 13, Strategic HRM - A Critical Assessment Gerhart, B., Wright, P., McMahan, G., Snell, S Measurement error in research on human resources and firm performance: how much error is there and how does it influence effect size estimates? Personnel Psychology 53, Gerhart, B., Wright, P., McMahan, G Measurement error in research on the human resources and firm performance relationship: further evidence and analysis. Personnel Psychology 53, Godard, J., Delaney, J Reflections on the "high performance" paradigm's implications for industrial relations as a field. Industrial and Labor Relations Review, 53(3), Guthrie, J High-involvement work practices, turnover, and productivity evidence from New Zealand. Academy of Management Journal, 44, Huselid, M., Becker, B Comment on "measurement error in research on human resources and firm performance: how much error is there and how does it influence effect size estimates? by Gerhart, Wright, McMahan, and Snell. Personnel Psychology 53, Ramsay, H., Scholarios, D., Harley, B. Employees and high-performance work systems: Testing inside the black box. British Journal of Industrial Relations, 38, Wood, S Human resource management and performance. International Journal of Management Reviews, 1(4),

8 8 REFERENCES (Sections are reprinted with the permission of Dr. Stinson, 1998) Incorrect referencing may results in charges of plagiarism. Ignorance of the rules of plagiarism is no excuse. If in doubt, please check with us! The Saint Mary's University Academic Calendar provides this definition of plagiarism: "Plagiarism is the presentation of words, ideas or techniques of another as one's own. Reference to or appropriation of another's work whether by direct quotation or paraphrase must be acknowledged by proper citation" (p. 26). Plagiarism can be intentional or unintentional. Unintentional plagiarism often occurs when the writer misunderstands the function of paraphrase. When paraphrasing, it is not enough to change a few words or to rearrange a sentence. Any exact use of the language of the source requires quotation marks and documentation. Moreover, even if the language is your own, the idea of the passage is not your own. Therefore, you must tell the reader whose idea you are using (by using the proper references). Paraphrasing does not relieve the writer of the responsibility for proper documentation. If you have any doubts about the way you have handled your source material in your paper, discuss your questions with us before handing in the paper. Unacceptable quoting original material without using quotation marks nor citing the original source. slightly reordering sentences and substituting a few synonyms into the original wording of a cited material without citing the original source. slightly reordering sentences, substituting a few synonyms into the original wording,