HANOI UNIVERSITY

FACULTY OF MANAGEMENT AND TOURISM

Subject profile
HRM 301

HUMAN RESOURCE MANAGEMENT

SPRING 2011 (K2009)

HANOI 01 - 2011
1

Subject details
Subject name Units of credit Study length Prerequisite /Co requisite Suggested study commitment Year Subject Coordinator Lecturers Human Resource Management 5 15 weeks MGT 201 Introduction to Management Approximately 10 hours per week Spring 2011 Minh Hieu T. Nguyen Minh Hieu T. Nguyen, Phuong Tram Nguyen Le, Ngoc Bich Hoang R. 201, Building C Tel: (04) 55 33 560 E-mail: Ms. Hiu : hieuntm@hanu.edu.vn Ms. Ngc : Germ2110@yahoo.com Ms. Trm : Phuongtram0108@yahoo.com

Contact details

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Subject aim/rationale
The ultimate target of this course is to provide students with general knowledge and techniques of the art of managing human resources in various types of organizations. Throughout this course, students will have chances to explore themselves with updated concepts and methods related to Managing Human Resources. Moreover, real life examples and situations will be integrated into the courses to bring those concepts and methods closer to the actual life. In the future, those students will be working in different organizations, at different positions, those concepts and techniques will help them to understand the importance of Human Assets and theirs contribution to the organizations goals and existence. Furthermore, the knowledge provided in this course will assist them in recognizing the benefits they should be desirably to get and their obligations toward the developments of their organizations and societies.

Subject objectives
The specific objectives of this subject are to introduce the key concepts, techniques of Human Resource Managements in various types of organization. At the completion of this course, students will be expected to understand: the concepts and challenges of Human Resource Management. the key roles and activities of Human Resource Department. the process of preparation and selection the process of development and evaluation 2

the compensation and protection the employee relations and assessment

Subject materials
You must purchase this textbook or have access to them. Luis R. Gomez-Mejia, David B. Balkin, Robert L. Cardy, 2004, Fourth Edition, Managing Human Resources, Prentice Hall, New Jersey.

Subject structure
The structure of this Subject for on-campus students comprises:

One 2.5 class hours lecture per week One 2.5 class hours tutorial per week

Proposed weekly schedule:

Week Beginning dates Topic INTRODUCTION TO HRM Meeting Present and Emerging Strategic Human Resource Challenges Tutorial: Course outline introduction, Group allocation, Class activities THE CONTEXTS OF HRM Managing Work Flows and Conducting Job Analysis Tutorial: Class activities on Chapter 1 Managing Diversity Tutorial: Class activities on Chapter 2 STAFFING Recruiting, Selecting and Socializing Employees Tutorial: Class activities on Chapter 4 Managing Employee Separations, Downsizing and Outplacement. Tutorial: Class activities on Chapter 5 EMPLOYEE DEVELOPMENT Rei: Developing Employee Relations and Communications Follow-up Rei business week Appraising and Managing Performance Tutorial: Class activities on Chapter 6 Training the Work Force Tutorial: Class activities on Chapter 7 3 Chapter

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Chapter 1

2 3

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Chapter 2 Chapter 4

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Chapter 5

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Chapter 6

6 7 8

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Chapter 13 Chapter 7 Chapter 8

9 10 11 12

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Midterm Developing Careers Tutorial: Class activities on Chapter 8 COMPENSATION Managing Compensation

Chapter 9

Chapter 10

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Tutorial: Class activities on Chapter 9 Rewarding Performance Chapter 11 Tutorial: Class activities on Chapter 10 GOVERNANCE Managing Workplace Safety and Health Chapter 16 Tutorial: Class activities on Chapter 13 Meeting the International HRM Challenge Chapter 17 Tutorial: Class activities on Chapter 16 Revision 2 Tutorial: Class activities on Chapter 17

Assessment
Assessment for the Subject will be on the basis of: 1 2 3 4 Class participation Presentation (Group) Midterm Final examination 1. Class participation Class participation accounts for 15% of your final mark and will be considered base on the following criteria:

Required assessment Yes Required assessment Yes Required assessment Yes Required assessment Yes

15% 20% 15% 50%

Class attendance, field trip participation, game/team building activities (5 %) Debate participation, class discussion, Mini test/ Homework completion. Before coming to each tutorial class, you must do the homework, answer for tutorial questions (see the tutorial activities) in hard-copy (hand-writing is acceptable). Your tutor might collect it to grade. (5%) Case study (5%)

2.

Group presentation (15% + 5%)

A group of two to three students is responsible for prepare a presentation on any topic from latest lecture. The task requires specific research on a subject and its application to a business situation. Your presentation must be supported by a relevant case study that is of business merit. The goal of this activity is to encourage student in academic reading, self-motivate in studying, researching, and improving soft-skills. The presentation will be as followed: Choose a topic from the presentation topics list Prepare a presentation where you discuss and state your point of view on the chosen topic. (5%) Choose a company (each group can present on 1 company and no repeat within a tutorial class). Prepare presentation on (5%): Company history (briefly)/ Background Companys HRM circumstances The problem Clarify and analyze the HR Problem or relevant concerns or event that are relevant to your chosen topic. Prove your presentation with qualified evidences State your point of view, discuss the advantages, disadvantages of the case Show the Findings, comments/recommendation for the company and Vietnamese business regarding the topic identified in the case study (3%) Presentation skills (2%) Time of presentation: 20 minutes Length: up to 10 slides Q &A and wrap-up: 10 minutes 5

Presentation assignment will start from Week 2 at Tutorial Class. Equipment: OHP (Do not use your laptop without connecting to a projector!) Group allocation will be done in the first tutorial

Presentation Criteria 1. Organization - clear structure; clear transitions between ideas (signposts); ease with which the listener could follow the main ideas of the presentation (coherent and logical flow of ideas). 2. Content level of analysis (weak or strong), convincing recommendation. 3. Presentation Style clear pronunciation, word choice, enunciation, fluency (start and stops), sufficient volume, maintained interest of the audience, effective body language (eye contact, posture, etc.), creativity. 4. Critical thinking and Systematic thinking 5. Time must be well-kept (Beside textbook, students are advised to read newspapers, search the internet and use other available academic sources of information for this assignment) The group will submit the following documents to the tutor one day before the presentation date via email Q&A on Presentation (5%). After every presentation, each group needs to raise at least 02 questions or comments related to the presentation. Tutor will collect the Presentation Q&A sheets of every group and marking them randomly, marks gained from Q&A section will be counted for 5%. Students must to submit a Q&A sheet to tutor in the end of each class as follow:

Presentation Q&A Sheet

Presentations topic: Presentators: 1. Did the presentation teach you something new? 1 1st question: Yes No

Presentors answer:

Your evaluation: 2 2nd question: 6

Presentors answer:

Your evaluation: 3 The presentation was: a. Excellent (9-10) d. Fair (6-7) Midterm (15%) b.Very Good (8-9) e. Poor (5-6) c. Good (7-8) f. Unqualified

3.

4. Final examination The final examination format consists of three main sections: Multiple choice question, Short answer question and Case study and/or Long answer/ situation questions. This is a three hour examination and the official format will be notified by week 8. * Note: A mark of 50% of available marks is required in the final examination in order to pass the unit. Debate topics: 1. Persons age and career stage evolve together.. 2. HR managers are not paid to be nice, they are paid to deliver results. 3. Motivation is simply a sophisticated management technique to intensify worker effort without increasing cost. 4. Vietnamese tax rates punish high income earners. 5. Retirement at a specified age (for example, 60 years) should be compulsory for everyone.

Tutorial activities
Week 1 Beginning dates Topic 14/2/2011 Tutorial: Course outline introduction, Group allocation 1. Discussion on the Mistake of Not looking at problems in depth: Are you sure we need more training? asks Allen. From what Ive seen, people know how to inspect this stuff when it comes in. They just dont take the time to do it no, no you insist. Im sure that if we had a class on inspection techniques we would solve this problem completely. I tend to agree with Allen on this one, Aimee adds. It seems to me that the problem is more that we are asking people to do 7

everything at once, and we dont make it clear what we really want. We tell them to inspect everything that comes onto the receiving dock, but we measure their performance just by the number of lines that we are processed stowed. We are sending mixed signals. I think thats the real issue here. That may make things worse, you admit. But it still seems to me that one good training class could take care of this whole thing. Well try that first, then see where we are. And, with your pronouncement, the discussion ends. Tutorial Questions: 1. Why was a mistake? 2. How can you recover from it? 3. How can you consistently do it right from now on? Your recommendation for managers. THE CONTEXTS OF HRM Tutorial: Class activities on Chapter 1 1. Group presentation A firm strategic HR choices cover the entire range of HR functions. Explain the strategic choices a company has regarding work flows, staffing, performance appraisal, and training and development. OR Which of the environmental, organizational, and individual challenges identified in this chapter will be most important for human resource management in the twenty-first century, in your opinion? Which will be least important? Use your own experiences in your answer. 2. Discussion case study Tutorial: Class activities on Chapter 2 1. Group presentation Are job descriptions really necessary? What would happen if a company decided not to use any job descriptions at all? OR A recent trend more and more companies are embracing is to outsource all or most of its human resource management activities. Do you agree or disagree with this trend? What risks is a company taking when it decides to outsource its entire set of human resource management activities? Try to describe a situation where it is most beneficial to retain most of the human resource management activities within a company so that HR is provided by the human resource management department. 2. Discuss bureaucratic, flat, and boundaryless organizational designs, and relate the appropriate business strategies to each design. 3. Work on Customer-Driven HR Case 2.4 STAFFING Tutorial: Class activities on Chapter 4 1. Group presentation 8

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According to Laura DAndrea Tyson, Dean of the College of Business at London Business School, in both the U.S. and Europe women often choose to opt out of high-powered jobs. In her words: The opt-out hypothesis could explain why, according to a recent U.S. survey, 1 in 3 women with an MBA is not working full-time, versus 1 in 20 men with the same degree. Today many companies are recruiting female MBA graduates in nearly equal numbers to male MBA grads, but theyre finding that a substantial percentage of their female recruits drop out within three to five years. The vexing problem for businesses is not finding female talent but retaining it. (Tyson, 2005: 24). In your opinion, how large is the opt-out phenomenon, what are its causes, and what can companies do to retain talented women? OR Many U.S. computer companies fear that if they do not hire foreign talent, then competitors in other countries will. What is your position on this? Explain. 2. Tutorial Questions: Xavier has just become the head of HR at Hot Rods, Inc. He notices that the company is very homogenous, especially in light of the very diverse community in which it is located. He is surprised to find that the number of women and other minorities is quite low in all positions. As one of his first responsibilities, Xavier wants to implement a diversity program at Hot Rods. Questions: 1. Refer to the case, Xavier realizes what is one of the important reasons why there may be more men in leadership positions at Hot Rod? 2. Xavier finds that there is relatively little communication between men and women, and minorities and non-protected class members at Hot Rods. These are clear examples of what syndrome? 3. In order to determine where biases are coming from, what Xavier should do? 4. Xavier institutes a diversity program at Hot Rods, and, despite his best efforts, people make critical comments about it. Some men are complaining that more women have been hired simply because of their gender and that they lack necessary skills to perform their jobs. What is this manifestation of? 5 14/3/2011 Tutorial: Class activities on Chapter 5 1. Group presentation Should applicants be selected primarily on the basis of ability or on personality/fit? How can fit be assessed? OR You work for a medium-sized, high-tech firm that faces intense competition on a daily basis. Change seems to be the only constant in your workplace, and each worker's responsibilities 9

shift from project to project. Suppose you have the major responsibility for filling the job openings at your company. How would you go about recruiting and selecting the best people? How would you identify the best people to work in this environment? 2. Kenny and Tony, owners of ABC_Fun!, a sporting goods manufacturer and retailer are in the office, looking at the model of their organization on the wall. Tony comments, I think its great that your daughter, Gloria, is getting married again. And I agree that we should give Bobby, your new son-inlaw, a manager job at a branch. But we have all the branch managers we needs. Kenny grins. I think this would be a great time to open a Florida store. They could live there; run the place in the summer. We go down there in the winter and make sure everything is going fine. It will be great. Tony groans, Maybe. Hey Jasso! he yells to the director of human resources, who is walking by. Come in here for a minute. We need to hire 20-30 people in the Fourt Myers, Florida, area to work in our new branch. How long will it take you to get that together? Meanwhile, Kenny picks up the phone. Ray, remember that mall area by the new golf course in Punta Gorda we played last year? Find out if we can lease 30,000-40,000 square feet of it by He puts his hand over the receiver and looks at Jasso. How long til you get the people? Jasso gulps and says, Six months, probably. Who do I take from here? Kenny continues on the phone with Ray, the controller, By what is this, June? By September-October 1. That gives us about 60 to 90 days to redo the inside. We can open ABC_FUN!SOUTH in time for a Christmas rush! Sure. Sure. Whatever you need. Get back to me He hangs up, obviously well pleased. As Jasso slumps into a side chair, Tony says to him, Now that you did all those job descriptions, I am amazed you think it will take five months. We know lots of people along the Gulf Coast. Let me find you some names. He and Kenny both paw through a huge Rolodex and laugh at certain names and memories as they pull cards for Jasso. Jasso sighs, Good thing Ive got that intern starting next week. Tutorial Questions: You are Jassos intern 1. Make a recruiting plan for ABC_FUN! Identify at least four principal recruiting sources for the new store. Be sure to discuss the pros and cons of each of your suggestions. 2. Recommend to Jasso which of the four sources should get top priority. Defend your decision. 3. Make a selection plan for the company. Place the order of selection tools and explain why you have that order. 6 21/3/2011 10

28/03/2011

Follow-up Rei Business week- Developing employee relation and communication (Chapter 13) Tutorial: Class activities on Chapter 6 1. Group presentation What are the advantages and disadvantages of using seniority as the basis for layoff? What alternatives to seniority are available as layoff criteria? OR Would an employer ever want to increase the rate of employee turnover in a company? Why or why not? 2. Case study: Global case 6.1 Tutorial: Class activities on Chapter 7 1. Group presentation What criteria do you think should be used to measure team performance? What sources should be used for the appraisal? Should individual performance still be measured? Why or why not? OR Would you design a performance appraisal system based on behaviors, outcomes, or both? Why would you design it this way? 2. Tutorial question: Ethics case 7.1 Mid-term week Tutorial: Class activities on Chapter 8 1. Group presentation Training provides workers with skills needed in the workplace. However, many organizations have dynamic environments in which change is the norm. How can training requirements be identified when job duties are a moving target? OR Performance problems seem all too common in your workplace. People don't seem to be putting forth the needed effort, and interpersonal conflict on the work teams seems to be a constant. Is training the answer? If so, what kind of training should be done? What other actions may be appropriate? 2. Tutorial question: Global case 8.1 1. Group presentation topics: People who adopt a careerist strategy focus on career advancement through political machinations rather than excellent performance. Experts have pointed out four ways in which workers try to influence their superiors' opinions of them: favor doing (doing a favor for a superior in hopes that the favor will someday be returned), opinion conformity (agreeing with superiors in order to build trust and a relationship), other enhancement (flattery), and self-presentation (portraying oneself as having very desirable traits and motives). In what other ways might employees try to influence their 11

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superiors' opinions of them? How can managers tell when an employee is sincere? What criteria should be used when deciding which employees to promote? OR. Companies use various tactics to encourage managers to make employee development a top priority. At Honeywell, for instance, a prestigious award worth $3,000 is given to those managers who contribute strongly to their unit's profitability, who assist the career development of at least three people, and who have excellent records as mentors of diverse employee groups. Winners gain companywide recognition as well as the financial reward. What do you think of this policy of tying financial rewards to people development? What are some other ways companies can hold managers accountable for developing those they supervise? 2. Customer Driven case 9.1 3. Discussion topics Where I want to be in10 years? Describe how you want to accomplish this and what you will have to do to increase your chance of attaining this goal. Discussion with your group on Who do you think is responsible for your career? What are your plans to continue your education? Why did you pick up your chosen career? What phase of career development are you in? How would you match what you want out of life and your career? Career goals? Job goals? What are your skills, interests, work-related needs and values? What are courses do you like best and least? Which are most challenging and most difficult? Have you ever had a mentor? Share experience. COMPENSATION Tutorial: Class activities on Chapter 10 1. Group presentation Do you think a company should keep pay secret and demand that all employees not disclose their pay to coworkers? Why or why not? OR One observer argues that external equity should always be the primary concern in compensation, noting that it attracts the best employees and prevents the top performers from leaving. Do you agree? 2. Tutorial question: Discussion case 10.1 Tutorial: Class activities on Chapter 11 1. Group presentation How can a pay-for-performance system increase the motivation 12

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of individual employees and improve cooperation at the same time? OR One observer notes, "the problem with using pay as an incentive is that it is such a powerful motivational weapon that management can easily lose control of the situation." Do you agree? Why or why not? 2. Discussion on situation: Only one can win rewards. And, you end your short speech, I know that each one of you will want to join me in giving a warm round applause to Gennie for being selected as the Employees of the Month for the department. And everyone did applaud. As you were talking with Paul Wonders, you overheard Nancy Grayson say to Emory Hill, What made her so special? I know she does a good job, but no better than you or me. You think shes got something going with the boss? That was bad enough, but before you and Paul finished your conversation Gennie drifted by, obviously wanting to talk with you. You tactfully ended the discussion with Paul, then turned to Gennie. I really wish you had asked me about this, she stammered. Now everyone in the group s going to be angry with me, and I cant get my hob done without their help! Then she turned and walked quickly away. Questions: 1. Why was a mistake? 2. How can you recover from it? 3. How can you consistently do it right from now on? 4. Your recommendation for managers GOVERNANCE

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Tutorial: Class activities on Chapter 16 1. Group presentation If a job is potentially hazardous to the fetus of a pregnant employee, should it be legal for the company to restrict the job to men? OR How can managers use the organization's reward system to encourage workplace safety? 2. According to the report of 60 over 63 provinces, there were 1958 accidents injured 1998 people, and killed 239 people. What are the causes of the accidents? Based on your knowledge of OH&S, design a system to minimize accidents at work. 3. Case 16.1

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Tutorial: Class activities on Chapter 17 1. Group presentation How might an international firm trying to adapt HRM 13

practices to the local culture produce worse results than it would produce by exporting HRM practices from the home office? 2. Follow-up teachers instruction

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