SCH-MGT 770

Human Resource Management

Spring 2006

Professor M. Cecilia McMillen, Ph.D.

 AGENDA – Thursday, February 2

1. Introduction to the course and each other

2. Exercise: Experiences in HRM
3. Lecture: The evolving role of HRM

4. Break: 15 minutes

7. Introduction to case discussion

6. Group exercise: Answer case questions, and
provide recommendations
10.Class discussion of case analysis
11.Lecture: Overview of the initial chapters
9. Closing remarks, assignments for next class
 Course Objectives

1. Develop a comprehensive and action-

oriented understanding of human resource
management

2. Explore commonly encountered human resource

issues and develop decision-making abilities
that can be applied in our organizational contexts

3. Explore the organizational implications of applying

a strategic perspective to the management of huma
resources
How we will work towards these objectives

• Readings from the text provide content

• Class discussions enhance understanding
• Case study analysis enables us to apply our
knowledge and experience to concrete
situations
• Experiential exercises allow us to explore
other ways of seeing the topic
• Group projects engage others in producing
a deeper understanding of HRM in practice
 The Syllabus and Course Schedule

• Contains all the topics we will be covering in

the course
• Class by class description of learning objectives,
classroom activities planned and assignment due
dates
• Some class activities may change if required to
provide additional depth or pursue a topic of
interest relevant to the course
• Online access to the syllabus through the course
Website: http://intra.som.umass.edu/mcmillen
 Exercise: You experiences with
HRM

 Individual work:
Think about an experience you had
recently related to HRM. It could be a
positive or a negative experience.
Make
a few notes on this experience – what
happened, who was involved, how
that
made you feel.
 Experiences of HRM – Group
Work

 In your group:
2. Tell each other your stories
3. Summarize what you learned –
positive or negative – about HRM from
those stories
4. Select a member of the group to share
your conclusions with the class
 The changing role of Human Resource
Management

Stage 1 - Administration of wages and salary,benefits and

work rules to ensure efficiency and large volume of
production; low concern with employee quality of life.

Stage 2 - The above, plus concern about human relations and

quality of work life issues; emphasis on selecting and
developing the right individuals for specific jobs and
predictable careers; psychological contract based on loyalty

Stage 3 – The above (minus the predictable careers) plus

concern about diversity, changing environment, alignment
with strategy, and globalization; profound changes in the
psychological contract
Changing Role of HR
Management
Now emerging on the horizon is the
period of strategic integration for
organizations who are figuring out how
to pull all of the pieces together in a
globalized context, between
geographically distributed units, within
strategic alliances, while bringing
diverse units of employees in alignment
with diverse segments in customer
markets.

Bruce J. Avolio, in “The Chief Integrative Officer”, from

The Future of Human Resource Management, Losey,
Meisinger and Ulrich, eds., 2005, New York, NY: John
 Questions for HR Department case:

 What are the key HRM issues facing Loft

securities?
 What has Luke done right from an HR
perspective as HR Director?
 Where has Luke stumbled on the job?
 How does top management see HR
 What advice should Rose give to Luke?
 Group Exercise

1. Review individual contributions

4. Decide on a recommendation – What advice

should Rose give to Luke?

Time assigned for the exercise: 30 minutes

Return to the classroom at the end of that time.

Hand in a sheet of paper with group member names
and written recommendation.
Contribution of the Behavioral Sciences

Scientific Management - Fred Taylor

Industrial/Organizational Psychology - Woods,
Munsenberg
Concern: Efficiency in job design,
Validity in selection decisions

Human Relations: Hawthorne studies,

Organizations as social systems
Concern: Morale, worker cooperation,
group behavior, employee attitudes
affect productivity
 Current HRM practice pulls from several new
theoretical frameworks:

Systems Theory - Interrelationship of parts in a whole

Sociotechnical Systems Design: Relationship between

the technical and human elements in organizations

Behavioral sciences (industrial/organizational psychology)

Group behavior, leadership, motivation

Strategic Management – Resources and capabilities,

competitive advantage
Applying these theories enables HRM
to deal with emerging issues

• Changing environment
• Changing lifestyles
• Dual career families
• Larger proportion of minorities in workforce
• Quality of work life
• Deteriorating health and pension systems
• Globalization and outsourcing
• Aging of the workforce
• Economic factors
• The changing social contract
 HRM and Organizational
Performance
Internal Environment

Structure Management
Philosophy
Technologial
External And Physical Leadership Style
Human
Environment Resources Organizational
Resource
outcomes
Financial Management Individual
Motivation and
Resources
Performance
Organizational
Culture and Team
Climate Behavior and
Performance
 A New Mandate for HRM
Future Orientation

Strategic Partner Change Agent

• Contribute to business • Lead and facilitate change

strategy
Process People

Administrative Expert Employee Champion

• Deliver HR Services • Foster Employee

Commitment

Operational/Day – to – Day
 Preparation for next class:

1. Review points covered in today’s class and the

learning objectives, and feel free to e-mail me
if you have any questions

5. Read chapters 1-4

7. Read “A New Mandate for HR” in your coursepack

9. Prepare the homework assignment: “Changing

hearts and minds at Home Depot”