人力资源 EMBA教程

StrategicHumanResourceManagementLiXiaohuiEmail:lixh@Tel:137013739081contenttipsforcourseCoursecontentandlearningobjectivecasemethod2Notes–preparingworkteachingstyle:interactive,focusesoncase,encouragesactiveparticipation

aboutteamgroupHR:nameofteam,responsibilityofleaderSeattogetherlearningmethod:previewveryimportant!readthecaseandassignmentsheettextchapterslinkedtothecasesInformationofwebsite3Notes–gradepolicy

aboutcoursegradeindividualperformance

CaseandTextExams(Quizzes)60percentgroupperformance

FinalExam-CaseQuestion 40percent

4Notes–gradepolicy

Aboutquizzes30-40minutesofclasstimeeachdaytwoorthreecasesandassociatedtextchaptercovered(refertopracticeexam)

onpartnerbasis,

openbookandcase

firstquizwillbegivenlateintheafternoonofthefirstday.

5Notes–gradepolicy

Thefinalexamconsistsofcasequestionstobecompletedonagroupbasis.Thecompletedfinalexammustbeemailedtogray@nolaterthanOctober30,2009,

6Notes–gradepolicy

HRvaluechainreportselectanorganizationandinterview(refertoQsonpage4insyllabus)focusonaparticularorganizationalstrategyandtraceitsimpacts/implicationsthroughtheHRvaluechain

AssesstheeffectivenessoftheHRpracticesalongthevaluechainandindicatethesharedrolesofHRprofessionalandlinemanager

7Notes–gradepolicy

HRvaluechainreportdocumentssuchasjobdescription,employeeselectionscoringtemplate,performanceevaluationforms,organizationalcareermanagementorsuccessionplan,exitinterviewschedule,andanyotheritemthathelpstoexplaintheHRvaluechainandemployee-employerpsychologicalcontract.

10-15pages,exclusiveofexhibits,andpresentedinanarrativeformwithheadingsandsub-headings.

8Notes–gradepolicy

HRvaluechainreportThereportwillbeevaluatedprimarilyintermsofcontent20percentofthereportscorewillbeallocatedtoorganization,compositionalquality(style,spelling,grammar,andsyntax),andappearance(headingsandsub-headings,etc.)ThepapershouldbesubmittednolaterthanOctober22,2008,

byemailmessagetogray@.Focusononefirmrepresentedinyourgroup.Mostofthereportshouldbepreparedbygroupmemberswhodonotworkforthisfirm.Additionalinstructionswillbedistributedthelastdayofclass.9Notes

–classmanagementandstudentconduct

timedisciplinenamecardgoodattendancerecordbetterseattogether

Cellphones

laptopcomputers

mustcompletethecaseexamentirelybyyourself;cannotconsultwithanotherstudent,orshareanswers.

10Notes

–ReferencesandPeriodicals

SocietyforHumanResourceManagement

.HRMagazine

PeriodicalsRefertopage6~7insyllabus11Notes

–Schedule&Case-Text-ExamMatrix

(refertopage8,9insyllabus)

textreadingshort,focusedchaptersandreadings(reprintedarticles)

reprintedarticlesattheendsofchaptersareoptionalchapters(2,7,and12)arenotlistedfortheyuniquetotheUnitedStates.Ifyouareinterested

presentationcanbedone

Case-Text-ExamMatrix12Coursecontent--introduction

introduction:definitionModernhumanresourcemanagementmaybeviewedasaprocessofacquisition,development,utilization,andmaintenanceofahumanresourcemix(peopleandpositions)toachievestrategicorganizationalgoalsandobjectives.purposeunderstandhumanresourcemanagementfromtheoretical,practical,andempiricalviewpoints13Coursecontent--introduction

perspectiveoperating/linemanagerhumanresourcespecialistAttentionvariouscontextsbasictechniquesandmethodschangingnatureHRM14MissiongoalsstrategiesRecruitmentSelectionJobplacementTrainingandDevelopmentPerformanceAppraisalsperformanceretentionBusinessmodelstaffingCompensationandBenefitsCareermanagementHRoutcomesplanningJobanalysis15Coursecontent–learningobjectiveBecomefamiliarwiththehumanresourcemanagementprocess(orHRvaluechain)anditskeyelements:OrganizationandhumanresourcegoalsandstrategiesHumanresourceplanningandanalysisEmployeestaffing–recruitmentandselectionOrganizationalcareermanagement–training,performancemanagementandevaluation,andrewards/compensationEmployeeretentionandturnover–psychologicalcontract16Coursecontent–learningobjectiveUnderstandthathumanresourcesareanasset(investment)tobedevelopedratherthanalaborcosttobeexpensedComprehendthestrategicfitofHRRecognizetheapplicabilityofHRpracticestoorganizationsuccessBecomeacquaintedwithmanagerialdecision-makingthroughthestudyofHRproblemsituations17Coursecontent–learningobjectiveDevelopgreaterskillindecision-making,particularlyinhumanresourceproblemsituationsthroughemphasison:ObservingandbecomingsensitivetopotentialproblemsituationsDiagnosingproblemsituationsIdentifyingandstatingproblemsSelectingacourseofactionfromasetofalternativeHRsolutionsImplementingandmonitoringachosencourseofactionDevelopapersonalphilosophyofhumanresourcemanagementthatwillenableonetoperformeffectivelyasamanager18HRvaluechainreport--QsWhatistheroleofthehumanresourcefunction/departmentinthefirm?Towhatextentisthehumanresourcestaff/department/chiefHRofficerinvolvedinstrategicorganizationaldecisions?HowisperformanceoftheHRfunction(andchiefHRofficer)measured?WhatwasthemostdifficultorganizationproblemfacedbytheHRdepartmentinthelasttwoorthreeyears?Howwasitresolved?WhataresomeofthemostpressingHRissuesfacedbytheorganizationtoday?Why?WhatarekeyHRpractices/programs/processesthatcompriseeachlinkofthevaluechain?Howdothesekeypractices/programs/processesenhanceindividual/organizationalperformance,strengthenthepsychologicalcontractandtowhatextentaretheyalignedwiththebusinessmodelandkeystrategies?HowcankeyHRpracticesbechanged/improved?19caseanalysis--formatCasediscussionformatinteractiveandQ/Adebate:Ritz-CarltonHotel

groupexercise:PortmanHotel

briefingsheetquestionsprovideslinkagetotextchapterpages

FindmoreinformationoncorporatewebsitesJetBlue,Cypress,andRitz-Carlton20caseanalysis--

CaseBriefingSheets

ninepagesfortheassignedcasesalistofquestionswhichwillbeansweredduringcasediscussions21caseanalysis--

ANoteonCaseAnalysis

前言管理问题的特点：难控制、难量化、难界定——发现问题（内部/外部）及其关系案例是管理类课程最常用的课堂教学手段，旨在提高分析解决实际问题的能力

提供具有通用性的分析方法22caseanalysis--

ANoteonCaseAnalysis

概念介绍案例：描述实际管理中，决策者面临的问题、现实条件以及解决问题的观点决策者的写作视角，经验学习决策者的分析视角案例分析教学手段——实验环境中的决策者扮演一系列分析手段的运用：分析、商讨、问题界定、备选方案选择……提高分析解决问题的能力23caseanalysis--

ANoteonCaseAnalysis

分析步骤

1阅读7列出优点/缺陷

2问题界定8评价备选方案

3信息整理9考虑相关方

4分析10控制

5问题回顾11再检验

6提出备选方案