1. Human Resources Management MGMT – E-4240
Welcome!
The MGMT E-4240 Web Site
The web site will be our primary way of communicating
Currently contains
Fall 2010 Syllabus – the questions for each case study
Fall 2010 Schedule – specific assignments and due dates
Overview of Written Case Study Analyses and Grade Scale
Link to Writing Resources
Announcements
Information regarding Waitlists

2. Human Resources Management MGMT – E-4240
Introducing:
Bill Murphy, JD
Michael Thomas, EdD
Assignments and Grading
Sally Robinson
Polly Scannell, JD
Michael Thomas

3. Human Resources Management MGMT – E-4240
Cases
Must submit 2 case analyses – 1 of 4 first half cases due by 10/25/10 and 1 of 3 second half cases due by 11/29/10
Due by 5:00 US EST on the Monday the case is taught. Must be in your TA’s inbox by then.
No cases will be accepted after that time.
Final Exam
Take home exam due in your TA’s in-box by 5:00 US EST on Monday, 12/20/10.

4. Human Resources Management MGMT – E-4240
Other housekeeping
Video waivers
Available for signature. As the class is discussion based, it is extremely helpful to get these signed as soon as possible.
In class exercises
Will be made available on the web site so distance learners can take them.
Case Discussions
A TA will be present in class to take questions and comments from distance learners participating in simulcast. Specific info will be posted on the web site prior to each case.
Bulletin Board –
This site will be available only to members of the class. Please use a high standard of respect and professionalism in your communications on the site.

5. Human Resources Management MGMT – E-4240
Course Goals
Help students appreciate and understand the current thinking in the field of human resources,
Understand how this thinking has been reached and the strategic role it plays in today’s management community,
Show how areas of human resources management continue to be subject to on-going inquiry.

6. Human Resources Management MGMT – E-4240
Successful Business/
Employment
Experience
Organizational Interests
Employee Interests
Convergence between the personal goals of the employees and those of the organization.
HRM challenge  Understand the business, what it takes to maximize the contributions of employees at all levels, and bringing the two together.
CREATE COMPETITIVE ADVANTAGE
Human Resources include experience, skill, training, and commitment of employees.
Create Employee List  Think of jobs you’ve had in past or would like to have in the future. What two features of employment did you or will you value most? (Why do you want to work there – why stay) Explain.
Outside Influences: Legal Environment, Economy, Globalization, Company Norms

7. Human Resources Management MGMT – E-4240
Creating the Living Brand Bendapudi, N., Bendapudi, V., HBR, May 2005
What is the “Living Brand”?
Name the 6 lessons for creating a living brand
Let’s revisit our model and discuss how they integrated organizational and individual interests.
6 Lessons
Know what you are looking for – “make or buy” –
QT – nice people, work in teams, humility to learn from others; appreciation for diversity – central hiring
Make most of talent – training, higher education, promote from within, benefits packages – time off
Create pride in the brand – in retail, service is the manifestation of the brand. Wawa doesn’t carry lottery tix, QT doesn’t carry adult mags, Wawa doesn’t charge for ATM – value of employee input
Build Community – employee friendliness as reason to come to store. Strong commitment to local charity.
Share business context -- how does co. define success? How own work affects companywide financial performance
Satisfy the soul (security, esteem and justice) – alarms, celebrate success, President’s Club (Wawa), Wawa Employee stock-ownership plans

8. Human Resources Management MGMT – E-4240
Course Overview – HRM Functions
Planning for Organizations, Jobs, and People
Strategic Management of HR (c.2)
HR Planning (c.3)
Acquiring Human Resources
The Legal Environment (c.5)
Recruitment (c.6)
Measurement and Decision Making (c.7 and 8)
Multinational HR
HR Across Borders (c.17)

9. Human Resources Management MGMT – E-4240
Course Overview (Continued)
Building Individual and Organizational Performance
Training Programs (c.9)
Performance Assessment (c.10)
Rewarding Employees (c.11 and 12)
Maintaining HR
Benefits (c.13)
Workplace Safety (c.14)
Labor and Collective Bargaining (c.15)
Managing Employee Transitions (c.16)

10. Human Resources Management
Question:
A medium-sized manufacturing company is considering a major business decision to upgrade its technology by purchasing computer-driven equipment.
What are some of the HR considerations that need to be factored into the decision?
When will the new technology be introduced?
How many and what kind of employees will be needed to operate the new equipment?
Will equipment require a reduction in force?
If so, how will company deal with this effectively?
Union backlash likely?
What kind of training will be necessary and where can they get it?
Can people expect long-term employment?
Impact on career mobility and promotional opportunities?

11. Human Resources Management
Question:
If you were the executive in charge of HR at Kodak, what are the first five steps you would take in the goal of paring 15,000?
Describe each step and the reason for taking it.
1.) Communicate the decision (avoid rumors)
2) Id units and positions most impacted by the economy – look at industry trends, economic trends and technological developments
3) Determine positions to be eliminated – look to internal factors like skill level, trainability
4) Manage severance/layoffs via laws and regulations
5) Work to bolster morale of retained employees.

12. Human Resources Management
On the basis of your own employment experience, how do you think the HR function could be improved?

13. Human Resources Management
Human Resources Structures
In-house with full services
Partially in-house with some services outsourced
Headquarters with specialists – field offices with generalists
Headquarters driving strategy and policy – field offices with full services
Completely outsourced with small in-house office overseeing vendors
No formal HR unit – part of payroll and other admin staff roles

14. Human Resources Management
Careers in Human Resources
Benefits
Communications
Training and Development
Organizational Behaviorist or Designer
Employee and/or Labor Relations
HRIS
Recruiter
Strategic Planner
Compensation
Generalist

15. Human Resources Management
Current and Future Challenges
Corporate Reorganizations
Global Competition
Cyclical Growth
Increasing Diversity in the Workplace
Focus on diversity and work/life
Employee Expectations
Organizations as Vehicles for reaching Societal Goals