hr course 1.human resource system. strategic...

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HR COURSE 1.Human Resource System. Strategic Human Resource Management

№ Class Number. Topic Name Name of Resource

1.

Class 2. An HRM System. Delivering HRM. The Ethical

Dimension of HRM

1. Armstrong, M. (2012). Armstrong’s Handbook of Human Resource Management Practice, 12th edition. London, UK: Kogan Page.

Part I, Introduction (pages 1-2) and Chapter 1(pages3-11).

2. Armstrong, M. (2011). Armstrong’s Handbook of Strategic Human Resource Management, 5th edition. London, UK: Kogan Page.

Chapter 1 (pages 5-25).


Chapter 3(pages31-47).


Chapter 9(pages 99-108). Case-studies are presented at the end of each chapter.

2. Class 3. The Origins of HRM. The Main Models of

HRM. The Impact of HRM on the Roles of HR

Professionals.

1. Beardwell, J., and Clark, I. (2010). An Introduction to Human Resource Management. In J. Beardwelland T. Claydon (Ed.),

HumanResource Management: A Contemporary Approach, 6th edition. London, UK: Pearson (pages3-29).

2. The Case-Study: HR Must Raise Its Game (pages 26-27). In J. Beardwelland T. Claydon (Ed.), HumanResource Management: A

Contemporary Approach, 6th edition. London, UK: Pearson.

3. Pearson.

3. Class 4. Strategic HRM. Its Conceptual Basis and the

Main Approaches.


Chapter 2(pages 13-30).

2. Armstrong, M. (2011). Armstrong’s Handbook of Strategic Human Resource Management, 5th edition. London, UK: Kogan Page.

Chapters 2 and 3 (pages 26-67).

3. Case-study: Café Expresso (pages 75-77). In J. Beardwell and T. Claydon. (2010). Human Resource Management: A

Contemporary Approach, 6th edition.

4. Class 5. The Practice of Strategic HRM: The Strategic

Role of HR. The Impact of Strategic HRM. Strategic

HRM in Action.

Armstrong, M. (2011). Armstrong’s Handbook of Strategic Human Resource Management, 5th edition. London, UK: Kogan Page.

Chapters 4, 5, and 6 (pages 69-109).

5. Class 6. HR Strategies: The Framework of HR Strategy.

Business Model Innovation. High Performance

Strategy.


Chapters 8, 9, and 10 (pages 123-168).

6. Class 8. Human Capital Management Strategy.

Corporate Social Responsibility Strategy. Organization

Development Strategy. Engagement Strategy.


Chapters 11, 12, 13, and 14 (pages 169-211).

7. Class 9. Knowledge Management Strategy. Resourcing

Strategy. Talent Management Strategy. Learning and


Chapters 15, 16, 17, and 18 (pages 212-255).

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HR COURSE 2.Human Resource Management in Public Service

Development Strategy.

8. Class 10. Reward Strategy. Employee Relations

Strategy. The Strategic HRM Toolkit.


Chapters 19 and 20, as well as Part IV (pages 256-304).

9. Class 11. The Sequence of Strategic HRM. The Toolkit.

Strategic HRM Skills of the HR Professionals and their

Business Skills.

Armstrong, M. (2012). Armstrong’s Handbook of Human Resource Management Practice, 12th edition. London, UK: Kogan Page.

Chapter 57(pages603-609) and Chapters 41, 42, 43, and 44 (pages 475-502).

10. Class 12. The HR Professionals: Learning and

Development Skills. Negotiating Skills. Leading and

Facilitating Change. Leadership and Influencing Skills.

Handling People Problems. Managing Conflict. Political

Skills.


Chapters 49-56 (pages 549-600).

11. Class 13. HR Policies, Procedures, and Systems.


Chapters 38-40 (pages 451-472). Case-studies are presented at the end of each chapter.

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1. Class 2. Context and Challenges: The Public Service Heritage. 1st-2nd classes PPTs for the 2nd HRM course on Public Sector HRM

2. Berman, E. M., Bowman, J. S., West, J. P., and Van Wart, M. R. (2012). Human Resource

Management in Public Service: Paradoxes, Processes, and Problems. Los Angeles:

Sage.Chapter 1 (pages 11-52).

3. Class 3. Recruitment: From Passive Posting to Social Media Networking.

Berman, E. M., Bowman, J. S., West, J. P., and Van Wart, M. R. (2012). Human Resource



4. Class 4. Selection: From Civil Service Commissions to Decentralized Decision

Making.




5. Class 5. Position Management: Judicious Plan or Jigsaw Puzzle?




6. Class 6. Motivation: Possible, Probable, or Impossible?




7. Class 8. Compensation: Vital, Visible, and Vicious.




8.

9. Class 9. Employee-Friendly Policies: Fashionable, Flexible, and Fickle.




10.

1. Class 10. Training, Learning, and Development: Exploring New Frontiers.




2. Class 11. Appraisal: A Process in Search of a Technique.




3. Class 12. Unions and the Government: Protectors, Partners, and Punishers. Berman, E. M., Bowman, J. S., West, J. P., and Van Wart, M. R. (2012). Human Resource

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4. Class 13. Collective Bargaining: Structures, Strategies, and Skills.




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HR COURSE 3.Staffing Tools and Systems. Technology and Human Capital


5. Class 1. Introduction and Course Overview. The Conceptual Framework of the

Course.

6. Class 2. Competency-Based HRM. Strategic Resourcing. Workforce Planning.

Recruitment and Selection.

2.Armstrong, M. (2012). Armstrong’s Handbook of Human Resource Management Practice, 12th

edition. London, UK: Kogan Page. Chapters 17-19 (pages 203-238). Case-studies are presented at the

end of each chapter.

7. 1.Armstrong, M. (2012). Armstrong’s Handbook of Human Resource Management Practice, 12th

edition. London, UK: Kogan Page. Chapter 8 (pages 89-98).

8. Class 3. Resourcing Practice. Talent Management.

3rd-4th classes PPTs for the 3rd HRM course on Recruitment for Elvina

9. Armstrong, M. (2012). Armstrong’s Handbook of Human Resource Management Practice, 12th

edition. London, UK: Kogan Page. Chapters 20-21 (pages 239-269). Case-studies are presented at the

end of each chapter.

10. Class 4. Talent Management Toolkit. Selection Interviewing Skills of HR

Professionals. 3rd-4th classes PPTs for the 3rd HRM course on Recruitment for Elvina

11. 1.Armstrong, M. (2012). Armstrong’s Handbook of Human Resource Management Practice, 12th


2.Armstrong, M. (2012). Armstrong’s Handbook of Human Resource Management Practice, 12th


12. Class 5. Job, Role, Competency and Skills Analysis. Job Design. 1.Armstrong, M. (2012). Armstrong’s Handbook of Human Resource Management Practice, 12th


13. 2.Belcourt, M., Bohlander, G., and Snell, S. (2011). Managing Human Resources, 6th Canadian

edition. Toronto: Nelson. Chapter 4 (pages 137-171). Two case-studies are included at the end of this

chapter.

14. Class 6. Expanding the Talent Pool.

Belcourt, M., Bohlander, G., and Snell, S. (2011). Managing Human Resources, 6th Canadian edition.

Toronto: Nelson. Chapter 5 (pages 173-223). Three case-studies are included at the end of this

chapter.

15.

16. Class 8. Employee Selection.


Toronto: Nelson. Chapter 6 (pages 225-269). Three case-studies are included at the end of this

chapter

17. Class 9. The Essence of HCM: The Concept and the Process of HCM.

Baron, A., and Armstrong, M. (2007). Human Capital Management: Achieving Added Value through

People. London, UK: Kogan Page. Part 1 (pages 5-41).

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HR COURSE 4.Employee Relations and Employment Relations Law

18. Class 10. The Practice of HCM: Human Capital Data. Measuring Human Capital.



19. Class 11. Human Capital Reporting. Applications of HCM.



20. Class 12. The Role and Future of HCM.



21. Class 13. The HCM Toolkit.



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22. Class 2. Strategic Employee Relations. The Psychological Contract. The Practice of

Industrial Relations. Employee Voice and Communications.

Armstrong, M. (2012). Armstrong’s Handbook of Human Resource Management Practice,

12th edition. London, UK: Kogan Page. Part VI:Chapters 30-35 (pages 391-428).

23. Class 3. The Nature of Discrimination. Devising Equality and Diversity Policies.

1. Noon, M. (2010). Managing Equality and Diversity. In J. Beardwelland T. Claydon (Ed.),

HumanResource Management: A Contemporary Approach, 6th edition. London, UK: Pearson.


2. Case-Study 1: A Clash of Rights (pages 224-225). In J. Beardwelland T. Claydon (Ed.),


3. Case-Study 2: Safe Future Finance (pages 225-226). In J. Beardwelland T. Claydon (Ed.),

HumanResource Management: A Contemporary Approach, 6th edition. London, UK: Pearson

24. Class 4. Employee Wellbeing. Safety and Health.

1. Armstrong, M. (2012). Armstrong’s Handbook of Human Resource Management Practice,

12th edition. London, UK: Kogan Page. Chapters 36-37 (pages 431-448).

25. 2. Belcourt, M., Bohlander, G., and Snell, S. (2011). Managing Human Resources, 6th Canadian

edition. Toronto: Nelson. Chapter 12 (pages 473-509).

3. Case-Study 1: Workplace Safety and Young Workers. In Belcourt, M., Bohlander, G., and

Snell, S. (2011). Managing Human Resources, 6th Canadian edition. Toronto: Nelson. (Pages

503-504).

4. Case-Study 2: Return to Work: What Works? In Belcourt, M., Bohlander, G., and Snell, S.

(2011). Managing Human Resources, 6th Canadian edition. Toronto: Nelson. (Pages 504-

505).

5. Case-Study 3: The Silent Safety Issue. In Belcourt, M., Bohlander, G., and Snell, S. (2011).

Managing Human Resources, 6th Canadian edition. Toronto: Nelson. (Pages 505-507).

26. Class 5. Employee Rights at Work and the Employment Relationship.

1. Clark, I., and Ryan, A. (2010). The Employment Relationship and Employee Rights at Work.

In J. Beardwelland T. Claydon (Ed.), HumanResource Management: A Contemporary

Approach, 6th edition. London, UK: Pearson. Chapter 10(pages385-429).

2. Case-Study: ThePitfalls that Follow a Failure of Best Practice (page 426). In J. Beardwelland

T. Claydon (Ed.), HumanResource Management: A Contemporary Approach, 6th edition.

London, UK: Pearson.

27. Class 6. Establishing the Terms and Conditions of Employment.

1. Marlow, S., Carter, B., and Colling, T. (2010). Establishing the Terms and Conditions of

Employment: Changing Forms of Voice and Influence. In J. Beardwelland T. Claydon (Ed.),



2. Case-Study: ‘Betrayed Teachers Demand 10% Pay Rise. We Were Underpaid during the

Boom Years,’ Says NUT (page 458). In J. Beardwelland T. Claydon (Ed.), HumanResource

Management: A Contemporary Approach, 6th edition. London, UK: Pearson.

28. Class 8. History of Employee Participation and Involvement. Works Councils and

Consultation in the European Union.

1. Butler, P., and Glover, L. (2010). Employee participation and involvement. In J.

Beardwelland T. Claydon (Ed.), HumanResource Management: A Contemporary Approach,

6th edition. London, UK: Pearson. Chapter 14(pages531-566).

2. Case-Study: Advances Components (pages 562-563). In J. Beardwelland T. Claydon (Ed.),

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HR COURSE 5International Human Resource Management.

Human Resource and Global Firm


29. Class 9. Employee Privacy Rights and Disciplinary Policies and Procedures. The Three

Regimes of Employment Law. The Rules Governing Dismissal. Managerial Ethics in

Employee Relations.

1. Belcourt, M., Bohlander, G., and Snell, S. (2011). Managing Human Resources, 6th Canadian


2. Case-Study 1: Dismissing an Employee for Absenteeism. In Belcourt, M., Bohlander, G., and

Snell, S. (2011). Managing Human Resources, 6th Canadian edition. Toronto: Nelson. (Pages

542-543).

3. Case-Study 2: Improving Performance through a Progressive Disciplinary Policy. In

Belcourt, M., Bohlander, G., and Snell, S. (2011). Managing Human Resources, 6th Canadian

edition. Toronto: Nelson. (Pages 543-544).

30. Class 10. The Dynamics of Labor Relations.

1. Belcourt, M., Bohlander, G., and Snell, S. (2011). Managing Human Resources, 6th Canadian


2. Case-Study 1: Unionization in the Service Sector. In Belcourt, M., Bohlander, G., and Snell,

S. (2011). Managing Human Resources, 6th Canadian edition. Toronto: Nelson. (Page 577).

3. Case-Study 2: WallMart Stores in Canada. In Belcourt, M., Bohlander, G., and Snell, S.

(2011). Managing Human Resources, 6th Canadian edition. Toronto: Nelson. (Pages 578-

579).

4. Case-Study 3: The Negotiating Climate. In Belcourt, M., Bohlander, G., and Snell, S. (2011).


31. Class 11. Legal Rights and Responsibilities: Laws Governing the Workplace. (Part 1).


Management in Public Service: Paradoxes, Processes, and Problems. Los Angeles: Sage.Chapter

2 (pages 53-70).

32. Class 12. Legal Rights and Responsibilities: Laws Governing the Workplace. (Part 2).


Management in Public Service: Paradoxes, Processes, and Problems. Los Angeles: Sage.Chapter

2 (pages 71-94).


33. Class 1. Introduction and Course Overview. The Conceptual Framework of 4. Armstrong, M. (2012). Armstrong’s Handbook of Human Resource Management Practice,

12th edition. London, UK: Kogan Page. Chapter 5(pages61-70).

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International HRM (IHRM). 5. Case-study 1: Oxfam (page 68). In M. Armstrong, M. (2012). Armstrong’s Handbook of

Human Resource Management Practice, 12th edition. London, UK: Kogan Page.

6. Case-study 2: IBM (page 68). In M. Armstrong, M. (2012). Armstrong’s Handbook of

Human Resource Management Practice, 12th edition. London, UK: Kogan Page.

34. Class 2. A General Picture of IHRM.

1. Belcourt, M., Bohlander, G., and Snell, S. (2011). Managing Human Resources, 6th

Canadian edition. Toronto: Nelson. Chapter 15 (pages 583-625).

2. Case-Study 1: Cultural Conundrum. In Belcourt, M., Bohlander, G., and Snell, S. (2011).


3. Case-Study 2: Recruiting and Retaining International Employees. In Belcourt, M.,

Bohlander, G., and Snell, S. (2011). Managing Human Resources, 6th Canadian edition.

Toronto: Nelson. (Pages 621-622).

35. Class 3. Strategic Management and IHRM. 1. Harzing, A-W., and Pinnington, A. H. (2011). International Human Resource Management,

3rd edition. London, UK: Sage. Chapter 1 (pages 13-46).

2. The Case-Study: Emirates Airline (pages 38-40). In A-W. Harzing and A. H. Pinnington,

(2011). International Human Resource Management, 3rd edition. London, UK: Sage.

36. Class 4. Comparative HRM. Culture in IHRM. 1. Harzing, A-W., and Pinnington, A. H. (2011). International Human Resource Management,

3rd edition. London, UK: Sage. Chapters 2 and 3 (pages 47-118).

2. The Case-Study 1: Flextronics University – Qualifying Line Managers for Leadership and

HR Tasks (pages 68-70). In A-W. Harzing and A. H. Pinnington, (2011). International

Human Resource Management, 3rd edition. London, UK: Sage.

3. The Case-Study 2: ‘Not the Way We Do Business Around Here’ (pages 103-110). In A-W.

Harzing and A. H. Pinnington, (2011). International Human Resource Management, 3rd

edition. London, UK: Sage.

37. Class 5. HRM in Cross-Border Mergers and Acquisitions. Approaches to IHRM. 1. Harzing, A-W., and Pinnington, A. H. (2011). International Human Resource Management,


2. The Case-Study 1: Cemex (pages 143-145). In A-W. Harzing and A. H. Pinnington, (2011).

International Human Resource Management, 3rd edition. London, UK: Sage.

3. The Case-Study 2: HSBC in East Africa (before the 2008 credit crunch) (pages 174-176).

In A-W. Harzing and A. H. Pinnington, (2011). International Human Resource

Management, 3rd edition. London, UK: Sage.

38. Class 6. International Assignments. Multinational Companies and the Host Country

Environment.

1. Harzing, A-W., and Pinnington, A. H. (2011). International Human Resource Management,


2. The Case-Study 1: Richard Debenham in Vienna: Between Velvet Divorce and the Sydney

Olympics (pages 215-218). In A-W. Harzing and A. H. Pinnington, (2011). International


3. The Case-Study 2: CMM Industries (pages 257-260). In A-W. Harzing and A. H.

Pinnington, (2011). International Human Resource Management, 3rd edition. London, UK:

Sage.

39. Class 8. The Transfer of Employment Practices across Borders in Multinational

Companies. High Performance Work Systems—International Evidence of the Impact

on Firms and Employees.



2. The Case-Study 1: Swedco (pages 283-285). In A-W. Harzing and A. H. Pinnington,

(2011). International Human Resource Management, 3rd edition. London, UK: Sage.

3. The Case-Study 2: General Motors in Spain (pages 285-287). In A-W. Harzing and A. H.

10


Sage.

4. The Case-Study 3: The High Performance Work System in an Irish Manufacturing

Company (pages 328-330). In A-W. Harzing and A. H. Pinnington, (2011). International


40. Class 9. Managing Knowledge in Multinational Firms. The Development of Global

Leaders and Expatriates.

1. Harzing, A-W., and Pinnington, A. H. (2011). International Human Resource

Management, 3rd edition. London, UK: Sage. Chapters 10 and 11 (pages 345-414).

2. The Case-Study 1: Spurring Innovation through Global Knowledge Management at Procter

& Gamble (pages 369-371). In A-W. Harzing and A. H. Pinnington, (2011). International


3. The Case-Study 2: Closing the Gulf – Preparing US Executives for Assignments in Mexico

(pages 403-406). In A-W. Harzing and A. H. Pinnington, (2011). International Human

Resource Management, 3rd edition. London, UK: Sage.

41. Class 10. Global and Local Resourcing. Global Performance Management. 1. Harzing, A-W., and Pinnington, A. H. (2011). International Human Resource Management,


2. The Case-Study 1: ITOCHU – a Japanese Firm in the Era of Retrenchment and Reform

(pages 431-435). In A-W. Harzing and A. H. Pinnington, (2011). International Human

Resource Management, 3rd edition. London, UK: Sage.

3. The Case-Study 2: V-Pharmel Performance Management Case (pages 460-463). In A-W.



42. Class 11. Total Rewards in the International Context. 1. Harzing, A-W., and Pinnington, A. H. (2011). International Human Resource Management,

3rd edition. London, UK: Sage. Chapter 14 (pages 468-503).

2. The Case-Study: In a World of Pay (pages 497-499). In A-W. Harzing and A. H.


Sage.

43. Class 12. Women Leading and Managing Worldwide. Global Work-life Management

in Multinational Corporations.



2. The Case-Study 1: The Women’s Global Leadership Forum (pages 516-530). In A-W.



3. The Case-Study 2: Work Life in the Global Village (pages 552-553). In A-W. Harzing and

A. H. Pinnington, (2011). International Human Resource Management, 3rd edition. London,

UK: Sage.

44. Class 13. Regulation and Change in Global Employment Relations. Social Responsibility,

Sustainability and Diversity of Human Resources.



2. The Case-Study 1: A Motor Company in England (pages 574-575). In A-W. Harzing and

A. H. Pinnington, (2011). International Human Resource Management, 3rd edition. London,

UK: Sage.

3. The Case-Study 2: A European company with subsidiary businesses in the UK and

elsewhere (pages 575-576). In A-W. Harzing and A. H. Pinnington, (2011). International


4. The Case-Study 3: Managing Diversity in a Chinese-owned Multinational IT firm, 3rd

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edition (pages 612-115). London, UK:Sage.

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HR COURSE 6 Performance Management


45. Class 2. An Introduction to Performance Management. Armstrong, M. (2012). Armstrong’s Handbook of Human Resource Management Practice, 12th edition. London,

UK: Kogan Page. (Pages321-347).

Case-study 1: CEMEX UK (pages 343-344). In M. Armstrong, M. (2012). Armstrong’s Handbook of Human

Resource Management Practice, 12th edition. London, UK: Kogan Page.

Case-study 2: DHL (pages 344-346). In M. Armstrong, M. (2012). Armstrong’s Handbook of Human Resource

Management Practice, 12th edition. London, UK: Kogan Page.

1. Class 3. An Overview of Performance Management. Pointon, J. (2010). Performance Management. In J. Beardwell,and T. Claydon (Ed.), HumanResource

Management: A Contemporary Approach, 6th edition. London, UK: Pearson (pages 463-489).

The Case-Study: Performance-Based Reward at DIY Stores (pages 486-487). In J. Beardwelland T. Claydon (Ed.),


2. Class 4. The Foundations and the Conceptual Framework of

Performance Management. Critiques of Performance

Management.

Armstrong, M. (2009). Armstrong’s Handbook of Performance Management, 4th edition. London, UK: Kogan Page

(pages 9-52).

3. Class 5. The Practice of Performance Management. Armstrong, M. (2009). Armstrong’s Handbook of Performance Management, 4th edition. London, UK: Kogan Page

(pages 55-94).

4. Class 6. Performance Management Processes: Goal Setting,

Feedback, 360-degree Feedback, Performance Reviews.

Armstrong, M. (2009). Armstrong’s Handbook of Performance Management, 4th edition. London, UK: Kogan Page

(pages 97-141).

5. Class 8. Performance Management Processes: Analyzing and

Assessing Performance. Coaching.

1. Armstrong, M. (2009). Armstrong’s Handbook of Performance Management, 4th edition. London, UK: Kogan

Page (pages 142-172).

6. Class 9. Performance Management in Action: Performance

Management Surveys and Models. Reactions to Performance

Management. The Impact of Performance Management.



7. Class 10. The Application of Performance Management:

Managing Organizational and Team Performance. Learning,

Reward, and Performance Management.



8. Class 11. Developing and Maintaining Performance

Management. The Role of Line Managers. Evaluating

Performance Management.



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9. Class 12. Performance Management Toolkit. 1. Armstrong, M. (2009). Armstrong’s Handbook of Performance Management, 4th edition. London, UK: Kogan


10. Class 13. Performance Management Case-Studies. 1. Armstrong, M. (2009). Armstrong’s Handbook of Performance Management, 4th edition. London, UK: Kogan

Page ((pages 333-359) and references (pages 360-371).

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HR COURSE 7 Employee Training and Development: Creating a Learning Organization/Competitive Advantage


1. Class 2. An Introduction to Employee Learning/Training and

Development.

Armstrong, M. (2012). Armstrong’s Handbook of Human Resource Management Practice, 12th edition. London,

UK: Kogan Page. (Pages 273-308). Case-studies are on pages 303-305.

2. Class 3. An Overview of Employee Learning/Training and

Development.

1. Collin, A. (2010). Learning and Development. In J. Beardwell,and T. Claydon (Ed.), HumanResource

Management: A Contemporary Approach, 6th edition. London, UK: Pearson (pages 235-282).

2. The Case-Study 1: Investment Banks Battle for Talent (page 276). In J. Beardwelland T. Claydon (Ed.),


3. The Case-Study 2: A Battle for Talent (page 277). In J. Beardwelland T. Claydon (Ed.), HumanResource

Management: A Contemporary Approach, 6th edition. London, UK: Pearson.

3. Class 4. A Systems Approach to Training. 1. Belcourt, M., Bohlander, G., and Snell, S. (2011). Managing Human Resources, 6th Canadian edition. Toronto:

Nelson (pages 271-319). Case-studies are included at the end of this chapter.

4. Class 5. The Training and Development Process. Organizational

Learning.

1. Saks, A. M., and Haccoun, R. R. (2013). Managing Performance through Training and Development, 6th edition.

Toronto: Nelson. Chapters 1 and 2 (pages 1-62).

5. Class 6. Learning and Motivation. The Needs Analysis Process. 1. Saks, A. M., and Haccoun, R. R. (2013). Managing Performance through Training and Development, 6th edition.


6. Class 8. Training Design. Off-the-Job Training Methods.



7. Class 9. On-the-Job Training Methods. Technology-Based Training

Methods.



8. Class 10. Training Delivery.


Toronto: Nelson. Chapter 9 (pages 257-287).

9. Class 11. Transfer of Training. 1. Saks, A. M., and Haccoun, R. R. (2013). Managing Performance through Training and Development, 6th edition.


10. Class 12. Training Evaluation. 1. Saks, A. M., and Haccoun, R. R. (2013). Managing Performance through Training and Development, 6th edition.


11. Class 13. The Costs and Benefits of Training Programs. Types of

Training Programs. The Evolution and Future of Training and

Development. The Role of Ethics in Training and Development. Lifelong

Learning.


Toronto: Nelson. Chapters 12, 13, and 15 (pages 363-409, 453-470, 490-550 ).

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HR COURSE 8 Compensation and Reward Systems. Management of Compensation and Employee Benefits Programs


1. Class 2. An Introduction to Reward Management. Strategic

Reward.

Armstrong, M. (2012). Armstrong’s Handbook of Human Resource Management Practice, 12th edition.

London, UK: Kogan Page. (Pages349-389). Case-studies are presented at the end of this reading.

2. Class 3. An Overview of Reward Management. Thompson, A., and Ryan, A. J. (2010). Employee Reward. In J. Beardwell,and T. Claydon (Ed.),

HumanResource Management: A Contemporary Approach, 6th edition. London, UK: Pearson (pages 490-

530). The Case-Study: Changes to Reward and Recognition at KCLSU (pages 525-528). In J. Beardwelland T.

Claydon (Ed.), HumanResource Management: A Contemporary Approach, 6th edition. London, UK: Pearson.

3. Class 4. Managing Compensation.


Toronto: Nelson (pages 369-403). Case-studies are included at the end of this chapter.

4. Class 5. Pay-for-Performance: Incentive Rewards.


Toronto: Nelson (pages 405-437). Case-studies are presented at the end of this chapter.

5. Class 6. Employee Benefits.


Toronto: Nelson (pages 439-471). Case-studies are included at the end of this chapter.

6.

Class 8. Strategic Compensation. Traditional Bases for Pay.

Martocchio, J. J. (2013). Strategic Compensation: A Human Resource Management Approach, 7th edition.

Boston: Pearson. Chapters 1 and 3 (pages2-24 and 52-75).

7. Class 9. Incentive Pay. Person-Focused Pay.


Boston: Pearson. Chapters 4 and 5 (pages76-116).

8. Class 10. Designing Compensation Systems.



9. Class 11. Building Pay Structures that Recognize Employee

Contributions. Discretionary Employee Benefits.



10. Class 12. Employer-Sponsored Retirement Plans and Health

Insurance Programs. Legally Required Benefits.



11. Class 13. Contemporary Strategic Compensation Challenges:

Compensating Executives. Compensating the Flexible

Workforce. Challenges Facing Compensation Professionals.


Boston: Pearson. Chapters 12, 13, and 16 (pages270-317 and 356-397).

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HR COURSE 9 Leadership


1. Class 1. Course Overview. An Introduction to Leadership and Management

Development.

Armstrong, M. (2012). Armstrong’s Handbook of Human Resource Management Practice,

12th edition. London, UK: Kogan Page. (Pages 309-318). Case-studies are on page 313.

2. Class 2. Leading and Managing People. 1. Armstrong, M. (2012). Armstrong’s Handbook of Management and Leadership, 3rd

edition. London, UK: Kogan Page. (Pages 3-31).

3. Class 3. Developing People in Relation to HRM. 1. Armstrong, M. (2012). Armstrong’s Handbook of Management and Leadership, 3rd


4. Class 4. Delivering HRM. The Role and Organization of the HR and L & D

Functions.

1. Armstrong, M. (2012). Armstrong’s Handbook of Management and Leadership, 3rd


5. Class 5. The Contribution of HRM and L & D in Different Types of Organization.

The Professional and Ethical Approach to HRM and L & D.



6. Class 6. Managing Oneself and Interpersonal Relationships at Work. Influencing

People.



7. Class 8. Harvard Business Review on Breakthrough Leadership. 1. Collingwood, H. (2001). Personal Histories: Leaders Remember the Moments and People

that Shaped Them. In Harvard Business Review on Breakthrough Leadership (pages 1-

23). Boston: Harvard Business School Press.

2. Goleman, D., Boyatzis, R., McKee, A. (2001). Primal Leadership: The Hidden Driver of

Great Performance. In Harvard Business Review on Breakthrough Leadership (pages 25-

49). Boston: Harvard Business School Press.

8. Class 9. What Titans Can Teach Us? 1. Collingwood, H., & Kirby, J. (2001). All in a Day`s Work. In Harvard Business Review

on Breakthrough Leadership (pages 51-70). Boston: Harvard Business School Press.

2. Tedlow, R. S. (2001). What Titans Can Teach Us? In Harvard Business Review on

Breakthrough Leadership (pages 71-88). Boston: Harvard Business School Press.

9. Class 10. Leadership in a Combat Zone. The Hard Work of Being a Soft Manager. 1. Peace, W. H. (2001). The Hard Work of Being a Soft Manager. In Harvard Business

Review on Breakthrough Leadership (pages 89-103). Boston: Harvard Business School

17

Press.

2. Pagonis, W. G. (2001). Leadership in a Combat Zone.In Harvard Business Review on

Breakthrough Leadership (pages 105-126). Boston: Harvard Business School Press.

10. Class 11. Leadership: Sad Facts and Silver Linings. The Leadership Lessons of

Mount Everest. 1. Peters. T. J. (2001). Leadership: Sad Facts and Silver Linings. In

Harvard Business Review on Breakthrough Leadership (pages 127-149). Boston: Harvard Business School Press.

2. Useem, M. (2001). The Leadership Lessons of Mount Everest. In Harvard Business Review on Breakthrough Leadership (pages 151-169). Boston: Harvard Business School Press.

3. Goffee, R., & Jones, G. (2001). Followership: It`s Personal, Too. In Harvard Business Review on Breakthrough Leadership (pages 171-173). Boston: Harvard Business School Press.

11. Class 12. Leadership: A Synthesis of the Presented Perspectives. From book on Org. Behavior. Chapter 10 (pages 282-311).

12. Class 13. Management and Leadership Development. 2. Saks, A. M., and Haccoun, R. R. (2013). Managing Performance through Training and

Development, 6th edition. Toronto: Nelson. Chapter 14 (pages 411-451).

18

HR COURSE 10 Organization


13. Class 1.Course Overview. An Introduction to Organizational Behaviour.

1. Armstrong, M. (2012). Armstrong’s Handbook of Human Resource Management Practice, 12th edition.

London, UK: Kogan Page. (Pages 119-136).

2. Sniderman, P. R., Bulmash, J., Nelson, D. L., & Quick, J. C. (2010). Managing Organizational Behaviour

in Canada. (Pages 2-31). Toronto: Nelson Education.

14. Class 2. Creating a Positive Work Environment: Attitudes, Values,

and Ethics. Employee Engagement. Commitment.




London, UK: Kogan Page. (Pages 167-179 and 193-200).

15. Class 3. Motivation at Work. 1. Armstrong, M. (2012). Armstrong’s Handbook of Human Resource Management Practice, 12th edition.




16. Class 4. Work, Organization, and Job Design. 1. Armstrong, M. (2012). Armstrong’s Handbook of Human Resource Management Practice, 12th edition.


2. Sniderman, P. R., Bulmash, J., Nelson, D. L., & Quick, J. C. (2010). Managing Organizational

Behaviour in Canada. (Pages 122-146). Toronto: Nelson Education.

17. Class 5. Interpersonal and Organization-Wide Communication. 1. Sniderman, P. R., Bulmash, J., Nelson, D. L., & Quick, J. C. (2010). Managing Organizational


18. Class 6. Decision Making and Creative Problem Solving. 1. Sniderman, P. R., Bulmash, J., Nelson, D. L., & Quick, J. C. (2010). Managing Organizational


19. Class 8. Power and Influence. 1. Sniderman, P. R., Bulmash, J., Nelson, D. L., & Quick, J. C. (2010). Managing Organizational


20. Class 9. Conflict Management. 1. Sniderman, P. R., Bulmash, J., Nelson, D. L., & Quick, J. C. (2010). Managing Organizational


21. Class 10. Organizational Change and Development. 1. Sniderman, P. R., Bulmash, J., Nelson, D. L., & Quick, J. C. (2010). Managing Organizational




22. Class 11. Organizational Structure and Design. 1. Sniderman, P. R., Bulmash, J., Nelson, D. L., & Quick, J. C. (2010). Managing Organizational


23. Class 12. Integrative Case-Studies. 1. Sniderman, P. R., Bulmash, J., Nelson, D. L., & Quick, J. C. (2010). Managing Organizational


24. Class 13. Stress and Well-Being at Work. Behaviour Modification. 1. Sniderman, P. R., Bulmash, J., Nelson, D. L., & Quick, J. C. (2010). Managing Organizational


19

HR COURSE 11. Using Data and Metrics in HR. Labor Economics. Statistical Research Methods


1. Class 2: Foundations in Applied Statistics, Part 2 Field, A. (2009). Discovering Statistics using SPSS (3rd ed.). London: Sage. Chapter 2, (pp. 31 – 60)

2. Class 3: Introduction to SPSS: The SPSS environment Field, A. (2009). Discovering Statistics using SPSS (3rd ed.). London: Sage. Chapter 3, (pp. 61 – 86)

3. Class 4: Introduction to SPSS: Exploring data with graphs Field, A. (2009). Discovering Statistics using SPSS (3rd ed.). London: Sage. Chapter 4, (pp. 87 – 130)

4. Class 5: Further analyses with SPSS part 1: Exploring Assumptions Field, A. (2009). Discovering Statistics using SPSS (3rd ed.). London: Sage. Chapter 5, (pp. 131 – 165)

5. Class 6: Correlation Field, A. (2009). Discovering Statistics using SPSS (3rd ed.). London: Sage. Chapter 6, (pp. 166 – 196)

6. Class 8: Regression, Part 2: Multiple Regression Field, A. (2009). Discovering Statistics using SPSS (3rd ed.). London: Sage. Chapter 7, (pp. 209-263)

7. Class 9: Regression, Part 1: Simple regression Field, A. (2009). Discovering Statistics using SPSS (3rd ed.). London: Sage. Chapter 7, (pp. 197-209)

8. Suggested reading 1:

Crawford, L. H. (2005). Senior management perceptions of project management competence.

International Journal of Project Management, 23(1), 7 – 46.

9. Class 10: Comparing Two Means Field, A. (2009). Discovering Statistics using SPSS (3rd ed.). London: Sage. Chapter 9, (pp. 316-346)

10. Class 11: Comparing Several Means: Analysis Of Variance, ANOVA,

Part 1

Field, A. (2009). Discovering Statistics using SPSS (3rd ed.). London: Sage. Chapter 10, (pp. 347 – 360)

11. Suggested reading 2: Chan,E.H.W., and Au, M.C.Y.( 2006). Building contractors’ behavioural pattern in

pricing weather risk. (pp.48-109)

12. Class 12: Comparing Several Means: Analysis Of Variance, ANOVA,

Part 2

Field, A. (2009). Discovering Statistics using SPSS (3rd ed.). London: Sage. Chapter 10, (pp. 360 – 394)

13. Class 13: Analysis Of Covariance, ANCOVA Field, A. (2009). Discovering Statistics using SPSS (3rd ed.). London: Sage. Chapter 11, (pp. 395 – 420)

14.

Cho, Y. (2011). Analyzing online customer dissatisfaction toward perishable goods. Journal of Business

Research, 64 (11), 1245–1270

20

HR COURSE 12 Qualitative Research Methods in Project Management


1. Class 1. Introduction and Course Overview.

Definingmajorconcepts

1. Grix, K. (2002). Introducing students to the generic terminology of social research. Politics, vol 22 (3), pp. 175-186.

2. Gauthier, J.B., Ika, L.A. (2012). Foundations of Project Management Research: An Explicit and Six-Facet Ontological

Framework. Project Management Journal,vol. 43 (5), pp. 5–23

2. Class 2. Specifying a research problem

1. Babbie, E., Benaquisto, L. (2010). Fundamentals of Social Research. Second Canadian edition. Toronto, ON, Canada : Nelson

Education Ltd. Chapter 4 (pp. 104-112).

2. Esterberg, K. G. (2002). Qualitative Methods in Social Research. Boston, USA: McGRaw-Hill Higher Education. Chapter 1

(pp. 1-24).

3. Aubry, M., Richer, M. C., Lavoie-Tremblay, M., Cyr, G. (2011). Pluralism in PMO performance: The case of a PMO dedicated

to a major organizational transformation. ProjectManagementJournal, vol. 42 (6), pp. 60-77.

3. Class 3 Literature review and managing

bibliographies (Endnote)

1. Torraco, R. J. (2005). Writing Integrative Literature Reviews: Guidelines and Examples. Human Resource Development

Review, vol. 4 (3), pp. 356-367.

2. Soderlund, J. (2011). Pluralism in Project Management : Navigating the Crossroads of Specialization and Fragmentation.

International Journal of Management Reviews, Vol. 13, pp. 153–176.

3. Pemsel, S., Muller, R. (2012). The governance of knowledge in project-based organizations. International Journal of Project

Management, vol. 30 (8),pp. 865-876.

4. Class 4 Conceptual/theoretical framework. The

research structure

1. Rocco, T. S., Plakhotnik, M. S. (2009). Literature Reviews, ConceptualFrameworks, and Theoretical Frameworks: Terms,

Functions, and Distinctions. Human Resource Development Review, vol. 8 (1),pp. 120-13.

2. Daley, B., J, Conceiçao, S. C. O. Mina, L., Altman, B. A., Baldor, M., Brown, J. (2010). Integrative Literature Review:

Concept Mapping: A Strategy to Support the Development of Practice, Research, and Theory Within Human Resource

Development. Human Resource Development Review, vol. 9 (4,)pp. 357–384.

5. Class 5 Probabilist/non probabilist sampling

methods

1. Babbie, E., Benaquisto, L. (2010). Fundamentals of Social Research. Second Canadian edition. Toronto, ON, Canada: Nelson


2. Pauget, B., Wald, A. (2012). Relational competence in complex temporary organizations: The case of a French hospital

construction project network. International Journal of Project Management, In Press. Available online 27 July 2012, pp. 1-12.

3. Ika, L. A., Diallo, A., Thuiller, D. (2012). Critical success factors for World Bank projects: An empirical investigation.

International Journal of Project Management, vol. 30 (1), pp. 105–116.

6. Class 6 Qualitative interviewing

1. Esterberg, K. G. (2002). Qualitative Methods in Social Research. Boston, USA: McGRaw-Hill Higher Education. Chapter 5

(pp. 83-113). 2. Fontana, A., Frey, J., H. (1994). Interviewing. In Denzin, N., K., Lincoln, Y., S. (editors). Handbook of Qualitative Research.

Thousand Oaks, California: Sage Publications, Inc. (pp. 361-376).

3. Skulmoski, G. J., Hartman, F. T. (2009). Information Systems Project Manager Soft Competencies: A Project-Phase

Investigation. Project Management Journal, Vol. 41, No. 1, pp. 61–110.

7. Class 8 Grounded Theory 1. Hood, J. C. (2007). Orthodoxy vs. Power: The Defining Traits of Grounded Theory. In Bryant, A., Charmaz K. The SAGE

http://mandataire.uqo.ca:2066/science/article/pii/S0263786312000853



http://mandataire.uqo.ca:2066/science/journal/02637863

http://mandataire.uqo.ca:2066/science/journal/02637863/30/1

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Handbook of Grounded Theory. Thousand Oaks, CA: SAGE Publications Ltd. (pp. 151-164).

2. Strauss, A. (1994). Discovering New Theory from Previous Theory: An Exercise in Theoretical Sampling. In Glaser, B. G.

(editor). More Grounded Theory Methodology : A Reader. Mill Valley, CA : Sociology Press (pp. 369-376).

3. Georgieva, S., Allan, G. (2008). Best Practices in Project Management through a Grounded Theory Lens.

TheElectronicJournalofBusinessResearchMethods, 6 (1),pp. 43-52.

8. Class 9 Case study

1. Gagnon, Y.-C. (2010).The Case Study as Research Method. A Practical Handbook. Québec, Québec: Presses de l’Université

du Québec (pp. 1-10).

2. Eisenhardt, K. M. (1989). Building theories from case study research. The Academy of Management Review, vol. 14 (4), pp.

532-550.

3. Pellegrinelli, S., Murray-Webster R. (2011). Multi-Paradigmatic Perspectives on a

4. Business Transformation Program. Project Management Journal, vol. 42 (6),

5. Shavinina, L. (2011). What Do We Know about Mangerial Talent? The Case-Study of Richard Branson as a Great Project

Manager. Paper presented at the 1st International Congress on Project Management held at the Université du Québec, Gatineau,

QC. (pp. 1-23).

9. Class 10 Ethical Issues for Social Researchers

1. Esterberg, K. G. (2002). Qualitative Methods in Social Research. Boston, USA: McGRaw-Hill Higher Education. Appendix

A. (pp. 221-233).

2. Morse, J.M, Richards, L. (2002). Readme First for a User’s Guide to Qualitative Methods. Thousand Oaks, California: Sage

Publications, Inc. Chapter 10 (pp.183-194).

3. Morris, P. W. G., Crawford, L., Hodgson, D., Shepherde, M. M., Thomas, J. (2006). Exploring the role of formal bodies of

knowledge in defining a profession – The case of project management. International Journal of Project Management, vol. 24

(8), pp. 710-721.

10. Class 11 Data analysis. Qualitative analysis versus

thematic analysis

1. Huberman, A., M., Miles, M., B. (1994). Data Management and Analysis Methods. In Denzin, N., K., Lincoln, Y., S. (editors).

Handbook of Qualitative Research. Thousand Oaks, California: Sage Publications, Inc.(pp. 428-444).

2. Babbie, E., Benaquisto, L. (2010). Fundamentals of Social Research. Second Canadian edition. Toronto, ON, Canada : Nelson


3. Patanakul, P., Milosevic, D. (2009). The effectiveness in managing a group of multiple projects: Factors of influence and

measurement criteria. International Journal of Project Management, vol. 27 (3),pp. 216-233.

11. Class 12 NVIVO

1. Morse, J.M, Richards, L. (2002). Readme First for a User’s Guide to Qualitative Methods. Thousand Oaks, California: Sage

Publications, (pp. 210-249).

http://mandataire.uqo.ca:2066/science/journal/02637863

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