welcome to mgto 231 ! human resource management introduction to the course

Welcome to MGTO 231 !Human Resource Management

Introduction to the Course

About us Dr. Jeroen KUILMAN M.Sc. from Maastricht University, Ph.D. from

RSM Erasmus University, both in the Netherlands.

Joint appointment at Department of Organization & Personnel Management, RSM Erasmus University (The Netherlands)

E-mail: [email protected] , Room 2377

About us Instructional Assistant (IA): Sylvia LI Room 2332 (near Lift 3) E-mail: [email protected]

About us Our principles

Open-door policy Equal treatment Interactivity Respect Honesty Fun

Course Objectives What will I get from this course?

Basic and fundamental knowledge of HRM Overall picture of how HRM works in

organizational contexts How HR functions can improve firm performance

Difference OB and HRM? Organizational Behavior

(Social) psychology, sociology Topics covered: learning, decision-

making, motivation, etc.

Human Resource(s) Management Tends to be a bit more applied Topics covered: everything from

hiring to firing

MGTO121: OBPrerequisite

MGTO231: HRM

Course Materials Where can I obtain the course materials?

http://teaching.ust.hk/~mgto231/ PowerPoint files will be provided prior to each session

and you can obtain them from the course website Textbook (Noe, Hollenbeck, Gerhart, and Wright’s

“Fundamentals of Human Resource Management” should be available in the bookstore TODAY

One supplementary textbook is reserved in library

Grade Distribution Component Points

A. Midterm 225

B. Final exam 225

C. Hot Seat assignments (6 X 25) 150

D. WSC assignment 75

E. Participation and attendance 100

F. HRM Consultants Report 225

TOTAL: 1000 pts

Note: You are allowed to miss at most 4 sessions

Manager’s Hot Seat Assignments Code card with book Group discussions in the

form of business meetings Secretary hands in a report

about the meeting the day after.

First try-out next Monday

WSC Assignment

Case about HRM at Ocean Park (will be made available at the MGTO office, @ HKD20)

First draft will be graded by the Language Center (April 12)

Final draft will be graded by the instructor (April 20)

HRM Consultants Report You take the role of a team of consultants. You analyze a self-chosen HK company in

terms of its HRM practices. As professional consultants, you present your

report at the end of the course.

Participation and Attendance Participation during case discussions,

lectures, guest lectures and assignments is very important.

In case you miss a business meeting session, you will have to do the case individually.

At most 4 sessions can be missed. Taking attendance starts today, but people

that join in later can easily catch up.

PRS Devices Get your PRS device from the AV counter (Rm 1030,

lift 1, close to Bank of China Branch) Please bring your PRS to the next session!

Setting Expectations: Workload Before mid-semester break: reasonable. After mid-semester break higher due to

deadlines for WSC assignment, HRM Consultants’ report.

Try to manage your workload by doing some preparations before the mid-semester break.

Why study HRM? What do all the departments of HKUST Business

School have in common? What drives competitive advantage? According to the Resource-Based View (RBV), firms

need to have “something” that is: Valuable Rare Difficult to imitate Lack of substitutes

Jay Barney

Human Resources are one of the most critical determinants of competitive advantage.

Managing organizations is about managing people, and exceptional firms often have hard to substitute people with valuable, rare, hard to imitate skills and knowledge.

So even if you do not plan to become an HR manager, knowledge about HRM helps you to understand how organizations work.

Why study HRM?

Why study HRM? What kind of positions?

HR Director HR Manager Specialized functions: In-House Recruitment

Manager, Compensation & Benefits Specialist HR/Personnel Officer, Administration Manager But also: (HR) Consultant, General Management

Salaries vary across industries

An HRM Framework

Understanding the jobs

Pursuing human resources

Evaluating human resources

Retaining (useful) human resources

Strengthening human resources

Separating human resources

Understanding the Job and Duty Organizational structure

The structure of a firm Work Flow

The processes through which a product or a service is produced

Job analysis The process that defines the details of a job

An HRM Framework







Pursuing human resources Staffing

Recruitment Getting a pool of qualified candidates

Personnel selection Select the specific one to hire

An HRM Framework







Evaluating human resources Performance appraisals

Identify the performance Measure and assess the performance Feedback for future improvement

An HRM Framework







Retaining human resources Compensation

How much shall I pay for an employee? Why I shall pay this amount?

Benefits Indirect compensation Providing a more attractive feeling of working

An HRM Framework







Strengthening human resources Pay for performance Training

Special or general skills Development

Promotion Career development

An HRM Framework







Separating human resources Separations

Layoffs, voluntary retirement Reengineering, downsizing

Special Topics in HRM International HRM Workforce diversity Labor unions/collective bargaining Organizational change

Strategic HR choices Manager or top-management have to decide

policies and actions that are consistent with their goals!

There are many strategies they can choose in various HR contexts

The choices may be different for different Business strategies

Some strategic HR Choices Work Flows

Efficiency Innovation Control Flexibility Explicit job description Broad job classes Detailed work planning Loose work planning

Staffing Internal recruitment External recruitment Supervisor makes hiring HR makes hiring Fit wit firm’s culture skill and qualification Informal hiring Formal hiring

Separations Voluntary inducements to retire Layoffs Hiring freeze Recruitment as needed Continuing support after termination Letting them fend for themselves Preferential rehiring No preferential

Some strategic HR Choices

Performance appraisal Customized appraisals Uniform appraisal Procedures Multiple purpose appraisals Control-oriented appraisals Multiple inputs (peers, subordinate) Supervisory input only

Training and development Individual training Team training Job-specific training Generic training Buy skills with higher wages make skills at lower wages

Compensation Fix pay Variable pay Job-based pay Individual-based pay Seniority-based pay Performance-based pay Centralized pay decisions Decentralized one


International management Create global company culture Adapt to local culture Rely on expatriates Rely on country nationals Repatriation agreement No formal repatriation Universal company policies Country-specific company polices


Choices of HR strategies No HR strategy is “good” or “bad” in and of

itself Depends on the situation/context Fit between the strategies and organizations

That’s it... See you on Wednesday! Don’t forget to pick up book (prepare Chapter

4 and have a quick look at Chapter 1) Also please pick up your PRS handset!

welcome to mgto 231 ! human resource management introduction to the course

Documents

hrm slide

course slide

library slide

firm performance slide

hrm practices

study hrm

course materials

course objectives