The University of Texas at Arlington
Graduate School of Business Administration
Department of Management
Management 5340
Strategic Human Resource Management
Dr. Gary C. McMahan
Summer 2010 MSHRM CORE
Communication: Telephone Phone: 817.460.3850
Office: Business 224 Fax: 817.272.3122
Course Intent: To provide the graduate student with an understanding of managing people and the people function in organizations. I will provide materials in many different forms to help the student integrate major managerial, human resource, and strategic human resource management concepts, as we explore the role of managing people at work. Particular emphasis is placed on the understanding of human and social capital, human resource practices, human resource behaviors and the relationships with both organization strategy and performance. Additionally, attention will be given to issues related to global human resource management and the management of global human and social capital. This is a business course; not a training course in HR. However, I will attempt to provide both theoretical and practical ideas, cases and applications.
Objectives of the Course:
During the course, the successful student will make progress toward attainment of the following objectives:
1. Become familiar with the human resource management process and HR key elements:
a. Strategic Human Resource Management and Business Strategy
b. Human Capital and resource analysis
c. Employee staffing – recruitment and selection
d. Organizational career management – training, performance management and evaluation, and rewards/compensation
e. Human Resource Outcomes (i.e., employee retention and turnover)
f. HR Ethics
g. Global human resource management
2. Understand that human resources are a resource & asset (investment) to be developed rather than a labor cost to be expensed
3. Comprehend the strategic fit of HR and the organization
4. Recognize the applicability of HR practices to organization success
5. Become acquainted with managerial decision-making through the study of HR problem situations
6. Develop greater skill in decision-making, particularly in human resource problem situations through emphasis on:
a. Observing and becoming sensitive to potential problem situations
b. Diagnosing problem situations
c. Identifying and stating a problem(s)
d. Selecting a course of action from a set of alternative HR solutions
e. Implementing and monitoring a chosen course of action
7. Develop a guiding philosophy of strategic human capital resource management that will enable you to perform more effectively as a manager, both domestically and in a global environment.
COURSE READINGS:
A. Mello, Jeffery A., 2011. Strategic Human Resource Management, Second Edition. Thompson/Southwestern Publishers. UTA Bookstore should carry this textbook. REFERENCE – NOT REQUIRED.
B. Harvard Business School Cases and Readings. See Below. REQUIRED.
C. Berman, K. & Knight, J., 2008. Financial Intelligence for HR Professionals: What You Really Need to Know about the Numbers. Harvard Business School Press. RECOMMENDED FOR MSHRM STUDENTS.
D. Buffett, Peter. 2010. Life Is What You Make It: Find Your Own Path To Fulfillment. Harmony Books Publishers. RECOMMENDED.
E. HR Book Club. The chosen book is available through www.amazon.com or your normal destination for book purchases. This will be discussed in class as well as later in the course syllabus.
Additional readings are assigned from time to time. Students are responsible for any readings assigned during the course.
The HBS cases and readings for the course are as follows:
Reference ID: 6218875
Hammond, Learning by Case Method (376-241)
Research in Motion – Managing Explosive Growth (489-104)
Moet Hennessy Espana (9-408-108)
Bradley Marquez: Reduction in Force (403-005 and 403-007)
McManess & Sucher, The Ritz-Carlton Hotel Company (601-163)
Khurana & Podolny, Sapient Corporation (Abridged) (406-058)
DeLong & Vijayarachavan, Harrah’s Entertainment, Inc. (403-008)
Thomas, Groysberg, & Reavis. Sonoco Products Company (A) (405-009)
Further contact information:
Harvard cases can be purchased at the educational rate from Harvard Business School Publishing. Contact information is as follows:
Phone: 1-800-545-7685 or 617-783-7600 (outside U.S. and Canada)
Fax: 617-783-7666
Email:
Web: http://caseclassroom.hbsp.harvard.edu
Mail: Harvard Business School Publishing
60 Harvard Way
Boston, MA 02163
Evaluation: Each student will be evaluated on the following scale:
A. Participation/Involvement/Case Briefs & Discussions 15%
B. Group: Case Preparation, Presentation & Written Analysis 35%
C. Exam - Readings, textbook(s), essays & case material 35%
D. Book MEMO 15%
TOTAL 100%
Grading Format: For the most part a traditional format of 90-100 A; 80-89 B; 70-79 C; below 70 F is followed. Dr. McMahan may also institute a “natural break” for grading purposes at the end of the term in determining a student’s final grade.
A. Attendance, Participation, Value-Added Discussion Input
Students are required to attend class and participate in a positive, learning manner to classroom discussions. If you are absent from a class meeting please make plans with a fellow student or your case group members to get notes or handouts from the session you miss. A group evaluation of each individual’s contribution may be used at the discretion of Dr. McMahan.
B. Group Case Preparation and Written Analysis & Briefing Sheets
Please read Learning by the Case Method prior to beginning your group case analysis. There is no “one best way” to analyze a case. After reading the above material, design your own process for case analyses. You will most likely improve on your design as your group works through other cases and we discuss them in class. Key Words: well-written, typed, double-spaced, interesting, cover page, creative, and real. The Group analysis should go above and beyond the Case Briefing Sheet to be discussed later in this syllabus. The written analysis is not due until all groups have presented their respective case.
Each group will hand in a written cases analysis of the session they present their assigned case to the class. My expectation is that the case group assigned to a particular case, will present an overview of the case and then engage the class in a discussion of the case. All students should be prepared to discuss the case, but particularly the group or groups assigned to lead a given case.
Groups will be formed on the first full session of class. Once formed, groups should set meeting and information sharing arrangements, task assignments, and completion procedures. Management of the case group process and its output are the responsibility of the group. Task and role assignments, group control functions, and leadership are to be determined by each group. Members of each group should agree early in the term as to the level and quality of acceptable performance of individuals and the group. Dr. McMahan will not intervene in these matters unless extremely significant problems develop within the group. The product must be delivered and the “show must go on.”
Case Briefing Sheets
Students will prepare briefing sheets for the new cases we are using this semester. Each student will complete a case briefing sheet for each new case. Dr. McMahan will advise you on which cases are new for this particular semester. These briefing sheets should be similar in style and format to the attached briefing sheets that are being made available to you at the end of the syllabus.
Additionally, attached to this syllabus are briefing sheets for the other cases. Each briefing sheet provides a list of questions which student will answer during case discussions. If you miss a case discussion, or appear to Dr. McMahan as unprepared, you must provide written answers to the briefing sheet questions as a substitute. Missing more than one case discussion will be detrimental to your final course grade and you must work out the situation with Dr. McMahan.
C. Exam
The exam format will be described in class. Focus primarily on comprehending what you are reading and listening to in class when preparing for the exam.
D. Individual Book Analysis: MEMO TO MANAGEMENT and Book Group Presentation
Assume that you have been selected by your employer to critically evaluate one of the books from the book list. Prepare a two-page (single-spaced, double between paragraphs) MEMORANDUM to management that:
Evaluates and analyzes an important relevant theme from the book. This discussion will provide: What does this book indicate about the issues that will face companies in the future? Do you agree or disagree? Justify. Based on your analysis, how significant are these issues to businesses and organizations? Given the topic of the book and in particular the theme you have selected, to what should leaders be focusing on? Why?
Note: Please be creative! Somehow make the reader pay attention to this topic, theme, idea, and your recommendations. Papers that are just book reports, i.e., merely reporting what was said without significant analysis and applications of relevant theories, frameworks, course ideas, or are simply descriptive is not acceptable graduate level work.
Group Book Presentation
Groups will form around each book. Everyone who has read the same book (book groups) should exchange copies of their individual two-page analyses and integrate their ideas into an interesting, formal 30 minute presentation to the class. The presentation should be a lively and engaging way to convey the important contents of the book, hold the class’s interest and attention, and is professional and polished, as it would be for an executive group. The presentation should briefly summarize the book’s important ideas to convey then to the class. At least half the presentation time should be devoted to questions and answers.
Please provide a group-generated written (one page) summary of the major ideas in the book/presentation for all members of the class.
McMahan’s Spring 2010 HR Book Club List
My selections are made by reviewing popular business press and trade books as well as the occasional classic that might serve for interesting reading based on an analysis of past student interests.
Most all the books are changed prior to each regular semester to keep current, controversial, and stimulating discussions among my students.
Cappelli, Peter, 2008. Talent on Demand: Managing Talent in an Age of Uncertainty. Harvard Business School Press.
Colvin, Geoff, 2008. Talent is Overrated: What Really Separates World-Class Performers from Everybody Else. Portfolio/Penguin Publishers.
Fitz-Enz, Jac. 2010. The New HR Analytics: Predicting the Economic Value of Your Company's Human Capital Investments. AMACOM Publishing.
Schedule of Classes, Cases, Text Readings, Quizzes, and Exercises
The following is a schedule of cases, quizzes, reading assignments, and exercises. While efforts will be made by Dr. McMahan to relate text readings, case discussions, videos, other readings and lectures, the student is ultimately responsible for learning and integrating the course content and completing course requirements.
HR in Alignment and HR Heroes are videos made available by the SHRM foundation. Portions of each video will be shown during several sessions.
Session/Date / Topic / Text Chapter / Case/Exercise/Video / Due1 / Introduction
2 / HR and the Organization / 1 / Form Case
Groups
3 / HR Process / 2 / HR Alignment
HR Heroes
4 / Strategy / 3
5 / Strategic HR / 4 / Sapient / Group _____
6 / HR Analysis / 5 / Research In Motion / Group ______
7
/ Job and Work Design / 6 / Bradley Marquez / Group ____
8 / Talent: Recruit and Select / 8 / Moet / Group _____
9 / Train, Educate, Develop / 9 / Ritz-Carlton / Group ____
10 / Performance Management
Pay & Reward / 10,11,12 / Harrah’s Entertainment / Group _____
11 / Exam Distributed
12 / Book Club Planning Session
(Class will meet briefly) / Book Memo Due
13 / Book Club Presentations / Exam Due / Due
14 / Book Club Presentations / Due
/
Written Case Analysis
No Formal Class / Written Case Analyses
Slide report under door
Room 224 / Due
More on the Course Cases:
Although not designed nor developed together, some attempt has been made to relate the textbook readings with each case. Some chapters may be helpful in analyzing the cases; others may not yield much help. Each case has integrative aspects which we will build upon as we work through the cases.
THE FINE PRINT ………….
THIS SCHEDULE IS SUBJECT TO CHANGE. STUDENTS SHOULD BE FLEXIBLE WITH REGARD TO CHANGES. THE READING TOPIC FOR THE SESSION DOES NOT NECESSARILY CORRESPOND TO THE OTHER SUBJECTS WE COVER IN CLASS. READING AND COMPREHENSION IS THE RESPONSIBILITY OF THE STUDENT OUTSIDE OF THE CLASSROOM.
Gary C. McMahan, Ph.D.
PROFESSIONAL BIOGRAPHY
Dr. Gary C. McMahan is an Associate Professor of Strategic Human Capital and Organization Ethics in Management at The University of Texas at Arlington. Before joining UTA, he was a Research Assistant Professor for the Center for Effective Organizations at the University of Southern California. His Ph.D. in Management is from Texas A&M University, his M.B.A. with a concentration in Human Resource Management is from The George Washington University in Washington D.C., and his B.S. in Public Administration and Public Policy is from Oakland University in Rochester, Michigan.
Dr. McMahan's primary research interest is on the strategic role of human capital in organizations. He has published over 40 journal articles, proceedings, monographs, and book chapters. Gary serves on the Editorial Board of the Journal of Applied Behavioral Science. His research has been published in premier management journals including: The Academy of Management Journal, Journal of Management, Journal of Applied Psychology, Personnel Psychology, Human Resource Management, International Journal of Human Resource Management, Human Resource Planning Journal, Organizational Behavior and Human Decision Processes, Journal of Organization Change Management, Group and Organization Management, Journal of Managerial Issues, Research in Organization Change and Development, Human Resource Management Review and The Journal of Business Ethics..
Dr. McMahan was the co-developer and faculty advisor for the Society for Human Resource Management Annual Human Resource Strategy Leadership Development Program administered by the Office of Executive Development at University of Southern California and conducted nationally from 1995-2000. Human resource executives from around the world attended the week-long program.
Additionally, Gary has had extensive work and consulting experience including almost a decade of employment with General Motors Corporation in both Flint and Pontiac, Michigan in various managerial positions in purchasing, traffic, production scheduling, human resources and inventory control. Dr. McMahan was certified by CQI in quality processes and trained over 1000 General Motors managers in defect prevention. Prior to taking a leave from General Motors, he served as an internal organization development consultant and part of the change team with McKinsey & Company who assisted the merger of AC Spark Plug and Rochester Products Division that created the AC Rochester Division - Delphi.