| 授業名 | HUMAN RESOURCE MANAGEMENT |
|---|---|
| Course Title | HUMAN RESOURCE MANAGEMENT |
| 担当教員 Instructor Name | 許 佑旭（Yu-Hsu Sean Hsu） |
| コード Couse Code | NUC277_N18A |
| 授業形態 Class Type | |
| 単位 Credits | |
| 言語 Language | EN |
| 学位 Degree | BSc |
| 開講情報 Terms / Location | 2018 UG Nisshin Spring |
授業の概要 Course Overview
Misson Statementとの関係性 / Connection to our Mission Statement
授業の目的（意義） / Importance of this course
Human Resource Management (HRM) is a module which provides students with insights into how an economic organisation’s competitive advantages can be yielded from and maintained by the effective management of a firm’s human resources. Key issues and contemporary problems associated with HRM will be explored and discussed. Case studies are employed in class as they not only serve as a platform for mutual learning amongst students in an educational setting, but they also enable students to apply theories/models learnt from the module and equip them with sound analytical skills which will have a significant impact on their future career.
到達目標 / Achievement Goal
本授業の該当ラーニングゴール Learning Goals
*本学の教育ミッションを具現化する形で設定されています。
LG1 Critical Thinking
LG2 Diversity Awareness
LG3 Ethical Decision Making
LG4 Effective Communication
LG2 Diversity Awareness
LG3 Ethical Decision Making
LG4 Effective Communication
受講後得られる具体的スキルや知識 Learning Outcomes
By the end of the module, students should be able to:
a) Discuss the key concepts and theory associated with HRM.
b) Demonstrate a clear understanding of the complex issues and challenges regarding HRM embedded in contemporary economic organisations.
c) Utilise the knowledge and skills learnt in the module to enable them to successfully achieve their personal goals in the organisation as well as to increase organisational performance at the same time.
a) Discuss the key concepts and theory associated with HRM.
b) Demonstrate a clear understanding of the complex issues and challenges regarding HRM embedded in contemporary economic organisations.
c) Utilise the knowledge and skills learnt in the module to enable them to successfully achieve their personal goals in the organisation as well as to increase organisational performance at the same time.
教育手法 Teaching Method
| 教育手法 Teaching Method | % of Course Time | |
|---|---|---|
| インプット型 Traditional | 5 % | |
| 参加者中心型 Participant-Centered Learning | ケースメソッド Case Method | 95 % |
| フィールドメソッド Field Method | 0 % | 合計 Total | 100 % |
事前学修と事後学修の内容、レポート、課題に対するフィードバック方法 Pre- and Post-Course Learning, Report, Feedback methods
Students are expected to form groups of 3–4 students (the group size may change depending on the total enrollment of the class) to submit a group case report after the group presentation. Each case report should be at least 2,000 words. Reports less than 2,000 words will receive 0 points.
Reports will be returned to students with comments.
Reports will be returned to students with comments.
授業スケジュール Course Schedule
Week1 Introduction
Week2 Personnel Selection
Week3 Staffing the Organisation: A Cross-Cultural Perspective
Week4 Remuneration and Reward
Week5 Motivation
Week6 Managing the Existing Workforce: Bridging the Generation Gap
Week7 Knowledge Management and HRM
Week8 Expatriate
Week9 Gender and HRM
Week10 Developing the Human Resource
Week11 National Culture and HRM
Week12 Organisational Culture and HRM
Week13 Small and Medium Sized Enterprise and HRM
Week14 Group Presentation
Week2 Personnel Selection
Week3 Staffing the Organisation: A Cross-Cultural Perspective
Week4 Remuneration and Reward
Week5 Motivation
Week6 Managing the Existing Workforce: Bridging the Generation Gap
Week7 Knowledge Management and HRM
Week8 Expatriate
Week9 Gender and HRM
Week10 Developing the Human Resource
Week11 National Culture and HRM
Week12 Organisational Culture and HRM
Week13 Small and Medium Sized Enterprise and HRM
Week14 Group Presentation
成績評価方法 Evaluation Criteria
*成績は下記該当項目を基に決定されます。
*クラス貢献度合計はコールドコールと授業内での挙手発言の合算値です。
Students are strongly encouraged to participate proactively in class discussions.
*クラス貢献度合計はコールドコールと授業内での挙手発言の合算値です。
| 講師用内規準拠 Method of Assessment | Weights |
|---|---|
| コールドコール Cold Call | 25 % |
| 授業内での挙手発言 Class Contribution | 25 % |
| クラス貢献度合計 Class Contribution Total | 50 % |
| 予習レポート Preparation Report | 0 % |
| 小テスト Quizzes / Tests | 0 % |
| シミュレーション成績 Simulation | 0 % |
| ケース試験 Case Exam | 0 % |
| 最終レポート Final Report | 20 % |
| 期末試験 Final Exam | 30 % |
| 参加者による相互評価 Peer Assessment | 0 % |
| 合計 Total | 100 % |
評価の留意事項 Notes on Evaluation Criteria
Reports are expected to be submitted before the deadline. Late submission will NOT be accepted and will result in a score of zero. Note that these are strict rules with no exceptions.Students are strongly encouraged to participate proactively in class discussions.
使用ケース一覧 List of Cases
- 「Development of a Multinational Personnel Selection System」、907C41、Richard Ivey School of Business
- 「HCM Beverage Company」、98C003、Richard Ivey School of Business
- 「Assessing Hong Kong's Human Resources in Its Transition to A Knowledge-Based Economy」、HK1121、The University of Hong Kong
- 「Olly Racela in Bangkok 」、904C10、Richard Ivey School of Business
- 「Mabuchi Motor Co., Ltd.」、98M034、Richard Ivey School of Business
- 「Malaysia's Herbaline Facial SPA: A Human Resource Strategy for Growing a Startup 」、NTU069、Nanyang Business School
教科書 Textbook
- n/a「n/a」n/a（n/a）
参考文献・資料 Additional Readings and Resource
Bach, S. and Sission, K. (eds.) (2000) Personnel Management: A Comprehensive Guide to Theory and Practice. Oxford: Blackwell.
Chartered Institute of Personnel and Development (CIPD) (2009) Employee Relations: An Overview. Available at http://www.cipd.co.uk/subjects/empreltns/general/emprelsovr.htm.
Kang, S. Morris, S. and Snell, S. (2007) “Relational archetypes, organizational learning, and value creation: extending the human resource architecture”, Academy of Management Review, 32(1): 236-256.
Kaufman, B. (ed.) (2014) The Development of Human Resource Management across Nations: Unity and Diversity. Gloucestershire: Edward Elgar.
Legge, K. (1995) Human Resource Management: Rhetorics and Reality. Basingstoke: Macmillan Business.
Mouer, R. and Kawanishi H. (2005) A Sociology of Work in Japan. Cambridge: Cambridge University Press.
Noe, R. A., Hollenbeck, J., Gerhart, B. and Wright, P. M. (2015) Fundamentals of Human Resource Management, 6 Edition. New York: McGraw-Hill Education.
White, G. and Druker, J. (eds.) (2000) Reward Management: A Critical Text. London: Routledge
Chartered Institute of Personnel and Development (CIPD) (2009) Employee Relations: An Overview. Available at http://www.cipd.co.uk/subjects/empreltns/general/emprelsovr.htm.
Kang, S. Morris, S. and Snell, S. (2007) “Relational archetypes, organizational learning, and value creation: extending the human resource architecture”, Academy of Management Review, 32(1): 236-256.
Kaufman, B. (ed.) (2014) The Development of Human Resource Management across Nations: Unity and Diversity. Gloucestershire: Edward Elgar.
Legge, K. (1995) Human Resource Management: Rhetorics and Reality. Basingstoke: Macmillan Business.
Mouer, R. and Kawanishi H. (2005) A Sociology of Work in Japan. Cambridge: Cambridge University Press.
Noe, R. A., Hollenbeck, J., Gerhart, B. and Wright, P. M. (2015) Fundamentals of Human Resource Management, 6 Edition. New York: McGraw-Hill Education.
White, G. and Druker, J. (eds.) (2000) Reward Management: A Critical Text. London: Routledge
授業調査に対するコメント Comment on Course Evaluation
初年度担当科目
担当教員のプロフィール About the Instructor
Professor Dr. Yu-Hsu Sean Hsu joined NUCB in April 2018 after 9 years as Assistant Professor (2009-2014) and Associate Professor (2014-2018) at Meiji University. He obtained his B.B.A. from Meiji University, and both his M.A. (in Organisation Studies) and Ph.D. from Warwick Business School, UK. His research interests include multinational firms, comparative capitalism, gender, and family businesses. Sean has held positions at the University of London (SOAS), the University of Wales, the University of Oxford, the University of Tsukuba, International University Japan and Rikkyo University.
Refereed Articles
- (2018) A Cross-national Study of Country-of-Origin (COO) in Services Industries: Comparing and Validating the COO Model-Grants-in-Aid for Scientific Research-JSPS. Grants-in-Aid for Scientific Research - JSPS
- (2014) Revisiting the Issues Regarding the Inheritance System in the Chinese Family Business. World Journal of Social Sciences 4(2):
Refereed Proceedings
- (2018). A Scale for Measuring the Country-of-origin Effect on Perceived Value in Service Industries. 2018 INFORMS Marketing Science Conference Proceedings .INFORMS Marketing Science Conference . 1. 3. Fox School of Business, Temple University, Pennsylvania , USA
- (2018). Family Business Succession: Evidence from Taiwan. The Japan Society for Business Succession .The Japan Society for Business Succession. 1. 2. NUCB Business School, Nagoya, Japan
- (2016). A Cross-sectional Multi-Country Study of Country-of-Origin (COO) in Services Industries. 42nd EIBA Annual Conference proceedings .European International Business Association. 1. 3. WU Vienna, Austria
- (2015). Professionalization and the Role of Women: An Exploratory Study of Family-Owned Firms in Taiwan. The Macrotheme International Conference .The Macrotheme International Conference. 1. 2. Rome, Italy
- (2015). The Moderating Role of Country-of-Origin (COO) Acts in the Customer-perceived Value Model. INFORMS_Marketing Science Conference Proceedings .INFORMS_Marketing Science Conference. 1. 3. Carey Business School, Johns Hopkings University, USA