シラバス Syllabus

授業名 Human Resources Management
Course Title Human Resources Management
担当教員 Instructor Name Kuok Kei Law
コード Couse Code NUC407_N20A
授業形態 Class Type 講義 Regular course
授業形式 Class Format
単位 Credits 2
言語 Language EN
科目区分 Course Category
学位 Degree BBA
開講情報 Terms / Location 2020 UG Nisshin Term1

授業の概要 Course Overview


The course aims to equip students with fundamental knowledge of human resources management (HRM) – its meaning and scope, its objectives, and its basic functions and practices. It also gives ideas to students on how to work as a competent and ethical HR professional. Overall, the course is designed to arouse students’ awareness on the importance of the human aspect of organization and how organizational competitive advantage can be derived from nice design of organizational HRM system. 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 class and equip them with sound analytical skills which will have a significant impact on their future career.

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

受講後得られる具体的スキルや知識 Learning Outcomes


1. Examine and evaluate the role of HRM in the strategic pursuit and operation of business organizations.
2. Outline the basic components of organizational HRM system and explain their linkages.
3. Establish the criteria to be a competent HR professional in modern business environment.

SDGsとの関連性 Relevance to Sustainable Development Goals

教育手法 Teaching Method

教育手法 Teaching Method % of Course Time
インプット型 Traditional 10 %
参加者中心型 Participant-Centered Learning ケースメソッド Case Method 90 %
フィールドメソッド Field Method 0 %
合計 Total 100 %

学習方法、レポート、課題に対するフィードバック方法 Course Approach, Report, Feedback methods

Students are expected to study each case and prepare their own insights to the assignment questions. The class is based on open discussions and students are facilitated to exchange their opinions with their classmates. During the open discussions, students are expected to think flexibly and adjust their opinions. No specific comment will be given to each student’s opinion, but students will know if their opinions are appreciated by listening to their classmates’ feedback.

Students do not need to submit any written reports in the usual classes. Rather, they are expected to share their opinions verbally to the class. They need to submit a final report one week after the completion of the course. More details about the final report will be given in due course.

授業スケジュール Course Schedule

第1日(Day1)

Theme: A system’s perspective of HRM
The first class introduces students to a system’s perspective of HRM. HRM is never a standalone function of an organization; instead it is closely linked and interdependent with other organizational functions and features. When employees are not performing, should the blame be always put on HRM, or is it a signal of other organizational problems occurring? Students will conduct analysis and debates surrounding this question based on the chosen case.


●使用するケース
Non-performing Employees: Whose Fault Is It – Selection Committee, Organisational Systems or Individual Incapability?

第2日(Day2)

Theme: Global HRM
The second class brings a global perspective of HRM to students. Through discussions of two short cases, students will analyze some potential challenges in global HRM. Specifically, the cases highlight the critical issues of organizational language and expatriation.


●使用するケース
(i) Arcelormittal, SA: English Language Training for Global Competitiveness
(ii) Expatriate management at Astrazeneca

第3日(Day3)

Theme: Attracting talent
The third class examines some of the innovative ways companies attempt to attract young talent. Specifically, students will discuss and evaluate the pros and cons of using social media platforms and gamification to attract young talent. Characteristics and demands of the young talent per se as well as the global challenge of talent shortage will also be examined.


●使用するケース
Beyond resumes: Marriott Using Gamification to Recruit Top Talent in Hospitality

第4日(Day4)

Theme: Training and development
The fourth class discusses a training dilemma faced by a global fast food company so as to arouse students’ awareness on and enhance their understanding of appropriate design of organizational training programmes. The case provides students with a global perspective on training and development, highlighting some of the cultural and social issues in it.


●使用するケース
Training Dilemma at Hardee’s

第5日(Day5)

Theme: Performance management
The fifth class facilitates students to critically analyze how organizations can design effective performance appraisal (PA) and performance management (PM) systems, while taking into consideration ethical issues in managing people. The case also demonstrates how PA and PM systems relate to other HR domains.


●使用するケース
Ouch! When performance management hurts: Gregory Anderson and the Yahoo controversy

第6日(Day6)

Theme: Labor relations
The sixth class highlights the issue of labor relations in HRM. It deals with how companies handle employee disputes and thus maintain a long-term and harmonious cooperative relationship with their employees. The discussion case adds complexity to such an issue: managing cross-cultural labor relations.


●使用するケース
Doing it the Toyota Way in India? Managing Unsettled Labor Relations at the Toyota Subsidiary in India

第7日(Day7)

Theme: Workplace discrimination and harassment
The seventh class discusses the more controversial issue of workplace discrimination and harassment. Students will examine the conditions causing workplace discrimination and harassment, analyze the business and moral considerations behind it, and propose ways to mitigate chances of hostile work environment. Through the discussion, students will also be able to understand the multi-dimensional nature of the HR job as well as the multi-dimensional skills needed to perform such a job.


●使用するケース
But It Was With My Wife: Failing to Address After-hours Workplace Indiscretions

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。
講師用内規準拠 Method of Assessment Weights
コールドコール Cold Call 0 %
授業内での挙手発言 Class Contribution 30 %
クラス貢献度合計 Class Contribution Total 30 %
予習レポート Preparation Report 0 %
小テスト Quizzes / Tests 30 %
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 40 %
期末試験 Final Exam 0 %
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

使用ケース一覧 List of Cases

    ケースは使用しません。

教科書 Textbook

  • [Author removed at request of original publisher]「Human Resource Management (https://open.lib.umn.edu/humanresourcemanagement/)」University of Minnesota Libraries Publishing(2016)978-1-946135-11-7

参考文献・資料 Additional Readings and Resource

Relevant business articles / video clips / notes will be distributed on occasional basis.

授業調査に対するコメント Comment on Course Evaluation

Nil

担当教員のプロフィール About the Instructor 


Dr. Law is an Associate Professor in the area of management at NUCB Business School. He gained his PhD from City University of Hong Kong. His research interests include knowledge management and human resource management. His work has been published in book, book chapter and international referred journals such as European Management Journal, Human Resource Management Review, and Journal of Knowledge Management. Two of his co-authored research articles won best paper and research awards in 2013 and 2016 respectively. At his current university, Dr. Law received Outstanding Teaching Award and Teaching Award for the academic years 2020/21 and 2021/22 at the Undergraduate School and also received Research Award for 2020/21 at the Business School.

(実務経験 Work experience)


Prior to joining NUCB, Dr Law worked at the Open University of Hong Kong, where he started his academic career and rose quickly from Assistant Lecturer to Lecturer to Assistant Professor during his nine years of tenure. He has extensive experiences in delivering business management courses at both the undergraduate and postgraduate levels as well as supervising research and dissertations.

Refereed Articles

  • (2022) Application of learning organization 2.0: a case study of Ricoh Ena Forest Japan. The Learning Organization
  • (2021) Online or Offline? Coaching Media as Mediator of the Relationship between Coaching Style and Employee Work-related Outcomes. Australian Journal of Management
  • (2020) Sustainable HRM: An extension of the paradox perspective. Human Resource Management Review
  • (2020) Knowledge Creation for Whom?. NUCB Insight 9
  • (2020) Do film festivals attract tourists?. Current Issues in Tourism

Refereed Proceedings

  • (2017). Knowledge appropriation, justice climate and performance management - A theoretical framework. Proceedings of the British Academy of Management 2017 Conference .British Academy of Management 2017 Conference. 1. 3. University of Warwick
  • (2016). Exploring employees' communication behaviors in knowledge sharing: A hierarchal perspective. Proceedings of the 81st Annual Conference of the Association for Business Communication .The 81st Annual Conference of the Association for Business Communication. 1. 3. Albuquerque, New Mexico
  • (2016). Tacit knowledge management of firefighters: An exploratory study on the fire service department in Hong Kong. Proceedings of the 8th International Conference on Innovation and Knowledge Management in Asia Pacific .The 8th International Conference on Innovation and Knowledge Management in Asia Pacific. 1. 3. Ariston Hotel, Kobe






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