| 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 | NUC416_N25A |
| 授業形態 Class Type | 講義 Regular course |
| 授業形式 Class Format | On Campus |
| 単位 Credits | 2 |
| 言語 Language | EN |
| 科目区分 Course Category | 専門教育科目 / Specialized Subject |
| 学位 Degree | BBA |
| 開講情報 Terms / Location | 2025 UG Nisshin Term1 |
授業の概要 Course Overview
Misson Statementとの関係性 / Connection to our Mission Statement
Aligned with NUCB's mission, this course aims to develop innovative and ethical leaders with a ‘Frontier Spirit’ equipped to manage human resources effectively in response to contemporary global challenges.
授業の目的（意義） / Importance of this course
This course aims to equip students with fundamental knowledge of human resource management (HRM), including its meaning, scope, objectives, and key functions and practices. It also provides insights into how to become a competent and ethical HR professional. Overall, the course is designed to raise students' awareness of the critical role of the human element in organizations and how a well-designed HRM system can drive organizational competitive advantage.
到達目標 / Achievement Goal
By participating in this course, students will deepen their understanding of key areas in HRM, including talent attraction and recruitment, workforce diversity, training and development, performance and compensation management, employment termination, workplace harassment, and employee retention.
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
LG6 Managerial Perspectives (BBA)
LG2 Diversity Awareness
LG3 Ethical Decision Making
LG4 Effective Communication
LG6 Managerial Perspectives (BBA)
受講後得られる具体的スキルや知識 Learning Outcomes
1. Analyze and evaluate the role of HRM in the strategic management and operations of business organizations.
2. Identify the core components of an organizational HRM system and explain their interconnections.
3. Define the key competencies required to be an effective HR professional in the modern business environment.
2. Identify the core components of an organizational HRM system and explain their interconnections.
3. Define the key competencies required to be an effective HR professional in the modern business environment.
SDGsとの関連性 Relevance to Sustainable Development Goals
Goal 8 働きがいも経済成長も（Decent Work and Economic Growth）
教育手法 Teaching Method
| 教育手法 Teaching Method | % of Course Time | |
|---|---|---|
| インプット型 Traditional | 20 % | |
| 参加者中心型 Participant-Centered Learning | ケースメソッド Case Method | 80 % |
| 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 advised to allocate a minimum of 3 hours for preparation per case.
Students are required to complete a case exam on the final day of the course. A laptop computer is necessary for taking the case and submitting the answers. Individual feedback on the case exam performance will be provided through an electronic feedback form.
Students are required to complete a case exam on the final day of the course. A laptop computer is necessary for taking the case and submitting the answers. Individual feedback on the case exam performance will be provided through an electronic feedback form.
授業スケジュール Course Schedule
第1日（Day1）
Small group discussion and class discussionTheme: Talent attraction / Recruitment / Job design
Main contents:
In the first class, students will analyze the Banff Aspen Lodge: Staffing for Success case, focusing on talent management, recruitment, and job design in the hospitality industry. The case highlights the challenges of staffing in a tight labor market with a transient workforce. Students will explore how to develop effective hiring criteria, evaluate candidates for cultural fit and customer service excellence, and design roles that align with organizational goals. They will also reflect on recruitment strategies, selection processes, and the importance of job design in ensuring both short-term operational success and long-term employee retention.
●使用するケース
Banff Aspen Lodge: Staffing for Success (Product ID: W19218 / Publisher: IVEY)第2日（Day2）
Small group discussion and class discussionTheme: Diversity, equity, and inclusion
Main contents:
In the second class, students will analyze the Schneider Electric case, focusing on diversity, equity, and inclusion (DEI) in the workplace. The case traces Schneider Electric's 15-year journey to embed DEI into its organizational culture, showcasing real-world challenges and strategies. Students will explore the benefits and barriers of DEI, examine how gender diversity evolved into broader inclusion practices, and reflect on decision-making dilemmas related to equity and fairness. Through this case, students will gain a deeper understanding of how inclusive practices can drive innovation and employee well-being while confronting real-world complexities in leadership and HR management.
●使用するケース
DEI at Schneider Electric: From "Why" to "How" (Product ID: CB0255 / Publisher: CEIBS)第3日（Day3）
Small group discussion and class discussionTheme: Training and development
Main contents:
In the third class, students will analyze the VA Tech Wabag case, focusing on training and development through two distinct approaches: strengths-based and competency-based development. The case highlights the challenges of balancing these approaches for capability building within an organization. Students will explore how to identify and leverage individual strengths while addressing competency gaps, assess the role of competency frameworks, and understand how training needs analysis can drive strategic talent development. This case provides practical insights into aligning individual potential with organizational capability for sustainable growth.
●使用するケース
Capability Development for Growth: Leverage Strengths or Build Competencies at VA Tech Wabag? (Product ID: IMB 857 / Publisher: IIMB)第4日（Day4）
Small group discussion and class discussionTheme: Performance and compensation management
Main contents:
In the fourth class, students will analyze the Yuanbo Education Group case, focusing on performance and compensation management. The case highlights the challenges of balancing base salary, performance-based bonuses, and equity in compensation structures. Students will explore issues such as pay discrepancies, perceived fairness, and the motivational impact of compensation design. Using theories like Expectancy Theory, Equity Theory, and Social Comparison Theory, they will critically assess how different compensation strategies influence employee behavior and organizational performance. This case provides practical insights into aligning compensation with business strategy while maintaining employee morale and engagement.
●使用するケース
Their Grass is Greener! Pay Conflict at Yuanbo Education Group (Product ID: W19176 / Publisher: IVEY)第5日（Day5）
Small group discussion and class discussionTheme: Termination / Layoff
Main contents:
In the fifth class, students will analyze the Rogers Stirk Harbour + Partners video case, focusing on termination and layoff processes. The case provides a real-world scenario where students must navigate the challenges of making layoff decisions while balancing business needs, employee well-being, and organizational values. They will explore the planning, decision-making, and aftermath of layoffs, assessing strategies to minimize negative impacts. Through this interactive case, students will develop practical skills in managing sensitive HR situations, communicating difficult decisions, and ensuring fairness and transparency in termination processes.
●使用するケース
Rogers Stirk Harbour + Partners (Product ID: I0033E / Publisher: IEBS)第6日（Day6）
Small group discussion and class discussionTheme: Workplace harassment / Employee voicing
Main contents:
In the sixth class, students will analyze the She Grabbed His What? case, focusing on workplace harassment and employee voicing. This case presents a challenging situation in which a young manager must address an unexpected harassment complaint in a unionized environment. Students will explore the complexities of sexual harassment, including legal definitions, power dynamics, and the importance of thorough investigation before taking action. They will also reflect on the challenges of managing employee complaints, building trust, and fostering an inclusive workplace culture where employees feel safe to voice concerns.
●使用するケース
She Grabbed His What? A Personnel Manager's Dilemma - Case A (Product ID: NA0558 / Publisher: NACRA)She Grabbed His What? A Personnel Manager's Dilemma - Case B (Product ID: NA0560 / Publisher: NACRA)
第7日（Day7）
Case examTheme: Employee retention
Main contents:
In the seventh and final class, students will take an in-class case exam that challenges them to synthesize their learning from the entire course. The case centers on a critical human resource management issue requiring a strategic response. Students will draw on their knowledge of talent attraction, job design, performance management, compensation, training and development, and workplace culture to develop solutions. This comprehensive assessment will test their ability to analyze real-world HR challenges and propose actionable strategies, with a particular focus on employee retention.
●使用するケース
National Pharmaceuticals: The Art of Employee Retention (Product ID: W20019 / Publisher: IVEY)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。
*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 | 70 % |
| クラス貢献度合計 Class Contribution Total | 70 % |
| 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 | 30 % |
| 最終レポート Final Report | 0 % |
| 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
Preparation before class and active participation in both small-group and open-class discussion is expected. The final case will be graded by the comprehensiveness and depth of the content.教科書 Textbook
- Nil「Nil」Nil（Nil）
参考文献・資料 Additional Readings and Resource
There is no set textbook for this course, but students can refer to an open-source textbook by the following weblink:
Human Resource Management
https://open.lib.umn.edu/humanresourcemanagement/
Additional readings and videos will be distributed and shown in class.
Human Resource Management
https://open.lib.umn.edu/humanresourcemanagement/
Additional readings and videos will be distributed and shown in class.
授業調査に対するコメント Comment on Course Evaluation
Class discussion will follow a more structured and theoretically-based manner as suggested by previous participants.
担当教員のプロフィール About the Instructor
Kuok Kei (Eddie) Law is a Professor of Management at NUCB Business School. He earned his PhD from City University of Hong Kong. His primary research interests focus on knowledge management and human resource management. His work has been published in leading international journals, including European Management Journal, Human Resource Management Review, Journal of Knowledge Management, and Work, Employment & Society. Eddie’s research received Best Paper and Research Awards in 2013 and 2016, respectively. At NUCB, he has been honored with Teaching Awards for four consecutive academic years (2020/21–2023/24) and a Research Award for the 2020/21 and 2024/25 academic years.
（実務経験 Work experience）
Prior to joining NUCB, Eddie worked at the Open University of Hong Kong, where he began his academic career and progressed rapidly from Assistant Lecturer to Lecturer, and eventually to Assistant Professor over his nine-year tenure. He has extensive experience teaching business management courses at both undergraduate and postgraduate levels, as well as supervising research projects and dissertations.
Refereed Articles
- (2024) ‘I am a Scaffolder’: Constructing Safety Knowledge and Machismo in ‘Dirty Work’. Work, Employment and Society
- (2024) Integrating the adapted UTAUT model with moral obligation, trust and perceived risk to predict ChatGPT adoption for assessment support: A survey with students. Computers and Education: Artificial Intelligence 6 2666-920X
- (2023) What Is Next? The Longer-Term Managerial Challenges following COVID-19. Sustainability 15(18):
- (2023) The effect of short-term performance fluctuations on long-term performance: evidence from the English Premier League. Team Performance Management 29(1/2): 1352-7592
- (2022) Application of learning organization 2.0: a case study of Ricoh Ena Forest Japan. The Learning Organization
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). 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
- (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