Insegnamento a.a. 2005-2006

Obiettivi formativi del corso

Programma sintetico del corso

• Risorse umane e vantaggio competitivo
• La gestione strategica delle risorse umane
• Le basi comportamentali per la gestione delle risorse umane: competenze e motivazione
• Il ruolo della linea e della direzione risorse umane
• People management: un sistema integrato
• Ricerca e selezione dei collaboratori
• Valutazione dei collaboratori
• Ricompensa dei collaboratori: dal salario alla  total compensation
• Analisi, valutazione e sviluppo delle competenze
• Carriera e sviluppo

Descrizione dettagliata delle modalità d'esame

Per i frequentanti

• Esame scritto finale sul testo di riferimento, sulle lezioni e su tutti i materiali utilizzati in aula: 60%;
• Lavoro di gruppo di analisi e discussione di un caso: 15%;
• Lavoro individuale: 25%.

Per i non frequentanti
Esame in forma scritta negli appelli ufficiali sui due testi di riferimento.

Testi d'esame

Per i frequentanti

• Dispensa del corso 8034 People management, classi 1-2-3, Il Pellicano, a.a. 2005/06
• Tutti i materiali utilizzati in aula e disponibili su Learning Space (LS)

Per i non frequentanti

• P. BOXALL,  J. PURCELL, Strategy and Human Resource Management, Palgrave, 2003.
• G. COSTA, Economia e direzione delle risorse umane, Utet, 2003.

Course Objectives

"People are the enduring sources of competitive advantage. People are our most important asset". Since many years, managers professionals and academics exclaim these words which risk to sound more as managerial rhetoric than organizational practice. The main objectives of this course is to understand the meaning of these words and, most important, to learn how it is possible, in practice, to manage people so that they really become the stable sources of competitive advantage. In the course we analyse human resource management systems from both the line and the personnel  direction perspective which together work to align organizational culture, strategy and human resources management practices.

Course Content Summary

All managers need to appreciate the value of effective management of human resources. Human capital is a unique source of intellectual capital, and is also the lever through which firm operational tactics and strategies are implemented. The better you manage your people, the better your organization performs, in terms of sales, and in terms of the bottom line. Complicating this neat relationship is the fact that people are not machines, they have needs, values, and emotions, and the ethics of management imply that employees must be treated with fairness and dignity. This course draws your attention to the latest thinking on acquiring and developing people, as well as how to align your people strategies with your business strategy.
This course examines all of the diverse influences on the management of people, including the social, ethical, and legal environment; diversity in the work place; national and organizational culture; and business strategy. We will discuss the various technologies used to acquire, monitor, develop and reward employees. Specific practices addressed include planning, job analysis, employee recruitment and selection, performance evaluation, compensation management, training and development and managing the HR function through the use of HR metrics.

Detailed Description of Assessment Methods

Attending students

• In class case analysis, partial exam   30%
• Individual assignment  40%
• Final exam 30%

Assignments
Each week will include a short lecture, a class discussion of the readings, and a case analysis, in addition we will view the occasional video and engage in experiential exercises. The in-class case analysis (30% of grade) will be conducted in groups. To prepare you will need to have thoroughly read the case prior to class, and made notes according to the system introduced in class session 1b ‘Introduction to Case analysis'.  

In class you will work in small groups (randomly assigned at the beginning of the course) to develop answers to the assigned questions. Each week I will randomly pick on groups to answer specific questions. The quality of the answer will go towards a group grade for the class. Credit will be offered to any and all groups offering constructive, high quality contributions to the in-class discussion.  

A major project for the semester will be an individual case analysis (40% of grade). This will represent your own analysis, ideas and writing. It should be conducted and prepared by you as an individual. Please note that it is very easy to see when two or more people have worked together on something and this will detract from your grade. Do original work, present your own ideas, invoke ideas learned from this class, and present them in a creative, but professional way.

The final exam (30% of grade) will be a written response to one or more mini-case scenarios.

Non attending students

• Assignemets
• 1 comprehensive written exam

Textbooks

Attending students

• J. N. BARON, DAVID M. KREPS, Strategic Human Resources: Frameworks for General Managers, Stanford Univ. and Tel Aviv Univ. ISBN: 0-471-07253-2
• Case book

Non attending students

Plus the following additional readings:

• ULRICH, D. & LAKE, D. (1991), Organizational capability: creating competitive advantage. Academy of Management Executive, 5 (1), 77-92.
• J. PFEFFER, (1995). Producing sustainable competitive advantage through the effective management of people. Academy of Management Executive, 9 (1), 55-72
• A.J. RUCCI, KIRN, S.P., & R.T. QUINN, (1998). The employee-customer-profit chain at Sears. HBR OnPoint Article (PN 3537).
• ROBERTS (1993). HBR Note of the hiring and selection process. HBS 9-393-093
• D.E. BOWEN, G.E. LEDFORD, B.R. NATHAN,  (1991), Hiring for the organization, not the job. Academy of Management Executive, 5 (4), 35-51.
• O.BEHLING, (1998). Employee selection: will intelligence and conscientiousness do the job? Academy of Management Executive, 12 (1), 77-86.
• SCOTT, S.G. & EINSTEIN, W.O. (2001), Strategic performance appraisal in team-based organizations: One size does not fit all. Academy of Management Executive, 15 (2), 107-116.
• Beer, M. (1997). HBS Note: Conducting a performance appraisal interview. HBS 9-497-058.
• DENISI, A. & KLUGER, A.N. (2000). Feedback effectiveness: Can 360-degree appraisals be improved? Academy of Management Executive, 14 (1), 129-139.
• ROSEN, C. & QUARREY, M. (1987). How well is employee ownership working? Harvard Business Review, Sept-Oct., 4-7.
• KOHN, A. (2002). Why incentive plans cannot work. HBS OnPoint PN 2799.
• ZEHNDER, E. (2001). A simpler way to pay. HRB OnPoint PN 6765.
• GROSSMAN, W. & HOSKISSON, R.E. (1998). CEO pay at the crossroads of Wall Street and Main: Toward the strategic design of executive compensation. Academy of Management Executive, 12 (1), 43-57.
• PORATH, C. (1999). Examining human resource options: Does investment in employees pay off? Academy of Management Executive.
• TICHY, N.M. (1989). G.E.'s Crotonville: A staging ground for corporate revolution. Academy of Management Executive,  3 (2), 99-106.
• WIGGENHORN, W. (1990). Motorola U: When training becomes an education. Harvard Business Review, July-August, 71-81.
• MISHRA, K.E., SPREITZER, G.M., & MISHRA, A.K. (1998). Preserving employee morale during downsizing. Sloan Management Review, 39 (2), 83-95.
• PERKINS, D.S. (1987). What can CEOs do for displaced workers? Harvard Business Review, Nov-Dec, 90-93.
• W.F. CASCIO,  (2002). Strategies for responsible restructuring. Academy of Management Executive, 16 (3), 80-91.