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A. Purpose
The purpose of the course is to develop the students skills to assess the role and processes of Human
Resource Management (HRM) as a tool to design and implement the organisations strategy. This is
done through their experience with organisations, analysis of conceptual models, empirical evidence and
the intervention tools available in the HRM literature.
Learning Goals
1. To analyse the organisations HRM policies and practices based on fieldwork carried out by students,
in order to identify the activities developed in each of the HRM subsystems.
2. To compare the HRM practices from the client organisation and their effects on the people and
business development with the theoretical HRM approaches and class discussions. To recognize how
these practices are implemented in Chile.
3. To judge the value of the HRM practices in the organisations in a report, highlighting the strengths
and weaknesses of their strategy implementation.
4. To design and develop an action plan for an organisation that could help increase the value that the
HRM practices add to the design and implementation of its business strategy.
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B. Knowledge, Resources and Contents
THROUGHOUT ALL LEARNING GOALS
FIELDWORK ON ORGANISATIONS
Prepare the visit to the organisation (E.g. questions to be asked, information on the web, research in
the literature about the challenge to be analysed).
Relevant information to be collected.
Data collection techniques: interviews, participant observations, relevant personnel records,
company archives, surveys, etc.
Appropriate use of language, to follow the organisations dress code and professional attitude.
LEARNING GOAL 1
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4. PERFORMANCE MANAGEMENT
4.1. Models of job performance
a. Dimensions and critical factors
4.2. Performance assessment
a. Goals and criteria
b. Methods and biases
c. Descendant assessment
d. Ascendant assessment and 360 feedback
e. Performance appraisal feedback
4.3. Performance management cycle: Goals/ Relevance
5. COMPENSATION MANAGEMENT
5.1. Compensation management
a. Purpose
b. Job description
c. Job evaluation
d. Pay structure and salary scale
e. Total rewards system: monetary (fixed and variable) and non-monetary rewards
LEARNING GOAL 2
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LEARNING GOAL 3
LEARNING GOAL 4
C. METHODOLOGY
Fieldwork in organisations
Class discussion
Project presentations and written reports
Case studies
Self-study
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D. EVALUATION AND REQUIREMENTS TO PASS THE COURSE
Consultancy project 60%
Preliminary report 15%
Final report 20%
Oral presentation 15%
Professionalism1 10%
Five Quizzes 30%
Participation and attendance 10%
Professionalism means the capacity of the team to comply with the agreements made with the
organisation and the TA, compliance with the Gantt chart submitted at the beginning of the semester and
after the mentoring sessions, alignment with the means of communication defined with the organisation
and with the members of the consulting team, etc. The TA is accountable for coordinating the input and
justification of the grade assigned to each member.
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Individual Grade (weighted) 6,0 6,6 5,4 3,0 7,0
To avoid conflict among group members because of misinterpretation of the percentages of contributions
assignments, the professor and the teaching assistant (TA or Ayudante) will revise the scores.
Therefore, if one group member seems over/under-rated, the professor and the TA might reassign the
percentages.
2 Five Quizzes.
The average of the five quizzes counts for 30% of the final grade. Given that it is not possible to make
up for Quizzes you have missed, you will have the opportunity to delete the worst grade out of the five
(or the one that you did not take/attend either for a justified or not justified reason). Then, an absence to
a quiz is graded with a 1,0, which is later deleted according to the defined criteria.
Take into account that you may delete only one grade. This means that if you missed two quizzes, only
one will be deleted and the other will count as a 1.0, which will be part of your average grade for this
concept. Hence think wisely if you choose not to attend to a quiz and then you miss another one, even
for justified reasons.
In this case the grade for group member 4 and 5 will be 5,4 and 6,6 respectively.
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12. Course Approval Requirements
a. An average of at least 4,0 in the Quizzes and the case study
b. A final average of at least 4,0.
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E. ASSISSTANTSHIPS & ASSESSMENTS CALENDAR (Quizzes)
Activity Date Compulsory readings
Teaching assistantship Wednesday, March How to apply the rubric for quizzes and the consultancy process
N1 Consultancy 22nd
methodology & Rubric
Quiz_1 Wednesday, March Snell, S. &Bohlander, G. (2013). Principles of Human Resource
29th Assistantship Management, International Edition. 16thedition.
Introduction& Strategic time Chapter NX. Study the chapter that is linked with your
HRM consultancy project.
Chapter N16.Creating High-Performance Work Systems
Case study reading: HPWS case study.
Teaching assistantship Wednesday, April How to properly frame an organisational challenge/problem and
N2 Problem definition 5th the writing of the theoretical framework for the project
& theoretical framework
Quiz_2 Wednesday, April Snell, S. &Bohlander, G. (2013). Principles of Human Resource
12th Management, International Edition. 16thedition.
Job analysis, Chapter 4. Job Analysis.
Recruitment & Selection Assistantship time Chapter 5. Expanding the Talent Pool: Recruitment and
Careers (Careers section not included).
Chapter 6. Employee Selection.
Case study reading: SG Cowen: New recruits.
Quiz_3 Wednesday, April Snell, S. &Bohlander, G. (2013). Principles of Human Resource
26th Management, International Edition. 16thedition.
Training &Development Chapter 7. Training and Development.
Assistantship time Case study reading: SUPERVALU - Professional Development
Program.
Quiz_4 Wednesday, May Snell, S. &Bohlander, G. (2013). Principles of Human Resource
3rd Assistantship Management, International Edition. 16thedition.
Performance time Chapter 8. Appraising and Improving Performance.
management
(During Midterms Case study reading: Performance Management at Vitality
week (solemnes)) Health Enterprises, Inc.
Teaching as. N3 HRM Wednesday, May How to apply HRM models and make proposals based on
models, data collection & 17th evidence/data that you collected
evidence
Quiz_5 Wednesday, May Armstrong, M., & Taylor, S. (2014). Armstrong's handbook of
24th human resource management practice. Kogan Page Publishers.
Compensation 13th Edition
Assistantship time Chapter 26. Reward management strategy and systems.
Chapter 27: The practice of reward management
Case study reading: Motivating through Total Reward at Royal
Bank of Scotland
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F. ASSESSMENT CALENDAR (consultancy project deadlines)
Second Visit to the Company April 3rd 15th Learning about the HR Department
Peer assessment form April 24th Submit via email to your TA the peer assessment form
Resubmission of Final report June 21st Once the mentoring sessions are conducted, the
students will be able to improve their final report
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G. The usage of the English language
Most of the course activities are carried out in English, but as we interact with organisations, not
necessarily they will be able to communicate in English. Similarly, teaching assistants will make an
effort to communicate in English, but in some cases, they may not be as fluent as you would expect.
This table summarises the use of English language in this course:
Lectures/ Classes
Class Participation
Teaching assistantships
Quizzes
Project reports
Meetings with organisations and data collection ?
Project presentation ?
Mentoring sessions
Note: Activities that have two ticks ( ), the student/teams have the option to perform them either in
Spanish or in English.
H. BIBLIOGRAPHY
(Subject to modifications by the Professor if considered appropriate)
The digital library has the following electronic editions of the main textbook:
English edition: Snell, S. & Bohlander, G. (2013). Principles of Human Resource Management,
International Edition. 16th edition: Cengage Learning.
Spanish edition: Snell, S. & Bohlander, G. (2013). Administracin de Recursos Humanos,
Edicin Internacional. 16 edicin: Cengage Learning.
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Contemporary Human Resource Management by Redman T and Wilkinson A; FT Prentice Hall 2009
Herzberg F. (2003) One More Time: How Do You Motivate Employees? Harvard Business Review.
http://lyle.smu.edu/emis/even8364/fall2009/Journal%20Articles%2009/How%20Do%20You
%20Motivate%20Employees.pdf
Case study reading: Motivating through Total Reward at Royal Bank of Scotland
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