Human Resource Management

Course Objectives

This course is designed for leaders seeking to enhance their effectiveness for optimizing the human resource potential of their organization in order to achieve business and strategic objectives.

In this course, students will learn the basic concepts and frameworks of human resource management (HRM), and understand the role that HRM has to play in effective business administration. This course will also improve students’ ability to think about how HRM should be used as a tool to execute strategies. More specifically, students will analyze elements such as the environment surrounding each company and their vision, values and strategies. Then, students will discuss how these elements relate to the various parts of HRM, such as HR policy, organizational structure, HR systems (recruitment, placement, evaluation, compensation and development) and organizational culture. Students will also look at numerous problems of HRM and their causes, and what action plans should be implemented in order to solve these problems.

Students will examine and discuss openly about different companies through the case method. In the first class, students analyze the overall role of HRM in business and basic HRM frameworks. In the second to fifth classes, students will learn about each element of HRM in more detail. Lastly, in the sixth class, students will explore the role that HRM has to play in supporting the organization to achieve a sustainable competitive advantage. It also provides a final review of the complete course.

This course is mandatory for all students as knowledge of the basic concepts and framework of HRM is essential for effective execution of strategies.

Course Details

Programs: Full-time MBA, Part-time MBA, Pre-MBA
Discipline: Organizational Behavior and HRM
Course Level: Fundamental Course
Required/Elective Course: Required Course
Number of Credits: 1.5
Report: Day 4
Hours Per Class: 3 hours
Class Capacity: 35 (Part-time MBA)

Theme/Reading Materials

Day 1
Session A
THEME Why Is Human Resource Management Necessary? (The Frameworks of Human Resource Management)
CASE ・CyberAgent
Session B
THEME Why Is Human Resource Management Necessary? (The Frameworks of Human Resource Management)(Continued)
CASE ・CyberAgent
 
Day 2
Session A
THEME How to Utilize Management by Objectives (MBO) in Business Administration (Evaluation and Management by Objectives)
CASE ・Management by Objectives at Asahi Breweries, Ltd.
Session B
THEME How to Utilize Management by Objectives (MBO) in Business Administration (Evaluation and Management by Objectives) (Continued)
CASE ・Management by Objectives at Asahi Breweries, Ltd.
 
Day 3
Session A
THEME Overseas HR management
CASE ・Cisco Switches in China: The Year of the Manager
Session B
THEME Overseas HR management (Continued)
CASE ・Cisco Switches in China: The Year of the Manager
 
Day 4
Session A
THEME Mechanisms to Motivate Individuals (Compensation and Incentives)
CASE ・Nordstrom: Dissension in the Ranks? (A)
Session B
THEME Mechanisms to Motivate Individuals (Compensation and Incentives) (Continued)
CASE ・Nordstrom: Dissension in the Ranks? (A)
 
Day 5
Session A
THEME An Organizational Structure That Helps Realize Strategy (Organizational Structure)
CASE ・Jones Lang LaSalle: Reorganizing around the Customer (2005)
Session B
THEME An Organizational Structure That Helps Realize Strategy (Organizational Structure) (Continued)
CASE ・Jones Lang LaSalle: Reorganizing around the Customer (2005)
 
Day 6
Session A
THEME The Role of HRM in creating a Sustainable Competitive Advantage (Corporate Philosophy and Human Resource Management)
CASE ・Human Resources at Hewlett-Packard (A)
Session B
THEME The Role of HRM in creating a Sustainable Competitive Advantage (Corporate Philosophy and Human Resource Management) (Continued)
CASE ・Human Resources at Hewlett-Packard (A)

 

If you wish to start from the Pre-MBA:

Tuition Fee per course: 126,000 yen
Please find more about the Pre-MBA Program.

Course Schedule

Faculty

Toshimasa Mori
Marketing and Strategy, Organizational Behavior and HRM
"Why are a few service organizations better in and year out at what they do than their competitors? Outstanding service organizations are managed differently from their merely good competitors. Missions are stated differently. Managers act differently. Actions are based on totally different assumptions about the way success is achieved. Heskett J, et al. at HBS have developed and tested with quantifiable measures of a set of these relationships that they have come to call the service profit chain. Acquiring this concept through case discussion definitely help you mobilize your organization. The more you express your thoughts, the deeper you understand the concept."
Kenya Yoshino
Critical and Analytical Skills, Management Philosophy, Organizational Behavior and HRM
"Why do we live? This simple question is what I want you to think in my course. This world is full of possibilities, but the "time"(one of our most precious resource) is limited. Therefore, we have to choose in which aspect we would like to focus. Being able to answer the above question gives you a clear criteria on where to focus. Maybe no one can answer the question with 100% certainty, but it is important that we keep searching for the answer. I am looking forward to discuss with you in this never ending quest."
Michael Case
Organizational Behavior and HRM
"In the current global economy business is powered by knowledge workers, and firms face two main resource constraints: financial capital and human capital."
Jun Kabigting
Organizational Behavior and HRM
First of all, I commend you for taking my class on Human Resources Management (HRM) as part of your MBA studies here at GLOBIS. I hope that I will be able to share with you my knowledge, experience, and passion about HR and why I believe it is truly any organization's most important asset. If you want to learn how to produce business results through people, you are at the right course.
Takashi Tsutsumi
Critical and Analytical Skills, Management Philosophy, Organizational Behavior and HRM
Mr. Tsutsumi has significant expertise in human resources, especially within the pharmaceutical industry. He currently works at GLOBIS as a Senior Researcher, responsible for program development in the discipline of human resource management. Prior to his current role at GLOBIS, Mr. Tsutsumi worked at Eli Lilly Japan as Human Resource Business Partner for the Diabetes Business Unit, at GLOBIS as an organization development consultant, and at Tokio Marine Fire Insurance as a claims expert.

Faculty

Toshimasa Mori
Toshimasa Mori
Marketing and Strategy, Organizational Behavior and HRM
"Why are a few service organizations better in and year out at what they do than their competitors? Outstanding service organizations are managed differently from their merely good competitors. Missions are stated differently. Managers act differently. Actions are based on totally different assumptions about the way success is achieved. Heskett J, et al. at HBS have developed and tested with quantifiable measures of a set of these relationships that they have come to call the service profit chain. Acquiring this concept through case discussion definitely help you mobilize your organization. The more you express your thoughts, the deeper you understand the concept."
Kenya Yoshino
Kenya Yoshino
Critical and Analytical Skills, Management Philosophy, Organizational Behavior and HRM
"Why do we live? This simple question is what I want you to think in my course. This world is full of possibilities, but the "time"(one of our most precious resource) is limited. Therefore, we have to choose in which aspect we would like to focus. Being able to answer the above question gives you a clear criteria on where to focus. Maybe no one can answer the question with 100% certainty, but it is important that we keep searching for the answer. I am looking forward to discuss with you in this never ending quest."
Michael Case
Michael Case
Organizational Behavior and HRM
"In the current global economy business is powered by knowledge workers, and firms face two main resource constraints: financial capital and human capital."
Jun Kabigting
Jun Kabigting
Organizational Behavior and HRM
First of all, I commend you for taking my class on Human Resources Management (HRM) as part of your MBA studies here at GLOBIS. I hope that I will be able to share with you my knowledge, experience, and passion about HR and why I believe it is truly any organization's most important asset. If you want to learn how to produce business results through people, you are at the right course.
Takashi Tsutsumi
Takashi Tsutsumi
Critical and Analytical Skills, Management Philosophy, Organizational Behavior and HRM
Mr. Tsutsumi has significant expertise in human resources, especially within the pharmaceutical industry. He currently works at GLOBIS as a Senior Researcher, responsible for program development in the discipline of human resource management. Prior to his current role at GLOBIS, Mr. Tsutsumi worked at Eli Lilly Japan as Human Resource Business Partner for the Diabetes Business Unit, at GLOBIS as an organization development consultant, and at Tokio Marine Fire Insurance as a claims expert.