Human Resource Management

Course Objectives

This course is intended for anyone who is engaged in or interested in management work. You will learn “mechanisms” (human resource management) that get the members of an organization moving effectively towards its goals in order to effectively implement a strategy.
In class, you will refine your ability to find methods that utilize human resource management effectively by understanding the aims of personnel systems and their impact on employees. Specifically, after having analyzed the environment surrounding a business and the strategy of the business, you will understand human resource management from the perspectives of both resource management and motivation management.
All 6 classes will be operated on the basis of case methods centered mainly on discussion. On Days 1 and 2, you will learn about personnel systems and their influence on employees while linking this with your own experience; and on Days 3 and 4, you will aim to gain an integrated understanding of human resources management with the perspective from the top of executive personnel. In addition, on Days 5 and 6, utilizing what you have learned so far, you will take the perspective of a manager and explore how to utilize human resource management to achieve the goals of the team. Finally, on Days 11 and 12, students will take advantage of their learning throughout the course to examine how from a manager’s perspective a team can achieve its goals.

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 How to implement motivation management in business (evaluation and compensation system)
CASE ・ Management by Objectives at Asahi Breweries, Ltd. (Abbreviated)
Session B
THEME How to implement motivation management in business (evaluation and compensation system) (continued)
CASE ・ Management by Objectives at Asahi Breweries, Ltd. (Abbreviated)
 
Day 2
Session A
THEME How to implement resource management in business (recruitment and deployment)
CASE ・ Recruitment of a Star
Session B
THEME How to implement resource management in business (recruitment and deployment) (continued)
CASE ・ New graduate hiring in Japan and Sumitomo Mitsui Banking Corporation
 
Day 3
Session A
THEME Why human resource management is necessary (the framework of human resource management)
CASE ・ CyberAgent
Session B
THEME Why human resource management is necessary (the framework of human resource management) (continued)
CASE ・ CyberAgent
・ CyberAgent 2017 (to be distributed in class)
 
Day 4
Session A
THEME How to make decisions on human resource management (executive perspective on human resource management)
CASE ・ ARISE: A Destination-for-a-Day Spa
Session B
THEME How to make decisions on human resource management (executive perspective on human resource management) (Continued)
CASE ・ ARISE: A Destination-for-a-Day Spa
 
Day 5
Session A
THEME How to utilize HRM from a manager's standpoint. Take advantage of diverse talents
CASE ・ The PEARL Project: Work Patterns at Ditto (A)
・ Laura Barr: Work Patterns at Ditto (B)
・ Max Green: Work Patterns at Ditto (C)
・ Time Distribution and Interaction Pattern for PEARL Project Team: Work Patterns at Ditto (D)
Session B
THEME How to utilize HRM from a manager's standpoint. Take advantage of diverse talents (Continued)
CASE ・ The PEARL Project: Work Patterns at Ditto (A)
・ Laura Barr: Work Patterns at Ditto (B)
・ Max Green: Work Patterns at Ditto (C)
・ Time Distribution and Interaction Pattern for PEARL Project Team: Work Patterns at Ditto (D)
・ The jobs we'll lose to machines -- and the ones we won't (see before class)
 
Day 6
Session A
THEME The Role of HRM in creating a Sustainable Competitive Advantage (Corporate Philosophy and Human Resource Management)
CASE ・ Navimap
Session B
THEME The Role of HRM in creating a Sustainable Competitive Advantage (Corporate Philosophy and Human Resource Management) (Continued)
CASE ・ Navimap

 

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.