Human Resource Management STANDARD (Mar 2010)

Ateneo Graduate School of Business
Rockwell Center, Makati City
HUMAN RESOURCE MANAGEMENT

Ateneo-Standard MBA Program
Revised: March 2010

HUMAN RESOURCE CLUSTER
Ateneo Graduate School of Business
Rockwell Center, Makati City
COURSE TITLE: HUMAN RESOURCE MANAGEMENT
COURSE CODE: HUMRES
COURSE DESCRIPTION:
The course emphasizes the alignment of Human Resource Management practices and
programs with the goals and strategies and values of the organization. This course presents
powerful tools for analyzing strategic alignment for enabling the learner to understand the
most vital resource of the organization – its human resources.
It provides a fresh perspective on the role of HR and its function as change agent in
partnership with top management and how together, they can build one of the most critical
sources of sustainable competitive advantage – an organization whose design, culture, and
people are aligned with strategy and values.
It addresses human resource topics such as reward systems, performance management,

high-performance human resource systems, training and development, recruitment,
retention, work-force relationships from a strategic perspective.
COURSE OBJECTIVES:
Upon successful completion of this course, learners are expected to competently:
1. Understand Strategic HR;
2. Understand the context of organizations and the evolving role of the human resource
function in the changing environment;
3. Develop a strategic mindset in designing the organization to support strategy;
4. Identify the functions of HR and explain how these can be so designed to support
strategy implementation;
5. Define culture and discuss how it impacts the organization;
6. Develop people management skills;
7. Analyze and assess people and organizational issues that need to be confronted by a
developing country in the global economy;
Human Resource Management 1
March 2010
8. Understand poverty in relation to human resource management and the strategies this
may offer poverty alleviation;
9. Appreciate the need for social capital and the role that human resource management
can play in building it up to foster trust and a sense of nation;
10. Identify and understand the following:

 External environment influences on HRM
 Decision-making and actions exerted by the organization’s multiple stakeholders
 Differences in behavior and HRM approaches
11. Align people’s behaviors, structure, processes, and rewards toward goals and strategies;
and
12. Identify and manage relevant ethical issues.
COURSE OUTLINE:
TOPIC SESSION
Course Introduction, Philippine Economic and Socio-Political I
Situation, Human Resource Management
Intro to Strategic Human Resource Management II
The Star Model and 7S: Strategy and Structure III
The Star Model and 7s: Process, People and Rewards IV
Balance Scorecard, Key Performance Indices, and HR Metrics V
Human Resource Planning VI
Recruitment and Selection VII
Performance Management VIII
Training and Employee Development IX
Total Rewards (Compensation and Benefits) X
Industrial Peace and Employee Relations XI
Understanding Organizational Culture XII
Foundations of Planned Change XIII
Implementing Planned Change Efforts XIV
Final Paper XV

March 2010
COURSE REQUIREMENTS:
1. ATTENDANCE:
This course will cover a three hour period for each session, with a total of fifteen
sessions during the term. The highly accelerated pace requires learners to take a great
deal of responsibility for their own learning outcomes. While in class, learners are
expected to actively participate in discussions and group activities. It is expected that
learners will be required to invest a minimum of ten hours per week for personal studies
outside of class.
Since the course is conducted in sessions covering specific topics or modules,

attendance is clearly important and critical to the learning progress of learners. Learners
may be absent for good reasons for a maximum of three sessions.
2. PRESENTATIONS AND REPORTS:

Learner presentations of an assigned topic are expected to have the same quality of
preparation as would be found in a presentation to senior management of an
organization. Learners are encouraged to use available PowerPoint and AV facilities.
Presentations per group should be limited to twelve minutes.
Written reports accompanying these presentations should be printed, single space with
double space between paragraphs, on a short bond paper (8.5” x 11”) with a title page
identifying the chapter number and title, the problem number, the group number, the
group members’ name arranged in alphabetical order according to surname, and the
date of submission. Fonts should be 12 points and limited to any of the following (MS
Word): Arial, Tahoma, or Verdana. Reports should be stapled and submitted in a simple
folder.
3. CLASS PARTICIPATION:
Each learner is expected to actively participate in discussions on the assumption that
each brings a wide range of experience to the learning process. Active participation may
include asking thoughtful questions, being willing to consider new ideas, helping the
class understand complex ideas, having a cooperative attitude and a sense of humor,
and helping others comprehend the material. However, consideration of other learners is
important to avoid dominating class discussions.
4. FINAL PAPER:
Depending on the size of the class and the availability of resources, the facilitator may
assign the final paper as an individual or a team project. The output will be a reflection
paper on Strategically Managing the HRM Function. The maximum number of pages for
the report is 10 pages.
5. RESEARCH WORK:
AGSB recommends the use of standard style guides with preference to that of the
American Psychological Association (APA). The following websites are suggested as
guide references:
 http://www.aresearchguide.com/styleguides.html
 http://apastyle.org/electref.html

March 2010
 http://www.bedfordstrmartins.com/online/shrttoc.html
GRADING SYSTEM:
Learners will be graded for their performance in the following manner:
Papers 20%
Individual participation 20%
Group reports 20%
Examinations 20%
Final output _20%
Total 100%
Group members are expected to evaluate their group members’ contribution to group
reports at the end of the term. These evaluations will be factored into the individual’s group
reports grade.
SPECIAL ACCOMODATIONS:
If a learner is in need of course adaptation or special considerations due to certain disability
or other problems or constraints, the same should be discussed with the instructor ASAP.
ACADEMIC INTEGRITY POLICY:

Each learner is responsible to know the standards of conduct and expectations of academic
integrity that apply to academic undertakings. Academic dishonesty will not be tolerated and
will result in the maximum penalty allowable as defined in the Student Guidebook. The
following are considered serious violations per Guidebook:
 Cheating during exams.

 Submitting spurious reports copied from previous materials other than his/her own.
 Plagiarism.
In understanding what constitutes Plagiarism, see the following sites:
http://www.engl.niu.edu/comskills/students/plagiarism/Plagiarism.html
http://www.monet.k12.ca.us/Challenge/Plagiarism/Plagiarism.htm
In addition to what is stated in the Guidebook, the following are examples of academic
dishonesty that are pertinent to the requirement of this course:
 Copying another learner’s work including assignments and reports
 Use of “crib” sheets or other hidden note for a quiz or an exam
 Receiving assistance from anyone else with take-home quizzes

March 2010
MATERIALS OF INSTRUCTIONS:
1. Textbook: Raymond A. Noe, John R. Hollenbeck, Barry Gerhart &

Patrick M Wright.
Human Resource Management, Gaining A Competitive
Advantage, 6th Edition (International)
McGraw-Hill Publishing, 2008
2. References: Ma. Regina M. Hechanova, Edna P. Franco

Leading Philippine Organizations in a Changing World:
Research and Best Practices
Ateneo de Manila University Press, 2008
Ma. Regina M. Hechanova, Edna P. Franco, Regina G. Reyes

Pinoy @ Work: Selected Articles from the Column People
at Work Pulse
Ma. Regina M. Hechanova and Edna P. Franco

Way We Work: Research and Best Practices in Philippine
Organizations
3. Web References:
The following APS online library resources are available for access:
a. EBSCO
b. Hoovers
(See Appendices A & B)
http://www.hardatwork.com/ Provides an assortment of advice on

workplace issues. Also includes a
discussion board.
http://www.bcsolutionsmag.com A magazine with featured articles about
benefits and compensation solutions
magazine online available.
http://www.hrlive.com A monthly digest of news, views, tips and
trends in human resource management.
http://www.hrworld.com A quarterly magazine on using information
technology effectively in human resources,
there is a selection of articles on line.
http://www.hrlook.com/ A U.K. portal for human resources matters.
http://www.hrlibrary.com/ A website requiring a subscription, offering
hr information, support, products and
services with research papers on major
human resources topics.
http://www.hronline.com/ Offers a range of news, articles, links and
discussion regarding Canadian HRM
issues.
http://www.shrm.org/ Offers wide range of professional resources
March 2010
includes publications resources hr
channels.
http://www.hrcensus.com/ Advanced personnel system specializes in
providing timely, accurate, objective
information on all types of hr software and
computer-based courseware.
http://www.ahri.com.au/ Australian human resource Institute
provides leading edge information on a wide
range hr issues, publication, articles and
abstract for online newsletter.
http://bubl.ac.uk/link/h/humanresourcemanagement.htm Catalogues of various internet resources
covering wide range of topics on human
resources management.
http://www.nerdworld.com/nw846.html Contains a list of human resources
consultants and service providers.
http://www.themanager.org/Knowledgebase/HR/index.htm Discussions and lectures about human
resource management
http://www.krislyn.com/sites/hr.htm Good list of resources with a bias towards
compensation.
http://www.hrmguide.net/hrm/hrlinks.htm Includes a number of useful hr-related links,
sorted by country.
http://www.hrmgt.com/ Presents a collection of links from a teacher
of human resource management at
California State University Stanislaus.
http://www.hrfolks.com/ Provides information and opportunities to
interact across a wide spectrum of hr topics.
http://www.hr-expert.com/ Provides valuable resources covering
human resources subjects and over
thousands of news articles.
http://www.apmforum.com This contains links to forums journals and
newsletters concerning HRM issues in the
Asia/pacific region.
http://www.peoplemanagement.co.uk/pm The official website of the UK's Institute of
personnel development. It provides online
hr news, legal updates, resources and
reviews, top hr jobs and comment and
analysis.
http://www.hrimmall.com/ This site provides topics relating to human
resources. Also offers job openings,
products & services directory, the calendar
of events, press releases and links to hr
association and to other hr sites on the web.
http://www.goodperformance.com/ This website has been established to be a
resource center for managers, supervisors
and human resource professionals. It
includes articles and commentary on
current trends in performance appraisal and
small business management as well as
suggested books, articles, and news
pertaining to these subjects.

March 2010
SESSION 1
COURSE INTRODUCTION, PHILIPPINE ECONOMIC AND

SOCIO-POLITICAL SITUATION, HUMAN RESOURCE MANAGEMENT
Assignments to be completed prior to session 1:
1. Read “The Fundamentals of Nation Building” by Jose Ma. Montelibano,

http://opinion.inquirer.net/viewpoints/columns/view/20070629-
73805/The_fundamentals_of_nation_building (Handout)
2. Read “The Fortune at the Bottom of the Pyramid”, C. K. Prahalad and Stuart L Hart,
Strategy + Business, Issue 26, First Quarter 2002. Also found in
http://www.cs.berkeley.edu/~brewer/ict4b/Fortune-BoP.pdf (Handout)
3. Read “Corporate Social Responsibility: The Key Role of Human Resource Management”
by Suparn Sharma, Joity Sharma and Arti Devy, Business Intelligence Journal, Jan.
2009, pp. 206 to 213. (Handout)
4. Bring 1” × 1” ID picture.
Topics:
1. Human Resource Management course

2. Environmental scan: The Philippine Economic and Socio-Political Situation
 Poverty and globalization
 Increased competition
3. The idea of nation building and HR’s role in it
4. The Evolution of HR and its functions today
Learning Objectives:
At the end of this session, students are expected to competently:
1. State the purpose of this course and its significance in the management of organizations
in the world today;
2. Understand the concept of nation building in relation to human resource management

and the strategies this may offer for poverty alleviation;
3. Articulate the role for human resource management as a means of poverty alleviation;
and
4. State the role of the Human Resource Management (HRM) function in the corporate
effort to gain a competitive advantage;
March 2010
Schedule of Activities:
Activities (Strategies) Time Allocation

1. Introduction of faculty and learners and organizing class groups. 30 mins.
2. Lecture on the goals of Human Resource Management course. 15 mins.
3. Video (BBC’s “The Philippines Fights Back: The BBC’s Survivor’s 1 hour
Guide to Work) and discussion of the Philippine Economic and
Socio-Political Situation
4. Discussion of HR’s role in nation building, including Prahalad’s 30 mins.
article
5. Group activity: Evaluating our own HR departments (personal 30 mins.
standpoint)
Total 2 hrs & 45 mins.

March 2010
SESSION 2
INTRO TO STRATEGIC HUMAN RESOURCE MANAGEMENT

1. Read Chapter 1 of Noe, Hollenbeck, Gerhart & Wright, Human Resource Management:
Gaining A Competitive Advantage.
2. Read “A New Mandate for Human Resources”, Dave Ulrich, Harvard Business Review;
Jan/Feb98 Harvard Business Review; Jan/Feb98, Vol. 76 Issue 1, p.124. (Handout)
3. Read Exercising Strategy: Container Store Does Great HRM, page 57.
4. Group report on Managing People: An Extraordinary Stumble at JetBlue, page 57.

Answer questions at the end of the case.
5. Read “Facing the Future in HR: Current Trends and Issues”, Edna P. Franco, PhD. The
Way We Work, Research and Best Practices in Philippine Organizations, Ateneo de
Manila University Press (handout)
Topics:
1. Human Resource Management and its function in strategy formulation
2. The roles of the human resource management function today
1. Discuss the role of strategic human resource management to strategy formulation,

implementation and organizational, cultural and people alignment; and
2. Assess the practice of human resource management in the Philippine context and one’s
own organization and determine ways by which enhancements can be made.

1. Do a mini-survey based on Franco’s study with the class and 45 mins.
initiate discussion.
2. Lecture on HRM and its role in strategy formulation 30 mins.
3. Group discussion on Exercising Strategy: Container Store Does 30 mins.
Great HRM, page 57.
4. Group reports on Managing People: An Extraordinary Stumble at 1 hour
JetBlue, including processing by professor.
Total 2 hrs. & 45 mins.
March 2010
SESSION 3
THE STAR MODEL AND 7S: STRATEGY AND STRUCTURE
Assignment to be completed prior to session 3:

1. Read Chapter 2 of Noe, Hollenbeck, Gerhart & Wright. Strategic Human Resource
Management.
2. Read “Designing Organizations: An Executive Briefing on Strategy, Structure and
Process”, Jay Galbraith. (Handout)
3. Read “Discipline of Market Leaders: How Market Leaders Keep their Edge”, Michael
Treacy and Fred Wiersema. (Handout).
4. 7S article
5. Individual assignment: evaluate own HR department using CORD criteria
Topics:
1. The Star Model & 7S framework – focusing on Strategy and Structure
2. Departmental structures – Functional, Product, Market, Geographical and Process.
3. Customer Value Disciplines – Customer Intimacy, Product Leadership, Operational
Excellence
4. Porter’s generic strategies
1. Explain the Star Model and McKinsey 7S organizational frameworks and apply them in
diagnosing organizations; and
2. Discuss how the different strategies lead to different organizations and determine how
the various organizational elements ought to be aligned.
1. Discussion on the Star Model (focusing on strategy and 45 mins.
structure), the McKinsey 7S (specifically strategy and structure)
and organization design, including Porter’s generic strategies
2. Discussion on Treacy and Wiersema’s Customer Value 45 mins.
Disciplines and matching structure to strategy
3. Group exercise on choosing appropriate structures to mirror 45 mins.
strategy (based on web site research to be done in class; web
sites to be given by professor).
4. Discussion and processing 30 mins.
March 2010
SESSION 4
THE STAR MODEL AND 7S: PROCESS, PEOPLE AND REWARDS

1. Individual assignment applying Treacy and Wiersema’s Customer Value Discipline on
student’s company of choice, specifically examining alignment between the Star Model /
7S elements of strategy and structure.
2. Watch corporate videos mirroring customer value disciplines of operational excellence,
product leadership, and customer intimacy. Analyses should include products/service
attributes (for example time, price, quality, functionality, selection), relationship and
image. These will be used as inputs for discussion in class.
Topics:
1. The Star Model – focusing on Processes, Rewards and People
2. McKinsey 7S Framework – focusing on Staff, Shared Values, Skills, Style and Systems
3. The Star Model and McKinsey 7S and their connection to various HR programs
1. Identify which customer value discipline their specific companies (as well as
the model companies) are pursuing, and analyze whether there are alignments between
the primary value discipline and the organization’s elements
2. Understand the organizational elements of processes, rewards and people (and the 7S
equivalents of staff, systems, style, shared values and skills) in the companies as stated
above and recognize the alignment of these to the elements of strategy and structure;
and
3. Identify how these organizational elements are foundational to determining HR systems
and programs.
1. Discussion on process, people and rewards portions of the Star 45 mins.
Model and the McKinsey 7S (shared values, skills, staff, style and
systems)
2. Discussion on how these elements are related to companies’ 45 mins.
primary Customer Value Disciplines, including key processes,
resulting core competencies, job design and job descriptions.
3. Group exercise on pre-selected model companies (using corporate 1 hour & 15
videos or other materials), in order to flesh out imperatives for mins.
recruitment, performance management, compensation, training,
etc.
March 2010
Total 2 hrs. & 45
mins.

March 2010
SESSION 5
BALANCED SCORECARD, KEY PERFORMANCE INDICES, & HR

METRICS
1. Read Chapter 16 (Measuring & Improving HRM Effectiveness) of Noe, Hollenbeck,

Gerhart & Wright. Strategic Human Resource Management.
2. Group report on company’s efforts to measure the effectiveness of their HR function.
3. Read “The Balanced Scorecard--Measures That Drive Performance”, Robert S. Kaplan

and David P Norton, Harvard Business Review; Jan/Feb92.
4. Reading on Key Performance Indicators.
Topics:
1. Balance Scorecard
2. Key Performance Indicators
3. HR Metrics
1. Explain that the balanced scorecard is a set of measures that gives top managers a fast
but comprehensive view of the business;
2. Understand that an organization's measurement system strongly affects the behavior of

managers and employees; and
3. Assess the effectiveness of the HR function through the application of HR metrics.

1. Lecture on balanced scorecard 30 mins.
2. Small group exercise on developing goals and performance 45 mins
indicators using the balanced score card
3. Lecture on HR effectiveness and creating HR metrics 30 mins
4. Case and small group exercise on developing HR metrics 1 hour
March 2010
SESSION 6
HUMAN RESOURCE PLANNING
Assignments to be completed prior to session 6
1. Read Chapters 5 of Noe, Hollenbeck, Gerhart & Wright. Strategic Human Resource
Management.
2. Read Exercising Strategy: Southwest Airlines: Focused on Take-Offs, Not Layoffs.

Prepare for a class discussion of the questions at the end of the case.
3. Read Managing Contingent Employees. Leading Philippine Organizations in a

Changing World
4. Group report on:

a. a company’s HR Planning process and headcount management strategies
b. managing contingent workers
Topics:
1. Human Resource Planning

2. Forecasting
3. Downsizing
4. Outsourcing
5. Contingent (contractual) work
1. Identify the competencies (knowledge, attitudes, skills, habits) that people in an

organization should possess given the organization’s strategy;
2. Discuss how to align a company’s strategic direction with its human resource planning;
3. Describe the HR planning process and how to go about it;
4. Discuss the various ways of managing headcount (e.g. downsizing or outsourcing), its
advantages and disadvantages;
5. Report on a chosen organization’s:

a. HR Planning process
b. Implementation of a downsizing or outsourcing strategy to manage headcount

March 2010
6. Discuss the advantages and disadvantages of employing contingent workers; and
7. Reflect on ethical dilemmas concerning redundancies and off-shoring arrangements

1. Group report on Human Resource Planning 1 hour
2. Class discussion Exercising Strategy: Southwest Airlines: 15 mins.
Focused on Take-Offs, Not Layoffs.
3. Group report on Managing Contingent Employees 30 mins
4. Small group discussion on ethical dilemma cases with plenary 1 hour
presentation
Total 2 hrs & 45 mins

March 2010
SESSION 7
RECRUITMENT AND SELECTION
1. Read Chapters 5 and 6 of Noe, Hollenbeck, Gerhart & Wright. Strategic Human
Resource Management.
2. Read Exercising Strategy: Never Having to Say “You Never Know”. Prepare for a class
discussion of the questions at the end of the case.
3. Group report on a company’s HR recruitment and selection process.
4. Optional reading: Does a college degree prepare you for your desired career? Pinoy
@Work.
Topics:
1. Human Resource Recruitment

2. Personnel Policies
3. Recruitment Sources
4. Types of Selection Methods
5. Skills practice: Behavioral Interviewing
1. Identify the competencies (knowledge, attitudes, skills) that people in an organization

should possess given the organization’s strategy;
2. Describe the various recruitment policies organizations adopt to make job vacancies
more attractive;
3. List the various sources from which job applicants can be drawn, their relative
advantages and disadvantages, and the methods for evaluating them;
4. Discuss various assessment methods and the utility of each;
5. List the common methods used in selecting human resources; and
6. Interview a job applicant.

March 2010

1. Group report on Recruitment and Selection 1 hour
2. Class discussion of Exercising Strategy: Never Having to Say 15 mins.
“You Never Know”.
3. Small group discussion (debate) on: “Does a College Degree 30 mins.
Prepare You for Your Desired Career?” with plenary presentation
4. Skill practice: Behavioral Interviewing 1 hour

March 2010
SESSION 8
PERFORMANCE MANAGEMENT
Management.
2. Group report on a company’s performance management system: How the performance

management system for employees fulfills its strategic purpose of eliciting the types of
behaviors and results required by this strategy?
Topics:
1. Individual performance.
2. Performance management.
3. Criteria for effective performance management systems.
4. Approaches to performance management.
5. Effective sources for performance information.
6. Performance (appraisal) measurement system.
7. Skill practice: Effective performance feedback.
1. Explain how the performance management system of an organization fulfills its strategic
purpose of eliciting the types of behaviors and results required by its strategy;
2. Identify the major determinants of individual performance;
3. Discuss the three general purposes of performance management;
4. Identify the five criteria for effective performance management systems;
5. Discuss the four approaches to performance management, the specific techniques used
in each approach, and the way these approaches compare with the criteria for effective
performance management systems;
6. Choose the most effective source(s) for performance information for any situation;
7. Identify the characteristics of a performance measurement system that follows legal

guidelines; and
8. Conduct an effective performance feedback session (role playing).

March 2010

1. Group report Performance Management 1 hour
2. Self-assessment Exercise: Attitudes towards Feedback with 30 mins.
small group sharing
3. Class discussion using the Performance appraisal survey 30 mins.
4. Skills Practice: Effective Feedback and role playing dealing with 45 mins.
defining the job expectations, giving positive feedback, improving
poor performance, and taking disciplinary action.
Individual Written Assignment:
Performance Appraisal
Design a performance appraisal form to measure and document an employee’s

performance for any one of the following positions in a given company:
a. SM Supermarket cashier
b. Starbucks barista
c. Bench Fix Hair stylist
d. Splash product development chemist

March 2010
SESSION 9
TRAINING AND EMPLOYEE DEVELOPMENT
1. Read Chapters 7 and 9 of Noe, Hollenbeck, Gerhart & Wright. Strategic Human
2. Group report on company’s training programs implemented in order to develop
competencies (knowledge, attitudes, skills) that people should possess given the
company’s strategy. (chapter 7 & 9)
3. Group report on career development concepts (research required) and career
development strategies of a company
4. Optional reading:
a. Career mentors can help your professional growth. Pinoy @Work
b. Reexamining the glass ceiling. Leading Philippine Organizations In A Changing
World
Topics:
1. High-Leverage Training Strategy.

2. Learning Organization.
3. Training on the job.
4. E-learning.
5. Formal education for development.
6. Assessment and employee development.
7. Mentoring programs.
8. Development planning process.
9. Career development.
10. Succession planning.
1. Discuss how training can be strategic and help companies gain competitive advantage;
2. Linking competencies required to implement strategy, and the training programs to be

implemented to support the strategy;
3. Explain the role of the manager in identifying training needs and supporting the use of
training on the job;
4. Explain the potential advantages of e-learning for training;
5. Discuss the various interventions used for employee development

March 2010
6. Discuss the steps in the development planning process;
7. Explain what companies are doing for management development / career development
issues including succession planning; and
8. Skills practice: performance coaching.

1. Group report on training & employee development (creation of a 1 hour
learning org, diff forms of training, etc.)
2. Small group discussion: Knowledge is Critical for the Rubber to 30 mins.
Meet the Road with plenary presentation.
3. Group report on career development (considers potential 45 mins.
classification, career – vocational stages, changing mindsets
about career, managing gen Y)
4. Career profiling & small group discussion (self-reflection) 30 mins.
Individual Written Assignment:
Training & Development
Critique your own company’s training & development strategy based on the concepts
learned in this chapter.

March 2010
SESSION 10
TOTAL REWARDS
(COMPENSATION AND BENEFITS)
1. Read Chapter 11, 12 and 13 of Noe, Hollenbeck, Gerhart & Wright. Strategic Human
2. Read Rewards that Matter: What Motivates the Filipino Employee. The Way We Work.
3. Group reports on companies:

 Pay Structure & Recognizing Employee Contributions with Pay (Compensation)
 Employee Benefits
Topics:
1. Equity Theory and Fairness

2. Developing Pay Levels
3. Government Regulation of Employee compensation
4. Managing compensation strategically
5. Benefits Programs
6. Managing Benefits
1. List the major decision areas and concepts in employee compensation management;
2. Describe the major administrative tools used to manage employee compensation;
3. Describe the regulatory framework for employee compensation;
4. Describe the fundamental pay programs for recognizing employees’ contributions to the
organization’s success;
5. List the major factors to consider in matching the pay strategy to the organization’s
strategy;
6. Discuss the growth in benefits costs and the underlying reasons for that growth; and
7. Explain the major provisions of employee benefits programs.

March 2010

1. Group report on Compensation 45 mins.
2. Self-assessment Exercise: Rewards that Motivate with small 15 mins.
group sharing
3. Group report on Benefits 45 mins
3. Group discussion: You are a member of the compensation 1 hour
committee of the company. Which of the following positions will
merit the most pay increase? Plenary presentation.

March 2010
SESSION 11
INDUSTRIAL PEACE & EMPLOYEE RELATIONS
Management.
2. Read “How do Employees View Labor Unions?” Pinoy @ Work.
Topics:
1. Employee relations
2. Industrial peace
3. Important provisions in the labor code:
a. Definition of employment
b. Employee discipline i.e. firing
c. Employee separation
4. Common labor code violations and its proper handling
1. Discuss the role of HR in maintaining industrial peace; and
2. Apply important provisions of the labor code in the management of a company’s human
resource.

1. Discussion on the role of HR in creating industrial peace. 30 mins
2. Discussion on the relevance of labor unions. 30 mins
3. Talk on Labor standards 1 hr & 45 mins

March 2010
SESSION 12
UNDERSTANDING ORGANIZATIONAL CULTURE
1. Read Chapter 16, Steven L. McShane & Mary Ann Von Glinow, Organizational
Behavior.
2. Read “The Hewlett-Packard and Compaq Merger: A Case Study in Business

Communication” by Kristen Bell DeTienne and Charlotte L. Hoopes, Education Review
of Business Education 1 (1), 2004, pp. 27 – 46, and also found in
http://www.neilsonjournals.com/ERBC/sHPCompaq.pdf (Handout).
3. Read “International Growth and Human Resource Management Challenges: A Review

of Hewlett-Packard’s Efforts to Maintain the HP Way”, by Erica Franklin and Bahaudin
Mujtaba, Journal of Business Case Studies – First Quarter 2007, pp. 5-14. (Handout)
4. Read “Building Organizational Culture: The Unilab Experience” by Alfredo Presbitero Jr.,
in Leading Philippine Organizations in a Changing World: Research and Best Practices,
pp. 127 to 138. (Handout)
5. Watch “Corporate Culture: How Does It Really Work?” and/or “Organizational Culture:
Innovation Parking Lot”.
6. Submit integrative examination covering the sessions devoted to HR Functions.
Topics:
1. The elements of organizational culture

2. Strategies for merging organizational cultures
3. The Challenge of Integrating Cultures: The M & A scenario
4. Alignment of organizational culture and strategy
5. Sustainable competitive advantage and culture
6. Artifacts of corporate culture
At the end of this session, learners are expected to competently:
1. Describe mergers and acquisitions as strategies for continued growth and consolidation;
2. Understand the challenge of integrating cultures in companies undergoing mergers or

acquisitions;

March 2010
3. Identify the drivers of mergers and acquisitions for companies;
4. Identify a strategy supportive culture;
5. Describe the elements of organizational culture;
6. List four categories of artifacts through which corporate culture is deciphered;
7. Identify three functions of organizational culture;
8. Discuss the conditions under which cultural strength improve corporate performance;
9. Compare and contrast strategies for merging organizational cultures;
10. Describe the mechanisms for cultural change;
11. Apply all of the above concepts to specific local companies that are successfully going
through the growth stage; and
12. Document these local case studies of growth.

1. Watch video on “Innovation Parking Lot” or “Corporate Culture: 15 mins.
How Does It Really Work?”, including processing
2. Discussion of the nature and elements of organizational culture 45 mins.
(including artifacts), its functions and its connection with strategy
and the Star Model and 7S as well as diagnosing an
organizational culture using the Ateneo CORD CREATE model.
3. Small group discussion, reporting and processing: narration of 45 mins.
stories and other artifacts that are prevalent in our organizations
and how these may be symptomatic of the culture.
4. Discussion of the HP-Compaq case, including identifying the 60mins.
drivers for mergers and acquisitions and the mechanisms for
achieving cultural change
Total 2 hours 45 mins.

March 2010
SESSION 13
FOUNDATIONS OF PLANNED CHANGE

1. Read “Meeting the Challenge of Disruptive Change” by Clayton Christensen and
Michael Overdorf, Harvard Business Review. (Handout)
2. Read “The Medical City: Leading Change in a Changing Organization” by Joseph I. B.
Gonzales, in Blue Way: Case Studies on Leadership, Strategy and Ethics, pp. 21 to 43.
(Handout)
3. Research on the drivers for business downsizing/rightsizing and why businesses go into
decline.
Topics:
1. Drivers of Organizational Change
2. Systems orientation
3. Theories and Models of Planned Change
1. Describe and understand the drivers of organizational decline and change;
2. Demonstrate how these drivers influence and in turn are influenced by the five
categories of the STAR Model and the McKinsey 7S;
3. Explain planned change using the assigned framework and cite examples that expound
on the elements found in the framework;
4. Critique a Planned Change case; and
5. Value the need to engage in planning for planned change as critical to introducing and
instituting changes in an organization.

1. Discussion and processing of Medical City case 45 mins.
2. Discussion about systems orientation, change management 45 mins.
foundations, member engagement, role of teams, action
research, role of leaders, Kurt Lewin’s Field Theory
3. Group activity: Application of Field Theory 30 mins.
4. Discussion about Kotter’s 8-Stage Process 45 mins.
Total 2 hours 45 mins.
March 2010
SESSION 14
IMPLEMENTING PLANNED CHANGE EFFORTS
Assignments to be completed prior to Session 14:
1. Read “Balmer’s Microsoft”. (Handout)
2. Read “Home Depot’s Blueprint for Culture Change”. (Handout)
3. Read “The Meta-Model of Planned Change” by Michael Broom and Edith Seashore.
(Handout)
4. Read “Why Do Change Management Strategies Fail?” by Xiongwei Song, Journal of

Cambridge Studies, Vol. 4, No. 1, pp. 6-15. (Handout)
5. Read “Organizational Transformation: The Manila Water Story” by Mendiola Teng-

Calleja and Frederick E. Reyes, in Leading Philippine Organizations in a Changing
World: Research and Best Practices, pp. 183 to 197. (Handout)
Topics:
1. The planned change process

2. Possible HR change management interventions
3. Structure of change
4. Resistance to change
5. Meta-model of planned change
6. Stakeholders’ analysis
7. Developing the planned change communication plan
1. Explain the 3 strategies for change and determine the most appropriate use for each
strategy;
2. Create a Stakeholders’ Analysis using the template provided;
3. Create a Planned Change Communication Plan using the template provided; and
4. Value the need to engage in planning for planned change as critical to introducing and
instituting changes in an organization.

March 2010
Schedule of activities:

1. Case discussion of Balmer’s Microsoft and/or Home Depot, 45 mins.
including processing
2. Discussion of the planned change process, possible HR 30 mins.
interventions, structure of change, and resistance to change,
using the Manila Water case as backdrop
3. Discussion of meta-model of planned change, stakeholders’ 45 mins.
analysis, and developing the planned change communication
plan
4. Small group exercise and processing: do stakeholders’ 45 mins.
analysis or communication plan for Home Depot case or
Manila Water case

March 2010
SESSION 15
FINAL PAPER
Assignment to be prepared prior to Session 15:
Prepare a final paper/presentation on a change management program to be done on a

specific company, following the diagnosis and intervention guidelines, as well as the
templates for stakeholders’ analysis and communication plan.
Learning Objective:
At the end of this session, the students are expected to submit a thorough, well-analyzed
and thoughtfully conceived planned change paper on a specific company, using the
guidelines and templates provided.
Activity:
Submission of final paper.

March 2010

Human Resource Management STANDARD (Mar 2010)

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Ateneo Graduate School of Business

Rockwell Center, Makati City

HUMAN RESOURCE MANAGEMENT

Revised: March 2010

COURSE TITLE: HUMAN RESOURCE MANAGEMENT

COURSE CODE: HUMRES

It addresses human resource topics such as reward systems, performance management,

Upon successful completion of this course, learners are expected to competently:

1. Understand Strategic HR;

3. Develop a strategic mindset in designing the organization to support strategy;

5. Define culture and discuss how it impacts the organization;

6. Develop people management skills;

10. Identify and understand the following:

12. Identify and manage relevant ethical issues.

Human Resource Management 2

Since the course is conducted in sessions covering specific topics or modules,

2. PRESENTATIONS AND REPORTS:

Human Resource Management 3

ACADEMIC INTEGRITY POLICY:

 Cheating during exams.

Human Resource Management 4

1. Textbook: Raymond A. Noe, John R. Hollenbeck, Barry Gerhart &

2. References: Ma. Regina M. Hechanova, Edna P. Franco

Ma. Regina M. Hechanova, Edna P. Franco, Regina G. Reyes

Ma. Regina M. Hechanova and Edna P. Franco

http://www.hardatwork.com/ Provides an assortment of advice on

Human Resource Management 6

COURSE INTRODUCTION, PHILIPPINE ECONOMIC AND

Assignments to be completed prior to session 1:

1. Read “The Fundamentals of Nation Building” by Jose Ma. Montelibano,

1. Human Resource Management course

At the end of this session, students are expected to competently:

2. Understand the concept of nation building in relation to human resource management

Activities (Strategies) Time Allocation

Human Resource Management 8

INTRO TO STRATEGIC HUMAN RESOURCE MANAGEMENT

Assignments to be completed prior to session 2:

4. Group report on Managing People: An Extraordinary Stumble at JetBlue, page 57.

1. Discuss the role of strategic human resource management to strategy formulation,

Activities (Strategies) Time Allocation

THE STAR MODEL AND 7S: STRATEGY AND STRUCTURE

Assignment to be completed prior to session 3:

THE STAR MODEL AND 7S: PROCESS, PEOPLE AND REWARDS

Assignments to be completed prior to session 4:

Human Resource Management 12

BALANCED SCORECARD, KEY PERFORMANCE INDICES, & HR

Assignments to be completed prior to session 5:

1. Read Chapter 16 (Measuring & Improving HRM Effectiveness) of Noe, Hollenbeck,

2. Group report on company’s efforts to measure the effectiveness of their HR function.

3. Read “The Balanced Scorecard--Measures That Drive Performance”, Robert S. Kaplan

4. Reading on Key Performance Indicators.

At the end of this session, students are expected to competently:

2. Understand that an organization's measurement system strongly affects the behavior of

3. Assess the effectiveness of the HR function through the application of HR metrics.

Activities (Strategies) Time Allocation

HUMAN RESOURCE PLANNING

Assignments to be completed prior to session 6

2. Read Exercising Strategy: Southwest Airlines: Focused on Take-Offs, Not Layoffs.

3. Read Managing Contingent Employees. Leading Philippine Organizations in a

4. Group report on:

1. Human Resource Planning

At the end of this session, students are expected to competently:

1. Identify the competencies (knowledge, attitudes, skills, habits) that people in an