Session 1. The pillars of Managing People in Organizations
Case-study: One tough decision (to be distributed in class)
Readings after class:
Gowan, M. & Lepak, D. (2020). Human resource management: Managing employees for competitive advantage (4th edition). Chicago, IL: Chicago Business Press. (CHAPTER 1)
Session 2. Designing high-performing HR systems
Readings before class:
Williamson, M. (2002). Even a clown can do it (B). INSEAD.
Delong, T.J. & Vijayaraghavan, V. (2002), Cirque du Soleil. Harvard Business School.
Readings after class:
Gowan, M. & Lepak, D. (2020). Human resource management: Managing employees for competitive advantage (4th edition). Chicago, IL: Chicago Business Press. (CHAPTERS 1, 2 and 14).
Session 3. Selecting people
Readings before class:
Case study: SG Cowen: New Recruits, Harvard Business School, 9-402-028
Readings after class:
Galperin et al. (2020): ¿Too Good to hire? Capability and inferences about commitment in Labor Markets, Administrative Science Quarterly, 65(2): 275-313
Session 4. Building HR Scorecards: Challenges and opportunities
Readings after class:
Carlson, K. D., & Kavanagh, M. J. (2011). HR metrics and workforce analytics. In Kavanagh, J. M. and Johnson, R. D., Human Resource Information Systems: Basics, applications, and future directions, Sage, pp. 150-174.
Session 5. Managing careers
Readings after class:
Gershon, I. (2020). Down and out in the new economy. University of Chicago Press.
Verbruggen, M., & De Vos, A. (2018). When People Don¿t Realize Their Career Desires: Toward a Theory of Career Inaction. Academy of Management Review
Session 6. Understanding and managing employee response to HR practices
Readings before class:
Case study: Delong, T.J. (2005), Infosys: Strategic Human Resource Management. Harvard Business School.
Readings after class:
Nishii, L. H., & Wright, P. (2008). Variability at multiple levels of analysis: Implications for strategic human resource management. In D. B. Smith (Ed.), The people make the place: 225¿248. Mahwah, NJ: Lawrence Erlbaum Associates.
Session 7. Managing Global Mobility
Readings before class:
Bonache, J., Brewster, C. and Froise, F. (2021), The Cambridge Companion to Global Mobility and the Management of Expatriates, Cambridge University Press, UK. (CHAPTER 1)
Case study: 4 key decisions to be made at Solvay Group (to be distributed in class).
Session 8. The meaning and challenges of HR implementation
Readings after class:
Trullen, J., Stirpe, L., Bonache, J. A. & Valverde, M. (2016). The HR department's contribution to line managers' effective implementation of HR practices. Human Resource Management Journal, 26(4), pp. 449-470.
Session 9. Countercultural HR Practices
Readings before class:
Beugelsdijk, S., Kostova, T., & Roth, K. (2017). An overview of Hofstede-inspired country-level culture research in international business since 2006. Journal of International Business Studies, 48(1), 30-47.
Case Study: Ford Motor Company in five different countries (to be distributed in class)
Readings after class:
Caligiuri, P. and Bonache, J. (2020): ¿The Nonlinear Relationships in Cross-cultural and Global Mobility¿, in Betina Szkudlarek, Laurence Romani, Dan Caprar, abd Joyce Osland, ¿The SAGE Handbook of Contemporary Cross-Cultural Management¿, SAGE Publications Ltd
Session 10. Understanding employee effort in the modern workplace
Readings before class:
Case study: Bhatnagar, J., & and Jaiswal, S. (2016). Amazon as an employer. Ivey School of Business Foundation.
Readings after class:
Pfeffer, J. (2018). The overlooked essentials of employee well-being. McKinsey Quarterly, 3, 82-89.
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The topic of HR sustainability is addressed in all sessions in connection with their relevant contents.
