Students should have passed all the courses of the first semester.

1. Enhance students' comprehension of how a company's people management strategies can impact overall organizational efficiency positively or negatively. 2. Familiarize students with fundamental Human Resource (HR) practices and tasks. 3. Develop students' capability to apply HR principles directly to real-world scenarios, whether in the role of an HR Director or as a manager of a business unit accountable for HRM.

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. ---------- The topic of HR sustainability is addressed in all sessions in connection with their relevant contents.

The course will utilize case studies, a reading list, presentations, and, importantly, open discussions and the exchange of ideas and experiences. Students will be encouraged to actively participate in class discussions and share their insights throughout the course. In the realm of people management, many issues and problems do not always have definitive answers (though some answers may be better than others), and the focus is on understanding different perspectives. Therefore, there is no concern about being "right" or "wrong" in participation; instead, the emphasis is on sharing viewpoints. Students should approach their peers' contributions critically, providing explanations for any disagreements. It is vital for students to thoroughly prepare the assigned study material before each session to: 1) fully engage with the session's content; 2) contribute meaningfully to class discussions; and 3) actively participate in class exercises. In this course, students should not use artificial intelligence tools to carry out the work or exercises proposed by the faculty.