Weatherhead School of Management CASE WESTERN RESERVE UNIVERSITY Management of Human Resources LHRP 422 Anna DuVal Smith, Ph.D. Fall, 1995 T: 6:00-8:00 p.m. Description This course covers topics of interest both to general managers and to personnel specialists. The major emphasis is on mastering theories of motivation and control and applying them to issues associated with performance appraisal and reward systems, due process systems for handling employee complaints, and innovative approaches to work. Exploration of the topics is conducted principally through case discussions. Instructor Objectives 1. To enable students to a. discover important human resource issues, b. learn the use of selected formal organization systems to direct human resources towards desired outcomes, c. increase competence in solving human resource problems, and d. develop useful HRM skills such as interviewing, giving and receiving feedback, and managing conflict. 2. To learn from students' experience and insight. Requirements Evaluation: 4 written cases (5-10 pages each, 50% total weight), 20-page original case on workplace complaints (due Oct. 17, 25%), and contribution to class discussions (25%) are required. Cases for written discussion are SpeedEx (Oct. 3), First Federal Savings (Nov. 7), Dana Corp. (Nov. 21) and Sedalia Engine Plant (Dec. 5). A suggested approach for analyzing cases and evaluation criteria are appended to the syllabus. Cases on which there is no written assignment should nevertheless be carefully prepared for class discussion. Questions to guide the discussion of each case, written or oral, will be provided. The workplace complaint case involves collection of primary data to test a hypothesis. Additional information is provided in a separate assignment sheet. The instructor reserves the right to give a final examination as warranted by class preparation. Required Course Materials A packet of required readings and case materials will be provided at Department cost. Students may also find it helpful to review to relevant materials from LHRP 421. Recommendations in this regard are indicated on the course outline. Outline and Assignments A. INTRODUCTION Aug. 29 I. The HRM System Readings: Schuler & Jackson, "Linking Competitive Strategies with Human Resource Management Practices," Academy of Management Executive (August, 1987), pp. 207-219. Recommended from LHRP 421: Schein, "Increasing Organizational Effectiveness through Better HR Planning and Development." B. CONTROL Sept. 5 II. Culture Readings: Beer, Spector et al., "The Integration of Human Resource Management Policies," Ch. 7 of Human Resource Management: A General Manager's Perspective (1985), pp. 664-672, 676-677. Schein, "Does Japanese Management Style Have a Message for American Managers?" in Managing Professionals in Innovative Organizations: A Collection of Readings, ed. by Katz (1988), pp. 370-383. Pascale, "The Paradox of 'Corporate Culture': Reconciling Ourselves to Socialization," in Managing Professionals in Innovative Organizations: A Collection of Readings, ed. by Katz (1988), pp. 343-354. Case Discussion: People Express Sept. 12 III. Conflict Readings: Ewing, "The Endless Wave," from Do It My Way or You're Fired, 1983. Tannenbaum, excerpt from Control in Organizations, pp. 12-23. Foulkes & Livernash, "The Conduct of Labor Relations," in Human Resources Management, 2nd ed., 1989, pp. 107-122. Johnston, "Negotiation Strategies: Different Strokes for Different Folks," in Lewicki & Litterer, 1985. Case Discussion: Bethoney Mfg. (A & B) Sept. 19 Case Discussion: Bethoney Mfg. (A & B), cont. Sept. 26 IV. Transforming Relationships Readings: Gershenfeld, "Employee Participation in Firm Decisions," in Human Resources Management Readings, ed. by Foulkes, 1989, pp. 229-252. Crutcher-Gershenfeld, "Bargaining Over How to Bargain in Labor-Management Negotiations," Negotiation Journal (October 1994), pp. 323-335. Keefe & Boroff, "Telecommunications Labor-Management Relations: One Decade After the AT&T Divestiture, in Contemporary Collective Bargaining in the Private Sector, ed. by Voos. Madison, WI: Industrial Relations Research Assn., pp. 303-371, 1991. [N.B. This is long and detailed. Scan for background information before and since the events of the case.] Case Discussion: Pacific Bell & the CWA (A) & (B) Oct. 3 V. Managing Participation Readings: Greene & Matherly, "Quality Circles: A Need for Caution and Evaluation of Alternatives," in Readings in Personnal & Human Resource Management, ed. by Schuler, Youngblood & Huber. St. Paul: West, 1988. Kanter, "Dilemmas of Managing Participation," from The Change Masters, 1985. Mulder, "Reduction of Power Differences in Practice: The Power Distance Reduction Theory and its Implications." Written & Oral Case Discussion: Speedex Oct. 10 VI. Discipline Readings: Holley & Jennings, "Employee Discipline," Ch. 10 of The Labor Relations Process, 2nd ed., 1984. Campbell, "Discipline Without Punishment--At Last," Harvard Business Review (July-August, 1985), pp. 162-178. Case Discussion: 4 mini troubled employee cases: 2 on just-cause discipline, 2 on troubled executives Oct. 17 VII. Due Process Readings: Mills, "Grievances and Arbitration," Ch. 14 of Labor Management Relations, 1978. Foulkes, "Grievance Procedures," Ch. 15 of Personnel Policies in Large Nonunion Companies, 1980. Bouwen & Salipante, "The Social Construction of Grievances: Organizational Conflict as Multiple Perspectives." Recommended from LHRP 421: French, "Organizational Justice," Ch. 8 of Personnel Management Process, pp. 145-150. Written & Oral Case Presentations: Workplace Complaints. Hand in draft. C. MOTIVATION & REWARD SYSTEMS Oct. 24 VIII. Motivation Readings: French, "Motivation, Satisfaction, and Performance," Ch. 6 of Personnel Management Process. Lawler, "Setting Strategic Objectives for Pay Systems," Ch. 2 of Strategic Pay: Aligning Organizational Strategies and Pay Systems. Written Assignment: Final draft of Workplace Complaints paper. Oct. 31 IX. Equity Readings: Lawler, "Establishing Core Principles," Ch. 3 of Strategic Pay: Aligning Organizational Strategies and Pay Systems. Lawler, "Setting Total Compensation Levels," Ch. 10 of Strategic Pay: Aligning Organizational Strategies and Pay Sysems. Recommended from LHRP 421: French, "Organizational Justice," Ch. 8 of Personnel Management Process, pp. 128-137. Case Discussion: LEP Nov. 7 X. Individual Incentives Readings: Lawler, "Using Merit Pay," Ch. 5 of Strategic Pay: Aligning Organizational Strategies and Pay Systems. Kohn, "Why Incentive Plans Cannot Work," Harvard Business Review (September-October 1993), pp. 54-63 Written & Oral Case Discussion: First Federal Savings Nov. 14 XI. Performance Appraisal Readings: Lawler, "Using Performance Appraisals to Drive Pay," Ch. 6 of Strategic Pay: Aligning Organizational Strategies and Pay Systems. Geber, "The Hidden Agenda of Performance Appraisals," Training, 1988. Case Enactment & Discussion: Colonial Food/Cranston/Kirby Nov. 21 XII. Group Incentives Readings: Lawler, "Paying for Organizational Performance," Ch. 7 of Stategic Pay: Aligning Organizational Strategies and Pay Systems. Lawler, "Managing Decision-Making and Communication Processes," Ch. 12 of Strategic Pay: Aligning Organizational Strategies and Pay Systems. Written & Oral Case Discussion: Dana Corp. D. WORK SYSTEMS Nov. 28 XIII. Hierarchical Work Systems Readings: Lawler, "Make Management an Advantage," Ch. 1 of The Ultimate Advantage: Creating the High-Involvement Organization. San Francisco: Jossey-Bass, 1994. Lawler, "Choose the Right Management Style," Ch. 2 of The Ultimate Advantage: Creating the High- Involvement Organization. Hall, "Alienation" excerpt from Sociology of Work: Perspectives, Analyses, and Issues. Thousand Oaks: Pine Forge Press, 1994, pp. 111-117. Klein & Posey, "Good Supervisors Are Good Supervisors-- Anywhere," Harvard Business Review (November- December 1986), pp. 125-128. Case Discussion: Kalamazoo Plant Dec. 5 XIV. High-Involvement Work Systems Readings: Walton, "Work Innovations in the United States," Harvard Business Review (July/August, 1979). Hackman, "Work Redesign for Organization Development," Readings in Human Resource Management, ed. by Beer & Spector (1985), pp. 528-544. Beer, Spector et al., "The Integration of Human Resource Management Policies," Ch. 7 of Human Resource Management: A General Manager's Perspective (1985), pp. 677-681. Written & Oral Case Discussion: Sedalia Engine Plant (A) Dec. 12 E. FINAL EVENT