Department of Management and Technology

Via Rntgen 1

I - 20136 Milan

Cod. 20162 HUMAN RESOURCE MANAGEMENT

SYLLABUS Academic Year 2016-2017

Class 5 M-LS

Instructor Arnaldo Camuffo arnaldo.camuffo@unibocconi.it

Teaching Assistant - Manuel David Gomez Solorzano

Class timetable *:
Monday

from 16.15 to 17.45

Classroom N35

Tuesday

from 12.30 to 14.00

Classroom N35

Course Introduction
Educational objectives
People are the enduring sources of competitive advantage. People are our most important asset. For
many years, scholars and practitioners have used the rhetoric of human capital to legitimize their strategic
and organizational choices. Is that true? This course overviews human resource management policies and
practices offering a strategic, integrated and critical perspective to current theory and practice.
Having an effective system for obtaining, mobilizing, and managing the organizations human capital is
today generally recognized as a core capability of organizations. Demographic changes in the labor force,
migration, increased global competition, experiments with new organizational and work arrangements,
concerns with social sustainability and public policy attention to workforce issues have made human resource
management increasingly important for organizations. Although many managers and organizations recognize
the importance of managing the workforce effectively and even "know" what effective approaches are, it is
remarkable how frequently firms fail to implement effective human resource management analysis and
practices. This course aims at developing three general skills: (1) How to think systematically and
strategically about aspects of managing the organization's human assets; (2) What really needs to be done to
implement these policies and to achieve competitive advantage through people; (3) understand and be
equipped to play a managerial role as regards people management and development. The intent of the course
is both to impart knowledge as well as to stimulate discussion about the values and beliefs that shapes the
way in which people are treated in an organization. As an introductory course in a graduate program for
people interested in general management skills, the purpose is not to get into the technical detail of issues
such as the psychometric properties of selection test validation, the analytics of job evaluations, the
mechanics of specific stock incentive plans, or the intricacies of employment law--all issues of relevance for
people intending to be human resource professionals. Rather, the course refers to HRM tools and processes
adopting the perspective of the general manager and addresses human resource topics from a more strategic
standpoint, considering how human resource management might aid in developing sustainable strategies and
organizations and what might be done to fulfill this potential.
Learning approach & teaching methods
This course, worth 6 credits, applies a variety of teaching methods and learning approaches and requires the
active participation of students through class pre-work, readings and case discussion. Students attending the
course will do individual and group assignments, interact with managers from companies that have designed
and implemented state-of-the-art human resource management systems.
Each session will include a variety of pedagogical styles, including lectures, class discussion of assigned
readings, group case analysis, along with occasional experiential exercises and video presentations. We will
have in-class discussions over the assigned articles and cases, supported by short lectures on key concepts
*

Some class hours are subject to change. Check the detailed calendar for possible variations.

and theories. As the pedagogical style is interactive, it is essential that students (1) are prepared to contribute
to class discussion in a way that (2) aims at learning or helping others to learn, (3) is respectful of the opinion
of others (4) welcomes criticisms and disagreement, (5) is expressed in a precise and concise manner.
The course (and exam) can be taken as attending or non-attending students. For attending students, given the
content and didactic methods of the course, full attendance of the course is strongly recommended though
not compulsory. Lectures and all the other in-class activities take place according to the analytic program and
calendar below.
Course Etiquette
Students learning experience depends on personal participation and involvement. Sharing experience and
ideas with others is crucial for learning and for understanding how diverse opinions you are likely to
encounter, get articulated and debated (or suppressed and lost). You will find yourself presenting and testing
ideas that are not wholly formed, and assisting others to shape their ideas. You should be prepared to take
some risks and to be supportive of others efforts. This tolerance and risk taking behavior become
particularly important to establish a proper learning atmosphere.
Class attendance is helpful to enhance learning. If attending, class participation is not only essential to ones
own learning, but is vital to the learning experience of the others in the class. There are often group exercises
during the class sessions where other group members will depend on your contribution.
To establish an adequate learning atmosphere, please observe the following courtesy rules:
1. Arrive in class on time; do not leave early; do not wander in and out of class.
2. Keep your mobiles, tablets and laptops off unless necessary to take notes and work on the course materials.
3. Participate fully in class.
4. Do not free-ride on your colleagues!
5. Hand in group assignments on time..
Course calendar
Time
Monday
05/09
Tuesday
06/09
Monday
19/09

16.1517.45
12.3014.00
16.1517.45

Classroom
N35
N35

N35

Tuesday
20/09

12.3014.00

N35

Wednesday
21/09

16.1517.45

N35

Thursday
22/09

16.1517.45

Monday
26/09

16.1517.45

N35

Tuesday
27/09

12.3014.00

N35

Monday
03/10

16.1517.45

N36

N35

Topic & activities

Materials

Course introduction

Course syllabus and classnotes

Strategic human resource management

Chapter 1 (pp. 5-15) and 2

Human resources, strategy and

performance:
Southwest Airlines case group
discussion (Analysis)

Southwest Airlines case group

discussion (continued) (Problem
solving)

Human Resource Planning and

recruiting
Work with us: talent acquisition and
employer branding in the digital era.
Sample assignment presentations
(random draw)
Job analysis and person specification
(selection profile). A job Ad case
study

Southwest Airlines Case Study

(Course Reserve - CR)
Read the case before class and come
to class prepared to discuss it in
groups
Southwest Airlines Case (Course
Reserve - CR)
Read the case before class and come
to class prepared to discuss it in
groups
Chapter 5
Individual Assignment (1) available on
LS
(the assignment is due the night before)

Chapter 4 (pp.176-183)
Job Ad Case study (available on
LS. Please print it and bring it in
class for discussion)
Chapter 6

The selection process

Video resume & application

Person specification selection criteria
and tools
Sample assignment video presentations
(random draw)

Individual Assignment (2) available on

LS
(the assignment is due the night before)

Tuesday
04/10

Monday
10/10

12.3014.00

16.1517.45

N35

N35

Tuesday
11/10

12.3014.00

N35

Monday
24/10

16.1517.45

N35

Tuesday
25/10

12.3014.00

N35

Monday
07/11

16.1517.45

N35

Tuesday
08/11

12.3014.00

Monday
14/11

16.1517.45

The process selection in multinational

companies. Description and interview
simulations with hiring managers
Understanding performance
management systems. Group
presentations (random draw) and
discussion of the Morgan Stanley
becoming one firm and Rob Parson at
Morgan Stanley (A) case studies

Discussion of the Morgan Stanley

becoming one firm and Rob Parson at
Morgan Stanley (A) case studies
continued.
Simulation of the performance
Performance management
Performance and rewards

Tuesday
15/11

Monday
21/11
Tuesday
22/11
Monday
28/11

12.3014.00

08.4510.15
12.3014.00
16.1517.45

Tuesday
29/11

12.3014.00

Monday
05/12
Tuesday
06/12

08.4510.15
12.3014.00

N35

N35

N35

Employee development and careers

Employee development and careers in
large and multinational companies
Sample assignment presentations
(random draw)
The reward system: pay structure
decisions

Managing careers and compensation in

flat organizational structures. Group
presentations (random draw) and
discussion of the Xelor case study

Aula Guest speech: Labor market

Notari compensation trends
The reward system: incentives and
N35
variable pay
Designing a pay structure: in class
N35
exercise
Designing solutions for effective human
resource management and development:
Group presentations (random draw) and
N35
discussion of the Vodafone case study

Aula Making a career: individual and

Notari companys perspectives
Course wrap-up and mock final exam
N35

Guest speakers: Vodafone, Autogrill

and Reckitt Benckiser

Morgan Stanley becoming one

firm case study (CR )
Rob Parson at Morgan Stanley
(A) case study (CR)
Group assignment (1). Questions
available on LS. (the assignment is
due the night before). Be prepared to
discuss the case studies and present
your case write-up (random draw)
Morgan Stanley becoming one
firm case study (CR )
Rob Parson at Morgan Stanley
(A) case study (CR)

Chapter 8

In-class exercise Results and monetary

incentives (available on LS. Please
print it and bring it in class for
discussion)
Chapter 9
Individual Assignment (3) available on
LS
(the assignment is due the night before)

Chapter 11
Gis Case study (available on LS.
Please print it and bring it in class
for discussion)
Xelor case study (LS)
Group assignment (2). Questions
available on LS. (the assignment is
due the night before). Be prepared to
discuss the case study and present
your case write-up (random draw)
Towers Watson

Chapter 12

Designing a pay structure (LS)

Vodafone Italy case study (LS )

Group assignment (3). Questions
available on LS. (the assignment is
due the night before). Be prepared to
discuss the case study and present
your case write-up (random draw)
Guest speech

Study materials and learning outcomes evaluation

The course (and exam) can be taken as attending or non-attending student. Study materials and exams are
different in the two cases.
Attending students
Textbook and course materials:
Noe, R.A., Hollenbeck, J.R., Gerhart, B., Wright, P.M., 2015, Human Resource Management: gaining a
competitive advantage, 9th edition, McGraw-Hill Education, chapters: 1, (pp.5-15), 2, 4 (pp. 176 -182),
5, 6, 8, 9, 11, 12
Other materials (assignments, case studies, exercises) available in the Learning Space, in course reserve
and from the electronic library
Learning outcomes evaluation, grading and exam
Students qualify to tale the written final exam as attending students if they have successfully done,
handed in (LS upload) and discussed/presented in class (random draw) the 3 individual assignments
and the 3 group assignments (case studies) (all of them. No exception).
Grading system. The final grade will be the sum of the grades obtained from individual and group
assignments (16 points), and the final exam (16 points). More specifically, the breakdown is:
o 3 individual assignments (5 points)
assignment #1 Work with us (2 points)
assignment #2 Recruitment video (1 point)
assignment #3 Employee development and careers in large and multinational
companies (2 points)
o 3 group assignments/case studies (11 points)
Assignment #1 Morgan Stanley becoming one firm case study (CR ) and Rob
Parson at Morgan Stanley (A) case study (5 points)
Assignment #2 Xelor case study (3 points)
Assignment #3 Vodafone case study (3 points)
o Written final exam (16 punti).
o It will cover the lectures and refer to the textbook (only assigned chapters). It will consist of
3 semi-structured questions. It will not cover the individual and group assignments.
o The written final exam can be taken:
in December 2016 (only one date) only for exchange students of any type, free
movers, campus abroad (winter programs), students, visiting students, students
taking internships in Italy or abroad in Jan-Feb 2017.
In January 2017 (two dates) and in September 2017 (one date).
o The written final exam can be re-taken only if failed.
Individual Assignments
assignment #1 Work with us (2 points)
The relationship with the labor market is integrative part of the human resource strategy. Such relationship
increasingly relies on technologies and is ever more based on the internet and social media which have
become the prevalent channels to attract and acquire human capital and to build a companys reputation and
its employer brand. This assignment aims at developing students abilities to understand how firms interface
with the labor market in the digital era and how they build and nurture their image and reputation through
their corporate website and the social media. Assignment details available on LS.
assignment #2 Video resume & application (1 point)
Companies make an increasingly larger use of a variety media and technologies in recruitment and
selection. In some cases, the might ask to send or upload your video resume or a video application. This
assignment consists in designing and recording your video resume and a video application (maximum 3
minutes) to introduce yourself and apply to the Graduate Program of a Multinational Company. The Graduate
Program lasts 18 months and includes, beside training, rotation and mobility across functions and jobs In
Italy and abroad. It is a paid program and represents an outstanding initial professional opportunity,
potentially leading to permanent hiring. Through video resumes and video applications, the company
screens applicants and short list them for further tests and interviews. Assignment details available on LS.

 assignment #3 Employee development and careers in large and multinational companies (2 points)
Based on what you learned in class and on reading chapter 9 of the textbook (Employee development),
identify one large and/or multinational company and, through secondary sources, direct sources and at least
one interview with the companys HR department staff, describe the companys employee development
system (training, mentoring, coaching, etc.), clarifying the target population and the associated career system
(promotion criteria, internal mobility practices, talent development programs, etc.). Assignment details
available on LS.
Group assignments (case studies)
Attending students have to prepare, in small groups (as defined at the beginning of the semester), 3 group
assignments. These assignments correspond to 4 case studies (1 group assignment includes 2 case studies)
that will then be discussed in class. Each group assignment consists in a case write-up (Word document, max
3000 words) that analyzes each case explicitly addressing a set of questions. Each case write-up must be
uploaded on or before 6.00pm of the day before the case study is scheduled for class discussion (see the
course calendar for the details). Beside the case write-up, each group have to prepare a short powerpoint
presentation, summarizing the case write-up, to be possibly presented in class the day of the class discussion
(groups will be randomly draw for presentation). Be prepared to discuss the case studies and present your
case write-up (random draw). Group assignments instructions and case study discussion questions are posted
on the Bocconi Learning Space.
Group Assignment #1 Morgan Stanley becoming one firm case study (CR ) and Rob Parson at
Morgan Stanley (A) case study (5 points) (the case studies must be analyzed and discussed jointly.
The questions to be addressed in the case write-up relate to both case studies)
Group Assignment #2 Xelor case study (3 points)
Group Assignment #3 Vodafone case study (3 points)

Non attending students

Textbooks
Noe, R.A., Hollenbeck, J.R., Gerhart, B., Wright, P.M., 2015, Human Resource Management: gaining a
competitive advantage, 9th edition, McGraw-Hill Education
P. Boxall, J. Purcell, Strategy and Human Resource Management, IV edition, Palgrave, November 2015
Exam
Non attending students will take an individual, written final exam. The exam can be taken in any of the
scheduled exam session. The written final exam can be re-taken only if failed. It will cover the textbooks and
consist in a set of semi-structured questions, short case analysis, problem sets.

Office hours
The instructor is available to meet students upon appointment (arnaldo.camuffo@unibocconi.it) or during the
office hours posted on the Bocconi website (http://www.unibocconi.it > Quick Reference for > Current
Students > Timetables, Calendars and Rooms > Faculty office hours. Please remember to check for office
hours possible changes on the Bocconi website.
Course secretary:
Mrs. Iolanda De Monte -Department of Management and Technology
Viale Roentgen, 1 - 4th floor Room C3 02 -Tel. 02.5836.2633-2632
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HONOR CODE
Bocconi University envisions education as an ongoing process that stretches across a persons entire
professional life. The University hopes that the entire Bocconi community will respect the values of
fairness and correctness associated with it, values which inspire and guide the conduct of all community
members as they pursue common objectives and a shared mission. The
Bocconi University Honor Code is posted on the Bocconi website at http://www.unibocconi.eu/honorcode.
We strongly recommend to all students to read it.
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