06211054 - Human Resource Management

HRM is a continually evolving field of theory and practice. HRM refers to a collection of policies to control, to involve employees and organize work. The curriculum is designed to provide a basic understanding as well as critical appreciation of the importance of human resource management in today’s socioeconomic environment. The course will also examine in a critical way the impact of human resource management practices and decisions on both organizational and individual performance. Because many organizations, managers and academics tend to understand how HRM operates in diverse situations and what contributions it can make to organizational effectiveness and profitability, our concern will focus on how national and organizational cultures shape IHRM.

Estimation of private study (outside of contact hours): 15 hours


TARGETED KNOWLEDGE AND SKILLS
The objective of the course is to acquire a capacity for analysis of work organization and HRM (both of them belongs to what we call “work management”) as a whole as well as an understanding of the decisions taken, policies developed, techniques mobilized by organizations in the field of work management, but also the difficulties and limits of HRM practices. It offers a contingent vision of work management and favors a historical and comparative approach.

Introductive case study

• The good, the bad and the ugly: organizational effectivity in HRM

Chapter I: Introduction to HRM

• Definition of HRM
• Origins of HRM
• Models of HRM
• HRM and organizational performance
• HRM in practice
• Impact of HRM on the roles of HR professionals

Chapter II: Understanding the cultural and organizational contexts of IHRM

• Cultural Context of IHRM
• Organizational Context of IHRM
• Sustainability Transformation

Chapter III: Staffing the international organization

• Approaches to staffing
• Developing staff through international assignments
• Business transformation & HR transformation

 
Chapter IV: Global careers and talent management

• Expatriation process
• Global talent management
• Employee Reward
• Performance Management

BOOKS USED AS REFERENCE:

• Beardwell, J. Thompson, A.  (2017). Human Resource Management: A Contemporary Approach, 8th Edition, Sixth Edition. Pearson: London. https://ebookcentral-proquest-com.ezscd.univ-lyon3.fr/lib/jmlyon-ebooks/detail.action?docID=5185647

ADDITIONAL READINGS :

1. Bernardin, H.J. (2013), Human Resource Management. An experiential approach, Mc Graw Hill: New York. https://ebookcentral-proquest-com.ezscd.univ-lyon3.fr/lib/jmlyon-ebooks/detail.action?docID=6577226
2. Boxall, Purcell, Wright, (2007), The Oxford handbook of Human Resource Management, Oxford: London.
3. Dowling, P.J., Festing, M. Engle, A.D. (2017), International Human Resource Management, Cengage: Singapore.
4. Wilkinson et al. (2019), The Sage Handbook of Human Resource Management, Sage: London.
5. Wilkinson, A., Redman, T. (2017), Contemporary Human Resource Management: Text and Cases, 5th Edition, Pearson: London.

EMBLEMATIC BOOKS OR RESEARCH PAPERS REGARDING THE SUBJECT OF THE COURSE

1. Caligiuri, P; Di Santo, V. (2001). “Global competence: What is it, and can it be developed through global assignments?” Human Resource Planning, vol.14, n°1, p. 27–35.
2. Delbridge, R., Hauptmeier, M.; Sengupta, S., (2011). “Beyond the enterprise: Broadening the horizons of International HRM”, Human Relations, vol. 64, p. 483-505.
3. Greenberg, J. (1990). “Employee Theft as a Reaction to Underpayment Inequity: The Hidden Cost of Pay Cuts”, Journal of Applied Psychology, vol.75, n°.5, p. 561-568
4. Harrison, D. A., Shaffer, M. A., & Bhaskar-Shrinivas, P. (2004). “Going places: Roads more and less traveled in research on expatriate experiences”, Research in Personnel and Human Resource Management, vol. 23, p. 199–247.
5. Hechanova, R., Beehr, T. A., & Christiansen, N. D. (2003). “Antecedents and consequences of employees’ adjustment to overseas assignment: A meta-analytic review”, Applied Psychology, vol. 52, n°2, p. 213–236.

PUBLICATIONS OF THE iaelyon FACULTY REGARDING THE SUBJECT OF THE COURSE

1. Bouville, G., Yousfi, H. (2022), Les dimensions oubliées de la gestion, PUL..
2. Bouville G., Schmidt C. (2019), « Decoupling and essential effects of lean management on job satisfaction, health and depression. A mixed methods approach », Revue de Gestion des Ressources Humaines, Vol. 114, p. 3-30
3. Bouville, G. , Dello Russo, S. et Truxillo, D. (2017),  « The moderating role of age in the job characteristics–absenteeism relationship: A matter of occupational context? », Journal of Occupational and Organizational Psychology, Vol. 91, p. 57-83.
4. Bouville, G ., Alis, D. (2014), “The effects of lean organizational practices on employees’ attitudes and workers’ health: Evidence from France”, The International Journal of Human Resources Management, Vol. 25, p. 3016-3037
5. Valax, M. et Rive, J. (2016), « Les modes de contrôle interactif des filiales internationales, quand le coopérativisme devient subordination à l’étranger », Revue Française de Gestion, n°256, p. 139-158

Final Exam
Oral presentation
Analyze of an academic article in HRM and/or IHRM

TEACHING METHODS
Concrete scenarios from video and written materials are the basis of the teaching and serve to illustrate more theoretical approaches.

ADDITIONAL READINGS:
Redman, T. & Wilkinson, A. (2011), Contemporary Human Resources Management, Prentice Hall, London.