06211168 - Talent & Diversity Management

Talent and diversity management has emerged as new field inside HRM. The curriculum is designed to provide a basic understanding as well as critical appreciation of the importance of talent and diversity management in today’s socioeconomic environment as well as HRM. The course will also examine in a critical way the impact of talent and diversity management practices and decisions on both organizational and individual performance. Because many organizations, managers and academics tend to understand how talent and diversity management 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 talent and diversity management.

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 HRM and diversity and talent 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 and diversity and talent management practices. It offers a contingent vision of work management and favors a historical and comparative approach. 

COURSE OUTLINE

Introductive case study

• The good, the bad and the ugly in Talent management and diversity

Chapter I. Talent and diversity management and its integration with HRM

• Definition of HRM
• Origins of HRM
• Models of HRM
• HRM and its relationship with Talent and Diversity management

Chapter II. Talent management 

• Definition of Talent Management
• Origins of Talent Management
• Models of Talent Management
• Limits of Talent Management
• Impact of Talent Management on the roles of HR professionals

Chapter III. Diversity Management 

• What is Diversity Management?
• Origins of Diversity Management
• Organizational Context of Diversity Management
• Limits of Diversity Management
• Impact of Diversity Management on the roles of HR professionals

PRESCRIBED TEXTS AND PUBLICATIONS

• 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

RECOMMENDED TEXTS AND PUBLICATIONS

• 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
• Boxall, Purcell, Wright, (2007), The Oxford handbook of Human Resource Management, Oxford: London.
• Dowling, P.J., Festing, M. Engle, A.D. (2017), International Human Resource Management, Cengage: Singapore.
• Wilkinson et al. (2019), The Sage Handbook of Human Resource Management, Sage: London.
• 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

• 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.
• Delbridge, R., Hauptmeier, M.; Sengupta, S., (2011). “Beyond the enterprise: Broadening the horizons of International HRM”, Human Relations, vol. 64, p. 483-505. 
• 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
• 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.
• 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.

TEXTS AND PUBLICATIONS OF IAELYON FACULTY ON THE SUBJECT OF THE COURSE  

• Bouville, G., Yousfi, H. (2022), Les dimensions oubliées de la gestion, PUL..
• 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
• 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.
• 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
• 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

Individual grade
Case study

Other grade(s)
Grading during class
Oral presentation
Written Test, 20min

Weight: 50%/50 %

TEACHING METHODS

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

PRE-REQUISITES IN TERMS OF KNOWLEDGE AND SKILLS
ADVISED PRIOR READING

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