14 Case: CIBC: Outsourcing the Human Resource Department (A) & (B)

The Canadian Imperial Bank of Commerce (CIBC) is one of the 10 largest full-service financial institutions in North

America. Its human resources department wanted to reinvent HR service delivery and increase automation and self-service

operations. A number of options were being considered, including continuing with the status quo while undertaking patchwork operations, developing new HR capabilities in-

house, outsourcing the development of HR capabilities, and exploring the opportunity to outsource entire functions. Each option presents benefits and challenges, and the senior lead on the project must begin to develop a business case to go

forward. The supplemental case 'CIBC: Outsourcing the Human Resources Department (B)', product discusses the

human resources outsourcing agreement. 15 Strategy of Merger and

Acquisition and its HR implications Reading reference: Chapter 15 of text book

Motives for merger and acquisition; common causes of failure; symptoms of soft asset mis-match: policy areas;

symptoms of soft-asset mismatch: practice areas; Approach towards integration

16 Case : Air India and Indian Airline: A merger gone wrong

Indian domestic carrier of Indian Airlines and international carrier of Air India was merged in 2007.

The rationale for the merger was to boost the revenue of the both state owned airlines. At the time of merger the combined manpower strength of the two airlines was

29000. Contrary to expectation, the merged entity started incurring losses from 2007. Employee unrest due to unresolved HR issues further aggravated the airlines

problems. CAG report specified improper planning, mismanagement of resources, delay in integration,

additional costs and fall in passenger load factor were the major reasons for the failure of the merger.

17 Strategy of Joint Venture and Human Resource Challenge Reading reference: Chapter 5 of Reference 6

Why companies go for international joint venture? Difference between strategic alliance and joint venture;

Common reasons for failure of IJV; HRM in IJV; Potential obstacles in organizational learning.

18 Case: SINGCHINA tire PTE Ltd: Managing an International Joint Venture

SingChina Tire (SCT) was established in 1930 and was one of the largest state owned tire manufacturing plants in Hefei, China and employed 2500 workers before its joint venture with SingChina Investment Holding ltd. Singapore(SCIHL). SCIHL was a multinational investment holding company in China. After SCHIL took over management control, SCT underwent many changes. SCHIL appointed many foreigners in key positions like GM, Operations Managers, R&D Engineers, purchase managers, IT managers. These changes threw different challenges to Kimberly Tan who was tasked to head the finance of the Joint Venture.

19 Downsizing and HRM Reading Reference: Chapter 17 of Reference No. 5

Why downsize? Environmental change; Firms response to environmental change; effect of downsizing; process

issues

20 Case: Human Resource Management System Reform at Matsushita

Matsushita was a traditional Japanese company that followed the policy of lifetime employment. However, in the wake of slow down of global economy, company started posting losses and was forced to change its employment policy. The case discusses how Nakamura, the new President of Matsushita introduced a new personnel system with the objective of reducing human resource cost to the company.

Pedagogy: The course will be conducted as a mixture of lecture on conceptual issues and case based discussion on selected topics. A small introductory lecture will be given on different critical HR areas to prepare the students to understand the challenge faced by a business organization. After this introduction, a real life case of a business organization will be taken up for discussion and debate to understand the challenge faced by it in designing and executing certain types of HR polices and practices with significant effects on its business performance. Prior reading of the cases and class participation are desired. Class participation will be monitored and assessed both on frequency as well as quality of questions asked and preparations shown by answering instructors questions. All reference books specifically referred to in the topic list will be available in the library under overnight section all the time.

Evaluation:

1. One hour quiz during mid term week 40% 2. Class participation 10%

3. Comprehensive end term exam 50%

Text book: Strategic Human Resource Management: A resource driven perspective- Pulak Das, Cengage Learning, New Delhi, 2011.

Course References:

1. Contemporary Issues in human resource management: Gaining competitive advantage- Chris Brewster, Lorraine Carey, Peter Dowling, Peter Grobler, Peter Holland and Surette Warnich, Oxford. 2003, 2nd edition.

2. Managing Diversity: Towards a globally inclusive workplace- Michalle E. Mor Barak 2nd edition, Sage 2011.

3. Strategy and human resource management - J.E. Butler, G.R. Ferris & N.K. Napier. South Western Publishing Co. 1991

4. Strategic Human Resource Management- Olive Lundy and Allan Cowling London: Routledge 1996.

5. Strategic Human Resources: Frameworks for General Managers- James N. Baron & David M. Kreps, John Wiley & Sons, 1999.

6. Managing Human Resources in Cross-border alliances- Randal S. Schuller, Susan E. Jackson, and Yadong Luo, Routledge, 2004

13. The Economics of Human Resources (EC/HR-225)

Indian Institute of Management Calcutta Post Graduate Programme 2014-15

Course Name/Code EC225/HR225 Term PGP II, Term 5 Name of Course Coordinator Prof. Debashish Bhattacherjee Name of the Instructor(s) Prof. Debashish Bhattacherjee Course Prerequisites (if any) Although there are no formal pre-requisites for this

course, the instructor assumes that the enrolled student is familiar with basic microeconomics and macroeconomics as well as statistical methods (all of which have been done in the first year). Students who have done Econometric Methods in Term 4 will find this course useful.

Restrictions on course registration [Credit Only] 60 [out of which max 5 STEP students] Minimum number of students required to offer the course 10

Objective: The objective of this course is to familiarize MBA students with the basic analytical tools used by labor economists to study labor market processes and labor market outcomes. The essential purpose here is to expose business school students to both the neoclassical and the institutional approaches to the study of human resources and labor markets. The course is specifically designed and targeted for b-school students interested in effecting managerial change in their organizations in the context of globalization and rapid economic change. Consequently, the course stresses more on concepts, policy, and empirical procedures rather than on the intricacies of economic formalism.

Session Plan:

Session 1: Introduction to Course & A Primer on Empirical Method(s) / Reading: Borjas, Chapter 1

Session 2: Labor Supply 1 / Reading: Borjas, Chapter 2

Session 3: Labor Supply 2 / Reading: Borjas, Chapter 3

Session 4: Labor Demand / Reading: Borjas, Chapter 4