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Presentations-Schedule

• March 07: Kamran; Faisal Hashmi; Arif MukhtarFaisal; Adeem Qadeer; Feroz Baig

• March 14: Kashif Iqbal; Suleman Anwar; Waqas H. S.

Hafiz Ahmad; Mian Zaheer; Asadur-Rehman

• March 21: Imran Shrif; Faisal Ali; Ibn-ul-Hasan

Faisal Munir; Bushra, Taseem

• March 28: Javed Iqbal; Khurram; M. Amjad;

Musadaq Ali; M. Ilyas

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Presentations-March 07

• Kamran Inam Pearace & Osmond (1999). From wforkplace attitudes & values to global patterns of nations

• Faisal Hashmi Lervik et al. (2005). Implementing HRD best practices-replications or re-creations

• Arif Mukhtar Teo & Rodwel (2007). To be strategic in public sector HR must remember its opertaional activities

• Faisal Khan Boselie et al (2005). Commonalrties & contradictions in HRM and performance

research

• Adeem Qadeer Sheehan (2005). A model for HRM strategic integration

• Feroz Baig Teo (2002). Effectiveness of a corporate HR department in an Australian public-sector entity

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Assignment (3)-ReminderDue on Mar 14, 2010

• Select any research paper of your choice but different from your colleague and summarize:

a) The introduction and justify the research

b) The main finding and new things discovered by author (s).

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Presentations-March 14

• Suleman Anwar: Conner & Ulrich (1996). Human resource roles Creating value, not rhetoric

• Waqas H. S. Francis & Keeghan (2006).The changing face of HRM-in search of balance

• Hafiz Ahmad Bowen et al. (1999). HRM and Service Fairness- How Being Fair with Employees Spills Over to Customers

• Mian Zaheer Ferris et al. (2004). Theoreical development in the field of HRM issues & challenges for the future

• Asadur-Rehman Harrison (2004) Using the four HRD stages for organizational renewal

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Presentations-Rule

• Format: Use Standard Format• Time Allowed: 12-15 Minutes • Marks: Presentation email 02

Material quality 04

Quality of presentation 04• Language: English or Urdu or mixed

Note: 1. Confine to the paper only except comments

2. All students should read the papers before coming to the class

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Teo & Rodwel (2007)

• Title: To be strategic in public sector HR must remember its operational activities

• Terminology: 1. Commercialization (NPM)

2. Efficiency & Effectiveness

3. Line managers

4. Co-relational matrix

5. Formative measures

6. Reflective measures

7. Multiple-constituency approach to HRM

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Teo & Rodwel (2007)

• Variables: 1. HRM Performance 2. Operational Involvement

3. Strategic involvement

4. HR Influence

5. Strategic Integration

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Teo & Rodwel (2007)

• Surveys from 146 senior line managers and HR executives in commercialized and non commercialized public-sector agencies in Australia

• Results:

Operational Involvement Positively related to

HR Influence HRM Performance

Strategic Integration

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Teo & Rodwel (2007)

Strategic Involvement not related to Performance

• The data supports the multiple-constituency approach to HRM

• The study highlights challenges faced by HR practitioners needing to be operational, to be valued strategically.

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Teo & Rodwel (2007)

• Explanation of the Tables 1 directly from the Paper

• Explanation of Figures 1, 2 and 3

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Hsu & Leat (2000)

• Title: A study of HRM and Recruitment and Selection policies and practices in Taiwan

• Terminology: 1. Recruitment

2. Selection

3. HRP

4. Processes (e.g. HRP; Job analysis etc)

5. Methods (e.g. Transfer, Job rotation)

6. Techniques (e.g. Tests; Panel interview)

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Hsu & Leat (2000)

• Variables: 1. Strategic Integration 2. Devolution

3. Ownership

4. Size

5. Recruitment (P, M & T)

6. Selection (P, M & T)

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Hsu & Leat (2000)

• Explanation of the Tables directly from the Paper

• Explanation of the Figures

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Hsu & Leat (2000)

• Variables: 1. Strategic Integration 2. Devolution

3. Ownership

4. Size

5. Recruitment (P, M & T)

6. Selection (P, M & T)

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Hsu & Leat (2000)

• There is a general desire among HR professionals that HRM policies are integrated with corporate strategy and that HRM should be involved in decision making at board level.

• Some HRM decisions are shared between line and HR

• Line managers had a particularly influential role in decisions regarding recruitment and selection, training and development, and workforce expansion/reduction.

• Certain recruitment and selection practices were culturally sensitive and this was supported by evidence of association between recruitment and selection practices and country of ownership

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Teo (2002)

• Title: Effectiveness of a corporate HR department in an Australian public-sector entity

• Explanation of the Tables directly from the Paper

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Teo (2002)

• Title: Effectiveness of a corporate HR department in an Australian public-sector entity

• There is an improvement in the overall level of strategic integration. But the rating of strategic HRM role effectiveness remained low.

• HRM function, is more effective in its administrative role than in a value-adding function.

• The difficulty in balancing the dual roles of a corporate headquarter unit, together with the challenges of becoming a strategic business partner to line managers, provided the major impediments to effective strategic HRM.

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Lervik et al. (2005)

• Title: Implementing HRD best practices-Replications or Re-creations

• The Four-stage model:

1. Initiation: discover needs, identify solutions

2) Implementation: introduction of practice

3) Ramp-up: resolving unexpected problems

4) Integration: reutilization

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Lervik et al. (2005)

• Replications:

1. Initiation: Adoption

2) Implementation: Knowledge -» action

3) Ramp-up: Mechanistic

4) Integration: Isolation

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Lervik et al. (2005)

• Re-creations:

1. Initiation: Translation

2) Implementation: Action -» Knowledge

3) Ramp-up: Organic

4) Integration: Integration