Introduces students to the HR function. Emphasizes the competitive consequences of HR policy decisions for planning, job analysis and design, recruiting and selection, training and development, compensation and reward structures, performance appraisals and communication mechanisms. In-class simulations are used to explore issues of motivation, negotiations and leadership.

Designed for those interested in careers in multinational and other international organizations as general managers or HR managers. Focus on alternative HR strategies for foreign operations; the selection of key executives and specialists for foreign units; their training, development, compensation and rotation; the distinctive HRM policies of American, Japanese and European multinationals abroad; the organization of HR responsibilities in multinationals; building an organi-zational culture as international HR management; the assignments of women abroad; differential regulatory environments; and dealing with trade unions in different countries.

Provides an in-depth analysis of the design of compensation systems. Students analyze how compensation decisions can achieve HR objectives in the areas of recruiting and selection, training and development and appraisal and communication. Case studies and simulations are used.

In managing human resources in an organization, many outcomes and decisions are determined by the process of negotiation. This course involves students in actual negotiating experiences to enhance their skills as negotiators. Concepts developed in the behavioral sciences, economics and game theory are used as guides to improve negotiating. Each fall and spring, one section of the course places emphasis on game theoretical foundations of the negotiating process.

Topics depend on the interests of the specific instructor. The topics for 1996­97 are management consulting and the human dimensions of organizational change (fall) and leading and managing a global workforce (spring).