1. 9-1 Presentations-Schedule March 07: Kamran; Faisal Hashmi; Arif Mukhtar Faisal; 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

2. 9-2 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

3. 9-3 Assignment (3)-Reminder Due 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).

4. 9-4 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 ZaheerFerris et al. (2004). Theoreical development in the field of HRM issues & challenges for the future Asadur-RehmanHarrison (2004) Using the four HRD stages for organizational renewal

5. 9-5 Presentations-Rule Format:Use Standard Format Time Allowed:12-15 Minutes Marks:Presentation email02 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

6. 9-6 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

7. 9-7 Teo & Rodwel (2007) Variables: 1. HRM Performance 2. Operational Involvement 3. Strategic involvement 4. HR Influence 5. Strategic Integration

8. 9-8 Teo & Rodwel (2007) Surveys from 146 senior line managers and HR executives in commercialized and non commercialized public-sector agencies in Australia Results: Operational InvolvementPositively related to HR Influence HRM Performance Strategic Integration

9. 9-9 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.

10. 9-10 Teo & Rodwel (2007) Explanation of the Tables 1 directly from the Paper Explanation of Figures 1, 2 and 3

11. 9-11 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)

12. 9-12 Hsu & Leat (2000) Variables: 1. Strategic Integration 2. Devolution 3. Ownership 4. Size 5. Recruitment (P, M & T) 6. Selection (P, M & T)

13. 9-13 Hsu & Leat (2000) Explanation of the Tables directly from the Paper Explanation of the Figures

14. 9-14 Hsu & Leat (2000) Variables: 1. Strategic Integration 2. Devolution 3. Ownership 4. Size 5. Recruitment (P, M & T) 6. Selection (P, M & T)

15. 9-15 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

16. 9-16 Teo (2002) Title: Effectiveness of a corporate HR department in an Australian public-sector entity Explanation of the Tables directly from the Paper

17. 9-17 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.

18. 9-18 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

19. 9-19 Lervik et al. (2005) Replications: 1. Initiation: Adoption 2) Implementation: Knowledge -» action 3) Ramp-up: Mechanistic 4) Integration: Isolation

20. 9-20 Lervik et al. (2005) Re-creations: 1. Initiation: Translation 2) Implementation: Action -» Knowledge 3) Ramp-up: Organic 4) Integration: Integration