日本語 English
| 開講年度/ Academic YearAcademic Year |
20252025 |
| 科目設置学部/ CollegeCollege |
経営学研究科/Graduate School of BusinessGraduate School of Business |
| 科目コード等/ Course CodeCourse Code |
KT371/KT371KT371 |
| テーマ・サブタイトル等/ Theme・SubtitleTheme・Subtitle |
|
| 授業形態/ Class FormatClass Format |
対面（全回対面）/Face to face (all classes are face-to-face)Face to face (all classes are face-to-face) |
| 授業形態（補足事項）/ Class Format (Supplementary Items)Class Format (Supplementary Items) |
対面 |
| 授業形式/ Class StyleCampus |
講義/LectureLecture |
| 校地/ CampusCampus |
池袋/IkebukuroIkebukuro |
| 学期/ SemesterSemester |
秋学期/Fall semesterFall semester |
| 曜日時限・教室/ DayPeriod・RoomDayPeriod・Room |
木3/Thu.3 Thu.3 ログインして教室を表示する（Log in to view the classrooms.） |
| 単位/ CreditsCredits |
22 |
| 科目ナンバリング/ Course NumberCourse Number |
MIB6211 |
| 使用言語/ LanguageLanguage |
英語/EnglishEnglish |
| 履修登録方法/ Class Registration MethodClass Registration Method |
科目コード登録/Course Code RegistrationCourse Code Registration |
| 配当年次/ Assigned YearAssigned Year |
配当年次は開講学部のR Guideに掲載している科目表で確認してください。配当年次は開講学部のR Guideに掲載している科目表で確認してください。 |
| 先修規定/ Prerequisite RegulationsPrerequisite Regulations |
|
| 他学部履修可否/ Acceptance of Other CollegesAcceptance of Other Colleges |
履修登録システムの『他学部・他研究科履修不許可科目一覧』で確認してください。 |
| 履修中止可否/ Course CancellationCourse Cancellation |
－（履修中止制度なし/ No system for cancellation) |
| オンライン授業60単位制限対象科目/ Online Classes Subject to 60-Credit Upper LimitOnline Classes Subject to 60-Credit Upper Limit |
|
| 学位授与方針との関連/ Relationship with Degree PolicyRelationship with Degree Policy |
各授業科目は、学部・研究科の定める学位授与方針（DP）や教育課程編成の方針（CP）に基づき、カリキュラム上に配置されています。詳細はカリキュラム・マップで確認することができます。 |
| 備考/ NotesNotes |
For managers and policymakers intending to specialize in one or more fields of human resource management, this course will serve as a foundation and help you understand the ways in which public human resource management impacts the development and delivery of government programs and services through person management. Throughout this course, we will engage in a collective analysis to 1) understand and recognize the historical development of public personnel management, 2) identify the unique resources and challenges that managers face in managing public human resources in the system of politics, bureaucracy, and democracy, and 3) recognize and discuss different human resource management cases which students will bring to the table to provide opportunities to deal with a variety of issues related to managing public employees.
The course is taught from the perspective that students will one day be stakeholders involved in some aspects of managing organizational change in the public sector, whether as employees, managers, or internal or external consultants for organizational clients.
As a labor-intensive enterprise, human resources are key to the effective and efficient operations of public organizations. From a managerial perspective, we will discuss the resources, challenges, and strategies for the personnel functions of recruitment, selection, job classification, training and development, motivation and compensation, performance evaluation, managing diversity, and organizational culture under public organizational systems, and the use of technology in these HR functions.
Unlike a private enterprise aiming to maximize individual or organizational interest, the government is to serve public or societal values such that the practices and principles of human resource management (HRM) may exhibit different features from their sectoral counterparts. More specifically, we will discuss the role of politics, bureaucracy, and democracy in helping to shape public personnel policies, and how they utilize the Constitution as a legal framework and conduit for maintaining tradition and exercising the capacity to change.
Half of the course will be theoretical in nature; therefore, we will discuss concepts and theories related to public human resource management (PHRM). However, another half of the course is dedicated to the application of the concepts and theories to different cases of HRM issues such as designing recruitment advertisements, merit versus equality, validity of performance evaluation, generational differences and changing values of the workplace, using artificial intelligence (AI) to monitor employees, and others. Towards the end of the semester, students bring their own human resource-related issues and present the issue in the class, applying the theoretical framework to better understand and analyze.
| 1 | What is public human resource management (PHRM) and why do we care? |
| 2 | Understanding the development of PHRM: Legal and administrative context |
| 3 | Selecting a “right” person: Recruitment and selection I |
| 4 | Selecting a “right” person: Recruitment and selection II |
| 5 | Assessing employee performance I: Pay-for-performance system |
| 6 | Assessing employee performance II: Performance evaluation |
| 7 | Employee motivation and workplace behaviors I |
| 8 | Employee motivation and workplace behaviors II |
| 9 | Midterm test |
| 10 | Managing counterproductive workplace behaviors |
| 11 | Training and development |
| 12 | Employee relations practices: Family-friendly policies |
| 13 | Diverse HR issues in the public sector I |
| 14 | Diverse HR issues in the public sector II |
板書 /Writing on the Board
スライド（パワーポイント等）の使用 /Slides (PowerPoint, etc.)
上記以外の視聴覚教材の使用 /Audiovisual Materials Other than Those Listed Above
個人発表 /Individual Presentations
グループ発表 /Group Presentations
ディスカッション・ディベート /Discussion/Debate
実技・実習・実験 /Practicum/Experiments/Practical Training
学内の教室外施設の利用 /Use of On-Campus Facilities Outside the Classroom
校外実習・フィールドワーク /Field Work
上記いずれも用いない予定 /None of the above
Case discussions (report writing and class discussion)
Final presentation: Human resource (HR) issue analysis
Midterm preparation
| 種類 (Kind) | 割合 (%) | 基準 (Criteria) |
|---|---|---|
| 平常点 (In-class Points) | 100 |
Case discussions(30%) Midterm(35%) Final presentation and report(35%) |
| 備考 (Notes) | ||
| No | 著者名 (Author/Editor) | 書籍名 (Title) | 出版社 (Publisher) | 出版年 (Date) | ISBN/ISSN |
|---|---|---|---|---|---|
| 1 | Berman, Evan M., Bowman, James S., West, Jonathan P.,and Van Wart, Montgomery | Human resource management in public service : paradoxes, processes, and problems | CQ Press | 2020 | 9781506382333 |
| その他 (Others) | |||||
|---|---|---|---|---|---|
| Readings other than the textbook chapters will be distributed to students via Canvas as the course begins. For the list of required readings, please refer to the Canvas (Module section). |
For managers and policymakers intending to specialize in one or more fields of human resource management, this course will serve as a foundation and help you understand the ways in which public human resource management impacts the development and delivery of government programs and services through person management. Throughout this course, we will engage in a collective analysis to 1) understand and recognize the historical development of public personnel management, 2) identify the unique resources and challenges that managers face in managing public human resources in the system of politics, bureaucracy, and democracy, and 3) recognize and discuss different human resource management cases which students will bring to the table to provide opportunities to deal with a variety of issues related to managing public employees.
The course is taught from the perspective that students will one day be stakeholders involved in some aspects of managing organizational change in the public sector, whether as employees, managers, or internal or external consultants for organizational clients.
As a labor-intensive enterprise, human resources are key to the effective and efficient operations of public organizations. From a managerial perspective, we will discuss the resources, challenges, and strategies for the personnel functions of recruitment, selection, job classification, training and development, motivation and compensation, performance evaluation, managing diversity, and organizational culture under public organizational systems, and the use of technology in these HR functions.
Unlike a private enterprise aiming to maximize individual or organizational interest, the government is to serve public or societal values such that the practices and principles of human resource management (HRM) may exhibit different features from their sectoral counterparts. More specifically, we will discuss the role of politics, bureaucracy, and democracy in helping to shape public personnel policies, and how they utilize the Constitution as a legal framework and conduit for maintaining tradition and exercising the capacity to change.
Half of the course will be theoretical in nature; therefore, we will discuss concepts and theories related to public human resource management (PHRM). However, another half of the course is dedicated to the application of the concepts and theories to different cases of HRM issues such as designing recruitment advertisements, merit versus equality, validity of performance evaluation, generational differences and changing values of the workplace, using artificial intelligence (AI) to monitor employees, and others. Towards the end of the semester, students bring their own human resource-related issues and present the issue in the class, applying the theoretical framework to better understand and analyze.
| 1 | What is public human resource management (PHRM) and why do we care? |
| 2 | Understanding the development of PHRM: Legal and administrative context |
| 3 | Selecting a “right” person: Recruitment and selection I |
| 4 | Selecting a “right” person: Recruitment and selection II |
| 5 | Assessing employee performance I: Pay-for-performance system |
| 6 | Assessing employee performance II: Performance evaluation |
| 7 | Employee motivation and workplace behaviors I |
| 8 | Employee motivation and workplace behaviors II |
| 9 | Midterm test |
| 10 | Managing counterproductive workplace behaviors |
| 11 | Training and development |
| 12 | Employee relations practices: Family-friendly policies |
| 13 | Diverse HR issues in the public sector I |
| 14 | Diverse HR issues in the public sector II |
板書 /Writing on the Board
スライド（パワーポイント等）の使用 /Slides (PowerPoint, etc.)
上記以外の視聴覚教材の使用 /Audiovisual Materials Other than Those Listed Above
個人発表 /Individual Presentations
グループ発表 /Group Presentations
ディスカッション・ディベート /Discussion/Debate
実技・実習・実験 /Practicum/Experiments/Practical Training
学内の教室外施設の利用 /Use of On-Campus Facilities Outside the Classroom
校外実習・フィールドワーク /Field Work
上記いずれも用いない予定 /None of the above
Case discussions (report writing and class discussion)
Final presentation: Human resource (HR) issue analysis
Midterm preparation
| 種類 (Kind) | 割合 (%) | 基準 (Criteria) |
|---|---|---|
| 平常点 (In-class Points) | 100 |
Case discussions(30%) Midterm(35%) Final presentation and report(35%) |
| 備考 (Notes) | ||
| No | 著者名 (Author/Editor) | 書籍名 (Title) | 出版社 (Publisher) | 出版年 (Date) | ISBN/ISSN |
|---|---|---|---|---|---|
| 1 | Berman, Evan M., Bowman, James S., West, Jonathan P.,and Van Wart, Montgomery | Human resource management in public service : paradoxes, processes, and problems | CQ Press | 2020 | 9781506382333 |
| その他 (Others) | |||||
|---|---|---|---|---|---|
| Readings other than the textbook chapters will be distributed to students via Canvas as the course begins. For the list of required readings, please refer to the Canvas (Module section). |