National Taiwan Normal University Course Outline
 Spring , 2024

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I.Course information
Serial No. 1339 Course Level Master
Course Code IWM0069 Chinese Course Name 亞太地區人力資源專題研究
Course Name Special Topic on Human Resources in Asia Pacific
Department Graduate Institute of International Human Resource Development
Two/one semester 1 Req. / Sel. Sel.
Credits 3.0 Lecturing hours Lecture hours: 3
Prerequisite Course Prerequisite course: 【IWM0072 Seminar on Human Resource Development (I)】、【IWM0073 Seminar on Human Resource Development (II)】 ◎1. This course is not available for undergraduate students. 2. If the listed course is a doctoral level course, it is only available for PhD students.
Comment
Course Description
Time / Location Wed. 7-9 Main 11111
Curriculum Goals Corresponding to the Departmental Core Goal
1.　With the end of cold war between Eastern and Western world and the collapse of Communism, international relationship has a drastic change. Most nations have shifted their attention to issues such as economic, international trade, environment, energy, terrorism, and so on. Non-military factors widely become one of the national affairs and regional economic integration also arouses international safety concern. Master:
　1-1 Sensibility to Globalized Human Resource Issues
　1-2 Knowledge of Human Resource Theories and Practical Applications
　1-3 Knowledge of Organizational Diagnostics, and Employee Counseling
　3-1 Passion for Developing Human Resource Profession
　3-3 Acuity and Compatibility for Cultural Differences
　4-1 Job Integrity and Law-Abiding Spirit
2.　To avoid Taiwan becoming isolated in East South Asia, this course is designed to focus on three main parts: Taiwan economic development, Mainland China economic development and the economic cooperation between Taiwan and Mainland China. Globalization has contributed to a stable development of the relationship and cooperation between Taiwan and Mainland China, which also affect Taiwan’s interactions and collaborations with other countries. Master:
　1-1 Sensibility to Globalized Human Resource Issues
　1-2 Knowledge of Human Resource Theories and Practical Applications
　1-3 Knowledge of Organizational Diagnostics, and Employee Counseling
　3-1 Passion for Developing Human Resource Profession
　3-3 Acuity and Compatibility for Cultural Differences
　4-1 Job Integrity and Law-Abiding Spirit
3.　Non-traditional national safety factors should be reconsidered and incorporated into national safety concern in order to achieve long-term national safety Master:
　1-1 Sensibility to Globalized Human Resource Issues
　1-2 Knowledge of Human Resource Theories and Practical Applications
　1-3 Knowledge of Organizational Diagnostics, and Employee Counseling
　3-3 Acuity and Compatibility for Cultural Differences
　4-1 Job Integrity and Law-Abiding Spirit
4.　Globalization means not only techniques and capitals are rapidly flowed in the international market, but also talented human capitals are mobile across the countries. This special topic course mainly focus on exploring how to transform human resource into human capital for new emergent Asia countries. Master:
　1-1 Sensibility to Globalized Human Resource Issues
　1-2 Knowledge of Human Resource Theories and Practical Applications
　1-3 Knowledge of Organizational Diagnostics, and Employee Counseling
　3-2 Tendency toward Collaborative Innovation in an Organization
　3-3 Acuity and Compatibility for Cultural Differences

II. General Syllabus
Instructor(s) Lu, Cheng-Chieh Allen/ 盧承杰
Schedule

16+2 weeks: The first sixteen weeks will instruct the concepts and knowledge from various sources (e.g., textbook, journal articles, casebook, and etc.) and the last two weeks will conduct critical analysis and reflection on various practical cases related to the content of the first sixteen weeks

1 week：Special Topics in Asia Pacific Human Resources
2 week：What is "work" today and why effective HR management is importnat?
3 week：Why good managers are so rare? 100 best companies to work for model
4 week：Managing different generational workers
5 week：Diversity management
6 week：Sexual harassment and discrimination
7 week：Transaction cost and exchange theory
8 week：HR planning
9 week：Job analysis, Job description, Job design
10 week：Recruiting and Selection
11 week：Interviewing
12 week：Training and Development
13 week：Retention
14 week：Performance Management
15 week：Discipline and termination
16 week：Compensation and Benefit
17 week：Case study discussion and reflection
18 week：Case study discussion and reflection
Instructional Approach
Methods Notes
Formal lecture This course will be taught using PowerPoint slides and relevant video clips
Group discussion Students will be divided into groups to discuss the assigned topics in the class
Lab/Studio Students will conduct various group activities relevant with HRD and HRM practices
Grading assessment
Methods Percentage Notes
Assignments 40 %  
Class discussion involvement 20 %  
Attendances 20 %  
Presentation 20 %  
Required and Recommended Texts/Readings with References

Chapman, D. S., Uggerslev, K. L., Carroll, S. A., Piasentin, K. A., & Jones, D. A. (2005). Applicant attraction to organizations and job choice: a meta-analytic review of the correlates of recruiting outcomes. Journal of Applied Psychology, 90(5), 928-944.
Froese, F. J., & Kishi, Y. (2013). Organizational attractiveness of foreign firms in Asia: Soft power matters. Asian Business & Management, 12(3), 281-297.
Froese, F. J., Vo, A., & Garrett, T. C. (2010). Organizational Attractiveness of Foreign‐Based Companies: A country of origin perspective. International Journal of Selection and Assessment, 18(3), 271-281.
Harris, M. M., & Fink, L. S. (1987). A field study of applicant reactions to employment opportunities: Does the recruiter make a difference?. Personnel Psychology, 40(4), 765-784.
Kim, S., Froese, F. J., & Cox, A. (2012). Applicant attraction to foreign companies: The case of Japanese companies in Vietnam. Asia Pacific Journal of Human Resources, 50(4), 439-458.
Lievens, F., & Highhouse, S. (2003). The relation of instrumental and symbolic attributes to a company's attractiveness as an employer. Personnel Psychology, 56(1), 75-102.
Lievens, F., Decaesteker, C., Coetsier, P., & Geirnaert, J. (2001). Organizational attractiveness for prospective applicants: A person–organisation fit perspective. Applied Psychology, 50(1), 30-51.
Newburry, W., Gardberg, N. A., & Belkin, L. Y. (2006). Organizational attractiveness is in the eye of the beholder: The interaction of demographic characteristics with foreignness. Journal of International Business Studies, 37(5), 666-686.
Olsen, J. E., & Martins, L. L. (2016). Racioethnicity, community makeup, and potential employees’ reactions to organizational diversity management approaches. Journal of Applied Psychology, 101(5), 657.
Turban, D. B., & Keon, T. L. (1993). Organizational attractiveness: An interactionist perspective. Journal of Applied Psychology, 78(2), 184.
Turban, D. B., Lau, C. M., Ngo, H. Y., Chow, I. H., & Si, S. X. (2001). Organizational attractiveness of firms in the People's Republic of China: A person-organization fit perspective. Journal of Applied Psychology, 86(2), 194-206.

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