Syllabus Entrance
Printer Friendly
Email Syllabus

HR 353 Intro to Human Resource Mgmt
Allen, Robert E.


Mission Statement: The mission of Park University, an entrepreneurial institution of learning, is to provide access to academic excellence, which will prepare learners to think critically, communicate effectively and engage in lifelong learning while serving a global community.

Vision Statement: Park University will be a renowned international leader in providing innovative educational opportunities for learners within the global society.

Course

HR 353 Intro to Human Resource Mgmt

Semester

S2AA 2008 LC

Faculty

Allen, Robert E.

Title

Professor of Management and Human Resources

Degrees/Certificates

B.S. in Business Administration, SUNY at Buffalo
MBA, SUNY at Buffalo
Ph.D. in Management, SUNY at Buffalo

Office Location

8002 Corinth Drive, Corpus Christi, TX 78413

Office Hours

Anytime needed

Daytime Phone

361-814-0539

E-Mail

rallen@park.edu

Semester Dates

March 17, 2008 to May 11, 2008

Class Days

-M-W---

Class Time

4:45 - 7:25 PM

Credit Hours

3


Textbook:

Robert Mathis and John Jackson, Human Resource Management, 12th ed., Thomson/Southwest, 2008
ISBN 13: 978-0-324-54303-2

Textbooks can be purchased through the MBS bookstore

Additional Resources:

McAfee Memorial Library - Online information, links, electronic databases and the Online catalog. Contact the library for further assistance via email or at 800-270-4347.
Career Counseling - The Career Development Center (CDC) provides services for all stages of career development.  The mission of the CDC is to provide the career planning tools to ensure a lifetime of career success.
Park Helpdesk - If you have forgotten your OPEN ID or Password, or need assistance with your PirateMail account, please email helpdesk@park.edu or call 800-927-3024
Resources for Current Students - A great place to look for all kinds of information http://www.park.edu/Current/.


Course Description:
Theory, methodology and application of human resource planning and development techniques, staffing analysis and planning, career management, management secession and development, and performance improvement. 3:0:3

Educational Philosophy:

 
My intention is to offer you a rigorous human resource management course through which you will acquire the some of the subject matter knowledge needed to be an effective manager. Because everyone does not learn the same way, I will employ several different approaches. In addition to reading the textbook, we will have class discussions, view videos, classroom exercises, and perform on-line research.  Some time will be devoted to lectures designed to clarify or elaborate upon the material being covered.  Because I believe that learning is best promoted by "doing," I have designed a course that utilizes case studies. The work we do will be handled individually and in small groups. 

Becoming an effective manager involves more than acquiring knowledge about the management of human resources. It also involves the acquisition of attitudes and skills sets needed to effectively perform the wide range of tasks performed by managers in contemporary organizations. Although having a strong knowledge base is essential to managerial success, it is not enough. You also have to have good problem solving skills, verbal and written communications skills, a dedication to high quality work, and the ability to think critically. Therefore, it is part of my responsibility to provide you opportunities to develop these critical skills. I have designed a class that will demand your time and attention. It will push you to work hard and to develop new understanding as well as new skills.

We have a shared interest. Both you and I want you to leave this class better prepared for life, in general, and career success, in particular. I will be thorough in my review of your work and objective in its evaluation. I will be available to you in class, by telephone, or by e-mail. I will come to class prepared so that I won't waste any of your time. I am committed to work hard to ensure that the objectives of the class are met.

As you well know, it takes more than a good professor to have a good class. The commitment of students to the course's success is also necessary. Just like you have expectations of me, I have expectations of you. I expect you to attend class, arrive on time, and to stay for the full amount of time for which it has been scheduled. I expect you to complete reading assignments prior to the class for which they have been assigned. I expect you to be rigorous in your work and thorough when completing class assignments.  I expect you to be respectful when dealing with both your classmates and me. I expect you to participate fully in classroom activities. Most of all, I expect you to THINK. Think about the meaning of the readings. Think about assignments and the learning that they have been designed to encourage. Think about what you need to do in order to take full advantage of your college experience. Think about what it means to be a successful manager. You can't take this class on autopilot. To be successful, you need to be fully engaged in the learning process. It is your responsibility to help make this class one of the best in your college experience.

At all times, you must remember that this is an eight-week course. This doesn't mean that we will only cover one-half of the material found in a traditional sixteen-week course. It means that we have to do everything twice as fast. Double time, all of the time.

If you live up to your responsibilities and I live up to mine, we should have a great semester.

Learning Outcomes:
  Core Learning Outcomes

  1. Define “human resource management.”
  2. Explain how a firm's human resources influence organizational performance.
  3. Describe how firms can use HR initiatives to cope with workplace changes and trends such as a more diverse workforce, the global economy, downsizing, and new legislation.
  4. List the factors influencing worker motivation that are under managers' control.
  5. Describe the process of job analysis, components of a job description, and those of a job specification.
  6. Explain why compliance with HR law is an important part of doing business.
  7. Explain why employees join unions.
  8. Describe the employment-at-will doctrine.


Core Assessment:
Final exam

Link to Class Rubric

Class Assessment:

 
Your grade in MG 353 will be determined by your performance on the following exercises:
 
First examination             90 points (16% of total grade)
Second examination        90 points (16% of total grade)
Final examination            170 points  (31% of total grade)
First case analysis           100 points (18% of total grade)
Second case analysis      100 points (18% of total grade)
Total Points                    550 points

Grading:

 
Final grades will be deterined by the number of points earned:
 
A:  495 to 550 points
B:  440 to 494 points
C:  385 to 439 points
D:  330 to 384 points
F:  fewer than 330 points

The course grade for students will be based on the overall average of homework and tests taken during the course in accordance with the weighting of the various requirements as stated in the syllabus.

All final exams in all School of Business and Management courses will be comprehensive and will be closed book and closed notes. They will constitute 30% of the total course grade and will not be a take-home exam. They will be completed during the test week in the period designated by the registrar or by the Proctor in the case online courses. If calculators are allowed, they will not be multifunctional electronic devices that include features such as: phones, cameras, instant messaging, pagers, and so forth. Electronic Computers will not be allowed on final exams unless an exception is made by the Dean of the School of Business and Management.

Late Submission of Course Materials:
 
The expectation is that all assignments will be submitted on time.  Late assignments will be accepted but will be subject to a 20 point grade reduction for each day late.  Make up examinations are possible with prior approval.

Classroom Rules of Conduct:

 
Class will start and end as scheduled.  You are expected to arrive on time, stay the entire scheduled length of the class, and fully paricipate in classroom activities.  Cell phones are to be turned off during class time.  The use of laptop computers during class is not permitted. 

Course Topic/Dates/Assignments:

 
 

Date                             Topic                                                              Reading Assignment                                                                                                       

Mar 17                        An introduction to HRM                                 Ch. 1

Mar 19                        An introduction to HRM                                 Ch. 2 & 3

Mar 24                        The legal framework for HRM                        Ch. 4 & 5

Mar 26                        First Exam

Mar 31                         Job analysis                                                  Ch. 6, 7

Apr 2                         Recruiting and Selection                                  Ch. 8 
                                                                                                         First Case Analysis

Apr 7                       Training and development                                 Ch. 9, 10

Apr 9                       Performance appraisal                                      Ch. 11

Apr 14                       Second exam                                                   

Apr 16                       Compensation management                             Ch. 12, 13

Apr 21                       Compensation management                              Second Case Analysis

Apr 23                      Employee benefits                                             Ch. 14

Apr 28                       Employee relations                                           Ch. 15

Apr 30                       Union/management relations                             Ch. 16

May 5                        Union/management relations                              Ch. 17

May 7                        Final Exam

 

Academic Honesty:
Academic integrity is the foundation of the academic community. Because each student has the primary responsibility for being academically honest, students are advised to read and understand all sections of this policy relating to standards of conduct and academic life.   Park University 2007-2008 Undergraduate Catalog Page 85-86

Plagiarism:
Plagiarism involves the use of quotations without quotation marks, the use of quotations without indication of the source, the use of another's idea without acknowledging the source, the submission of a paper, laboratory report, project, or class assignment (any portion of such) prepared by another person, or incorrect paraphrasing. Park University 2007-2008 Undergraduate Catalog Page 85

Attendance Policy:
Instructors are required to maintain attendance records and to report absences via the online attendance reporting system.

  1. The instructor may excuse absences for valid reasons, but missed work must be made up within the semester/term of enrollment.
  2. Work missed through unexcused absences must also be made up within the semester/term of enrollment.
  3. Work missed through unexcused absences must also be made up within the semester/term of enrollment, but unexcused absences may carry further penalties.
  4. In the event of two consecutive weeks of unexcused absences in a semester/term of enrollment, the student will be administratively withdrawn, resulting in a grade of "F".
  5. A "Contract for Incomplete" will not be issued to a student who has unexcused or excessive absences recorded for a course.
  6. Students receiving Military Tuition Assistance or Veterans Administration educational benefits must not exceed three unexcused absences in the semester/term of enrollment. Excessive absences will be reported to the appropriate agency and may result in a monetary penalty to the student.
  7. Report of a "F" grade (attendance or academic) resulting from excessive absence for those students who are receiving financial assistance from agencies not mentioned in item 5 above will be reported to the appropriate agency.

Park University 2007-2008 Undergraduate Catalog Page 87-88

Disability Guidelines:
Park University is committed to meeting the needs of all students that meet the criteria for special assistance. These guidelines are designed to supply directions to students concerning the information necessary to accomplish this goal. It is Park University's policy to comply fully with federal and state law, including Section 504 of the Rehabilitation Act of 1973 and the Americans with Disabilities Act of 1990, regarding students with disabilities. In the case of any inconsistency between these guidelines and federal and/or state law, the provisions of the law will apply. Additional information concerning Park University's policies and procedures related to disability can be found on the Park University web page: http://www.park.edu/disability .



Rubric

CompetencyExceeds Expectation (3)Meets Expectation (2)Does Not Meet Expectation (1)No Evidence (0)
Synthesis                                                                                                                                                                                                                                                  
Outcomes
Explain how a firm's human resources influence organizational performance.                                                                                                                                                                                                                                                                                                                                                                                                                                           
Provides a very thorough, in-depth explanation of how human resources are the  main way organizations perform, including examples from actual organizations. Explains how an organization's human resources can contribute to the achievement of organization objectives and performance. Provides a incomplete, vague,  or inaccurate explanation of the relation between human resources and organization performance. No significant answer or unrelated material. 
Analysis                                                                                                                                                                                                                                                   
Outcomes
Describe how firms can use HR initiatives to cope with workplace changes and trends such as a more diverse workforce, the global economy, downsizing, and new legislation.                                                                                                                                                                                                                                                                                                                                           
Creates and throroughly describes situations and examples as well as identification of the HR initiatives to respond to workplace changes including diversity, globalization, and downsizing. Describes how Human Resource initiatives may be used to address workplace changes including diversity, globalization and downsizing. Provides a incomplete, vague or inaccurate description of the use of HR initiatives to address change. No significant answer or unrelated material. 
Evaluation                                                                                                                                                                                                                                                 
Outcomes
Explain why employees join unions.                                                                                                                                                                                                                                                                                                                                                                                                                                                                                   
Submits a thorough explanation of more three reasons employees join unions and examples to support each reason. Provides an explanation of at least three reasons employees join unions. Provides a incomplete (less than three reasons), vague or inaccurate explanation of why employees join unions. No significant answer or unrelated material. 
Terminology                                                                                                                                                                                                                                                
Outcomes
Define “human resource management.”                                                                                                                                                                                                                                                                                                                                                                                                                                                                                  
Defines “human resource management” with an in-depth explanation of the relation between HRM and the other organizational functions, and examples to support the definition and explanation. Defines “human resource management” to include the relation to other managerial functions and the role of HRM in organizations. Provides a incomplete, vague or inaccurate definition of the term “human resource management.” No significant answer or unrelated material. 
Concepts                                                                                                                                                                                                                                                   
Outcomes
Explain why compliance with HR law is an important part of doing business.                                                                                                                                                                                                                                                                                                                                                                                                                                           
Submits a thorough explanation of all aspects of HR law compliance and supports the explanation with examples. Explains  why compliance with HR law is important in terms of operating a business that includes legal and societal relations. Provides a incomplete, vague or inaccurate explanation. No significant answer or unrelated material. 
Application                                                                                                                                                                                                                                                
Outcomes
Describe the process of job analysis, components of a job description, and those of a job specification.                                                                                                                                                                                                                                                                                                                                                                                                             
Provides a thorough, complete description and explains the relation between the three activities, the risks, and the positive outcomes of processes. Describes the process(es)  of job analysis, components of a job description, and those of a job specification.

 
Provides a incomplete, vague or inaccurate description of the process. No significant answer or unrelated material. 
Whole Artifact                                                                                                                                                                                                                                             
Outcomes
Explain how a firm's human resources influence organization performance.                                                                                                                                                                                                                                                                                                                                                                                                                                             
An extensive description and explanation which includes the historical background and projects different scenarios for the future. Explains how an organization's human resources can contribute to the achievement of organization objectives and performance. Provides a incomplete, vague or inaccurate explanation. No significant answer or unrelated material. 
Component                                                                                                                                                                                                                                                  
Outcomes
List the factors influencing worker motivation that are under managers' control.                                                                                                                                                                                                                                                                                                                                                                                                                                     
Provides an extensive background on the theories supporting the factors as well as the factors under a managers control. Provides a complete list of the factors that a manager may influence or control in terms of worker performance. Provides a incomplete, vague or inaccurate list. No significant answer or unrelated material. 

Copyright:

This material is protected by copyright and can not be reused without author permission.

Last Updated:2/20/2008 10:01:07 AM