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HR 491 Senior Seminar in Human Resources Development
Rocha, Dana R.


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 491 Senior Seminar in Human Resources Development

Semester

S2SS 2007 RA

Faculty

Rocha, Dana R.

Title

Adjunct Faculty

Degrees/Certificates

BS - Business & Management - University of Maryland, College Park, MD
MS - Human Resources Development-Webster University, St. Louis, MO
MS - Management - Webster University, St. Louis, MO

Office Location

Ft. Sam Houston, TC

Office Hours

7:00 a.m - 4:00 p.m.or by appointment - email or phone anytime

Daytime Phone

210-221-8526

Other Phone

210-313-4371

E-Mail

Dana.Rocha@park.edu

Dana.Rocha@amedd.army.mil

Frocha3937@aol.com

Semester Dates

12 March - 6 May 2007

Class Days

--T-R--

Class Time

7:40 - 10:20 PM

Prerequisites

EN306B, HR353, HR422, MG365

Credit Hours

3


Textbook:

There is no textbook required for this course.  As a seminar, discussion will be developed based on selected articles from professional journals available through the Park University online library. 

Additional Resources:

Supplemental handouts will be provided as needed by the instructor throughout the tenure of the course.  Randolph AFB Library; San Antonio Public Library; http://www.workforce.com; also the Park University Library; http://www.park.edu/library/index.aspx has very useful information and access to free database information.
 
 
 
 

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:
This course is intended to integrate concepts and techniques from the Human Resources curriculum into a framework of applied programs. This course is designed for the advanced student and will give the student an opportunity to investigate and synthesize various concepts of Human Resources management and to relate them to “real world” situations. Prerequisite: EN306B; HR353, HR422, MG365. 3:0:3

Educational Philosophy:

Provide quality educaiton through interactive lectures, readins, class discussions, internet, videos, web sites and dialog during class; introduction of supplemental data to enhance real life experiences; provide students with practical knowledge of current human resources issues; and allow students to conceptualize and synthesize material as it applies to a multitude of contemporary organizational scenarios.

Learning Outcomes:
  Core Learning Outcomes

  1. Identify three characteristics of learning organizations.
  2. Explain how an organization's human resources can contribute to the competitive advantage and fulfillment of the mission.
  3. List three potential barriers organizations encounter in their attempts to change in their use of human resources.
  4. Describe how changing demographics in our population are impacting the benefit packages and expectations of employees.
  5. Describe three challenges for white males facing more diversity in the work place.
  6. Write a brief assessment of the implementation and use of diversity programs and the effectiveness of these programs.
  7. Describe two frustrations expressed by current entry-level applicants for positions in organizations.
  8. Identify and describe three or more Human Resource Management Jobs for the future , the typical educational background of future HR professionals, and explain how these jobs will impact the other functions of the organization, as well as the organization's strategic plan.


Core Assessment:
Final examination

Link to Class Rubric

Class Assessment:

Grades will be based on the satisfactory completion and timely submission of the weekly reaction papers, the research paper, attendance and class participation in discussions, and performance on the examination over the learning objectives.   Each student is responsible for:
  • Completing weekly reading assignments
  • Completing Weekly Discussion Questions and submitting a reaction paper each week as specified by the instructor.
  • Developing and submitting a research paper on any of the seven weekly topics.  Minimum length is 1500 words and the use of 8 professional publications such as journals or magazines related to the human resource field.  This position paper will be due by the end of week seven.
  • Completing a Final Examination over the learning objectives.

Grading:

The point breakdown for each required activity is: 
Weekly reaction papers (20 points each)..........140 Points
Participation in conference discussions - Attendance..................80 Points
Position paper..................................................100 Points  
Examination over Core Learning Objectives........100 Points 

Total points possible                                       420

Grading scale: 
90 to 100 percent  = A
80 to 89 percent    = B 
70 to 79 percent    = C
60 to 69 percent    = D
less than 60 percent    = F  

All final exams will be comprehensive and will be closed book and closed notes.  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 Associate Dean.

Late Submission of Course Materials:
The instructor will not accept assignments late unless the classes missed are for legitimate reasons such as illness or temporary duty (Official TDY orders will be required by instructor to make up any missed work).  All exams will be taken according to the class scheule - no exceptions.  Any assignment received after the due date will have a 10 percent reduction in the score for tardiness. Assignments that are more than one week late will not be accepted and will earn 0 points.   

Classroom Rules of Conduct:

Students are expected to participate and to focus discussion and participation on the topics and subjects in the assigned material.  The emphasis of this course is on the concepts and practices used in organizations to manage human resources.  Therefore student responses are expected to reflect well thought out, professional-like, supported perceptions. 
 
Students are expected to treat their classroom obligations as they would any professional engagement.  In addition to taking responsibility for information shared during the instructor's lecture, students will:
 
1)  Arrive promptly for class.
2)  Be prepared and take part in classroom discussions of all assigned readings and exercises according to the class sylabus.
3)  Adhere to deadlines and timetables established by the instructor.
4)  Completing weekly reading assignments prior to class.
5)  Completing Weekly Discussion Questions and submitting a reaction paper each week as specified by the instructor.
6)  Developing and submitting a position paper on any of the seven weekly topics.  Minimum length is 1500 words and the use of 8 professional publications such as journals or magazines related to the human resource field.  This position paper will be due by the end of week seven - (April 26, 2007).
7)  Completing a Final Examination over the learning objectives. (3 May 2007)

Course Topic/Dates/Assignments:

Course Topic/Dates/Assignments:
Week of 13-15 March 2007
1. Company. August, 2001. www.fastcompany.com  

 

2. Babcock, Pamela. “Is your company Two Faced?” HR Magazine. January, 2004. (access through InfoTrac database in library)  

 

Week 2: Week of 20-22 March 2007  

 

1. Webber, Alan M. Why can't we get anything done? Fast Company. June, 2000. www.fastcompany.com  

 

2. Reich, Robert B. "Your job is change." Fast Company. October, 2000. www.fastcompany.com  

 

3. Deutschman, Alan. “Change or Die.” Fast Company. May, 2005. www.fastcompany.com  

 

Week 3: Week of 27-29 March 2007  

 

  1. Tischler, Linda. “Where are the Women?” Fast Company. February, 2004. p. 52. www.fastcompany.com
  2. Overholt, Alson. Unit of One: Open to Women? Fast Company. August, 2001. www.fastcompany.com
  3. Morris, Betsy. “Trophy Husbands.” Fortune. October 14, 2002. (access through InfoTrac database in library)
Week 4: Week of 3-5 April 2007  

 

1. Wells, Susan J. The elder care gap. HR Magazine. May, 2000. (access through Gale database in library)  

 

2. Babcock, Pamela. “What Workers Want.” HR Magazine. April, 2005. (access through InfoTrac database in library)  

 

3. Stites, Janet. “Equal Pay for the Sexes.” HR Magazine. May, 2005. p. 65. (access through InfoTrac database in library)  

 

Week 5: Week of 10-12 April 2007  

 

1. Wellner, Alison Stein. "Tapping a Silver Mine." HR Magazine. March, 2002. pp.26-32. (access through InfoTrac database in library)  

 

2. Bates, Steve. “Study: Older Workers Are Good Students.” HR Magazine. May, 2005. (access through InfoTrac database in library)  

 

3. Grossman, Robert. “Are You Ignoring Older Workers?” HR Magazine. August, 2003. (access through InfoTrac database in library)  

 

Week 6: Week of 17-19 April 2007  

 

1. Atkinson, William J. “Bringing diversity to white men” HR Magazine. September, 2001. pp.74-83 (access through InfoTrac database in library)  

 

2. Leonard, Bill " A Job Well Done". HR Magazine. December, 2001. pp.34-38 (access through Gale database in library)  

 

3. Bates, Steve. "Fighting the Backlash." HR Magazine. December, 2001. pp. 40-44 (access through Gale database in library)  

 

Week 7: Week of 24-26 April 2007  

 

1. Poe, Andrea C. A mile in their shoes. HR Magazine. August, 2001(access through Gale database in library)  

 

2. Andrews, Linda Wasmer. “Coping With Divorce.” HR Magazine. May, 2005. (access through InfoTrac database in library)  

 

3. Atkinson, William J. “Drowning in debt.” HR Magazine. August, 2001. (access through InfoTrac database in library)  

 

4. Andrews, Linda Wasmer. “Aftershocks of War.” HR Magazine. April, 2004. (access through InfoTrac database in library)
Position Papers Due: 26 April 2007
Week 8 - Final Examination review
Final Examination - 3 May 2007

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 2006-2007 Undergraduate Catalog Page 87-89

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 2006-2007 Undergraduate Catalog Page 87

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, but unexcused absences may carry further penalties.
  3. 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 "W".
  4. A "Contract for Incomplete" will not be issued to a student who has unexcused or excessive absences recorded for a course.
  5. 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.
  6. 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 2006-2007 Undergraduate Catalog Page 89-90

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 .

Additional Information:

 



Rubric

CompetencyExceeds Expectation (3)Meets Expectation (2)Does Not Meet Expectation (1)No Evidence (0)
Synthesis                                                                                                                                                                                                                                                  
Outcomes
8                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                    
Identify and describe three or more Human Resource Management Jobs for the future , the typical educational background of future HR professionals, and explain how these jobs will impact the other functions of the organization, as well as the organization's strategic plan Identify three Human Resource Management jobs for the future and explain how the education background is changing for human resource professionals.

 
Identification of less than three future HR positions, or  lack of explanations for there positions. Identification of only 1 job or no substantive answer. 
Analysis                                                                                                                                                                                                                                                   
Outcomes
2                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                    
Thorough description, explanation, and detailed references to instances when human resource specifically to fulfillment of organizational mission. Explain how an organization's human resources can contribute to the competitive advantage, fulfillment of the mission, and getting things done. No explanation or incomplete explanation. No explanation 
Evaluation                                                                                                                                                                                                                                                 
Outcomes
4                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                    
Expanded description to provide examples of how demographic changes both present and future will impact benefit packages and descriptions of alternative methods organizations may use to resolve differences. Describe how changing demographics in our population are impacting the benefit packages and expectations of employees.

 
No description

Listing of demographic categories or trends
 
No significant answer or unrelated material. 
Terminology                                                                                                                                                                                                                                                
Outcomes
6                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                    
Assessment includes alternative methods to resolve or improve ineffective programs and description of methods which may be used to bridge diversity and affirmative action program outcomes. Write a brief assessment of the design, implementation, and use of diversity programs and the effectiveness of these programs.

 
No assessment

Incomplete assessment

A statement which reflects inadequate familiarity with HR-related terminology, or superficial response.

 
No answer or irrelevant material presented. 
Concepts                                                                                                                                                                                                                                                   
Outcomes
6                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                    
Assessment includes alternative methods to resolve or improve ineffective programs and description of methods which may be used to bridge diversity and affirmative action program outcomes. Write a brief assessment of the design, implementation, and use of diversity programs and the effectiveness of these programs.

 
Inadequate assessment of present conditions in HR practices. Relating to diversity in the workforce. No concepts presented or irrelevant material submitted. 
Application                                                                                                                                                                                                                                                
Outcomes
1                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                    
Description of characteristics in detail, including strategies used to promote organizational learning. Identify three characteristics of learning organizations. Lack of identification, or incomplete identification of characteristics of learning organizations No application or irrelevant material submitted. 
Whole Artifact                                                                                                                                                                                                                                             
Outcomes
3                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                    
A description of barriers and thorough review of alternative methods that may be used to lower or eliminate the barrier. List three potential barriers organizations encounter in their attempts to change in their use of human resources.

 
Lack of identification of potential barriers. No barriers submitted or irrelevant material submitted. 
Component                                                                                                                                                                                                                                                  
Outcomes
5 & 7                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                
Thorough description expanded to include methods for overcoming the challenges, and predictions for new challenges as the workforce continues to change.

Thorough description expanded to include methods for resolving the frustrations, and predictions for new frustrations as the workforce continues to change.
 
Describe three challenges for white males facing more diversity in the work place.

Describe two frustrations expressed by current entry-level applicants for positions in organizations.


 
Lack of description or incomplete description of the challenges for white males.

Lack or incomplete description of frustrations expressed by current entry-level applicants.
 
No description of challenges or irrelevant material submitted.
No description of frustrations or irrelevant material submitted.
 

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Last Updated:2/26/2007 8:53:00 AM