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HR 353 Intro to Human Resource Mgmt
Willhite, Joyce 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

S2T 2008 DL

Faculty

Willhite, Joyce E.

Title

Instructor for HR353/Adjunct Instructor

Degrees/Certificates

Master's Degree In Human Resources
Bachelor's Degree in Social Psychology

Office Location

Kansas City, Missouri

Office Hours

9 AM till 5 PM Monday through Friday

Daytime Phone

(816) 741-7263

Other Phone

(816) 509-7294

E-Mail

Joyce.Willhite@pirate.park.edu

Semester Dates

March 17th-May 11th

Class Days

Online

Class Time

24 Hours

Prerequisites

MG352 or HC351

Credit Hours

3


Textbooks can be purchased through the MBS bookstore

Textbooks can be purchased through the Parkville 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/.
Advising - Park University would like to assist you in achieving your educational goals. Please contact your Campus Center for advising or enrollment adjustment information.
Online Classroom Technical Support - For technical assistance with the Online classroom, email helpdesk@parkonline.org or call the helpdesk at 866-301-PARK (7275). To see the technical requirements for Online courses, please visit the http://parkonline.org website, and click on the "Technical Requirements" link, and click on "BROWSER Test" to see if your system is ready.
FAQ's for Online Students - You might find the answer to your questions here.


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:
We will utilize lectures, videos, presentations, internet links, web sites, and readings to enhance the learning environment.

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:
Grading:

The final exam for all School of Business and Management courses must be passed with a grade of 60% or higher in order to pass the course regardless of the overall average.  The grade for students who pass the proctored final will be based on the overall average of homework and tests taken during the course.  The final exam must address only material which the student has been taught in class.


Grading:

HRM Quiz and Introduction 

35 Points (35 Total Points)

Case Studies (6)

30 Points Each (180 Total Points)

Literature Review 50 Points (50 Total Points)

Discussions (8)

30 Points Each (240 Total Points)

Term Paper

175 Points (175 Total Points)

Quizzes (6)

6 at 20 Points Each (120 Total Points)

Final Exam 300 Points (300 Total 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.

Grading:

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:
Late assignments will not be accepted without prior approval from the instructor.  Please let me know in advance if you can not complete an assignment by the due date. Ecampus is on Mountain Time and all due dates will correspond to this time zone.

Classroom Rules of Conduct:

Be involved in the weekly discussions and complete the assignments in a timely manner.  Be courteous to other students in the online environment.

Course Topic/Dates/Assignments:

Course Topic/Dates/Assignments:

ITEM

POINTS

GRADING RUBRIC

DUE DATE

HRM Quiz and Introduction 

35 Points (35 Total Points)

None

Wednesday Midnight of Week 1

Case Studies (6)

30 Points Each (180 Total Points)

Case Study Grading Rubric

Sunday Midnight of Week's 2-7

Literature Review 50 Points (50 Total Points) Literature Review Grading Rubric Sunday Midnight of Week 4

Discussions (8)

30 Points Each (240 Total Points)

Discussion Grading Rubric

Thursday and Sunday Midnight of Week's 1-8

Term Paper

175 Points (175 Total Points)

Term Paper Grading Rubric

Sunday Midnight of Week 7

Quizzes (6)

6 at 20 Points Each (120 Total Points)

Immediate Online Feedback

Sunday Midnight Week's 2-7

Final Exam 300 Points (300 Total Points) Instructor Feedback

Week 8 Friday (Determined by Proctor Schedule)

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.
ONLINE NOTE: An attendance report of "P" (present) will be recorded for students who have logged in to the Online classroom at least once during each week of the term. Recording of attendance is not equivalent to participation. Participation grades will be assigned by each instructor according to the criteria in the Grading Policy section of the syllabus.

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 .

Bibliography:

Joyce is an adjunct instructor at Park University and teaches FTF classes through the Metro Park program, as well as online classes in Management and Human Resources and Human Resource courses at the Hauptmann School of Public Affairs.  She has also developed several online courses.  Joyce graduated from Park University in 1989 with a Bachelor of Science Degree in Social/Psychology.  She received her Master's Degree in Human Resources from Ottawa University in 1992.  She has been with AT&T for 26 years and is a manager in charge of Management Education for her organization.  She enjoys traveling and boating.  I will check my e-mail frequently. I will respond to course-related questions within 24-48 hours (unless I notify you previously that I will be unavailable.)



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:3/15/2008 12:05:49 PM