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HR 353 Intro to Human Resource Mgmt
Curtis, Ronald J.


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 Introduction to Human Resource Management

Semester

S1H 2008 BU

Faculty

Curtis, Ronald J.

Title

Senior Professor/Adjunct

Degrees/Certificates

Ed.D. M.A., B.S.

Office Location

Bldg. 596, Rm. 212, MCAS Beaufort

Office Hours

Tues.-Thur. 10 A.M.-3 P.M.

Daytime Phone

843-228-7052

Other Phone

843-522-9123

E-Mail

beau@park.edu

Web Page

http://park.edu/beau

Semester Dates

1/7-3/2/08

Class Days

-M-W---

Class Time

5:00 - 7:30 PM

Credit Hours

3


Textbook:

Mathis & Jackson. Human Resource Management. 12 ed. Thomson.

Textbooks can be purchased through the MBS bookstore

Additional Resources:
Academy of Management Journal, HR Focus, Labor Law Journal, Monthly Labor Review, Work Force, Compensation & Working Conditions, Business Week, Wall Street Journal.   

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/.

http://www.mhhe.com/byars8e

Course Description:
Theory, methodology and application of human resource planning and development techniques, staffing analysis and planning, career management, management succession and development, and performance improvement. PREREQUISITE: MG 352 or HC 351. 3:0:3

Educational Philosophy:
The student will be involved in an active learning process consisting of classroom academics, research, writing, examinations and oral interaction with the professor and fellow students. This is aimed at learning through the lively exploration of ideas, issues and contradictions. 

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.


  Instructor Learning Outcomes
  1. Analyze an HR element in an actual organization.
Core Assessment:
Final exam

Link to Class Rubric

Class Assessment:
Students are required to read all assigned material prior to class and be prepared to discuss questions relating to the assignment.  Students will participate in small group discussions along with class-wide discussions.  A term paper (typed, double-spaced, 10 pages excluding title and documentation pages) analyzing an HR aspect of an actual organization will be prepared and presented to the class.  Two examinations will be given.  The comprehensive final (core assessment) is not a take home test.  The comprehensive final is a closed book and closed note examination. 

Grading:

Mid-term examination 30% (30 pts)

Final examination (Core Assessment) 30% (30 pts)

Term paper 30% (30 pts)

Group participation 5% (5 pts)

Class participation 5% (5 pts) (Total=100 pts)
 
Grading:  90%-100%=A; 80%-89%=B; 70%-79%=C; 60%-69%=D; below 60%=F

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 submissions will receive appropriately lowered grades.

Classroom Rules of Conduct:
Students are expected to attend all classes and to be on-time for the start of class.  Students are expected to participate in class and group discussions.  A make-up assignment is required for all classes missed.

Course Topic/Dates/Assignments:

DATE  CHAPT.  TOPIC

07Jan  1,2         HR introduction and strategic HR management.

09Jan  3,4         Human relations and equal employment legalities.

14Jan  5,6         Managing equal employment and job analysis.    

16Jan  7            Recruiting in labor markets.

21Jan  8            Selection and placement of HR

23Jan  9            HR training and development.

28Jan  1-9          MID-TERM EXAMINATION

04Feb  10           Career development.

06Feb  11,12       Performance appraisaL and organizatonal reward systems. 

11Feb  13,14       Variable pay and employee benefits.

13Feb  15            Risk management and worker protection.

18Feb  10-15       Review.

20Feb  16            Employee relations.  TERM PAPERS DUE.

25Feb  17            Union organizing and collective bargaining.

27Feb   10-17        FINAL EXAMINATION (CORE ASSESSMENT).

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
Dishonesty will result in a failing grade in this course and may result in expulsion from the University.

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
Plagiarism will result in a failing grade for this course and may result in expulsion from the University.

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. 

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Last Updated:11/19/2007 11:10:41 AM