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HR 353 Intro to Human Resource Mgmt
Cote, Nathan P.


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

S2B 2009 BLA

Faculty

Cote, Nathan P.

Title

Senior Adjunct Instructdor

Degrees/Certificates

Doctorate in Education
Masters in Human Resource Management
Masters in Public Administration

Office Location

Classroom

Office Hours

After the scheduled class

Daytime Phone

575-202-1872 (cell)

Other Phone

575-373-0902 (home)

E-Mail

nathan.cote@park.edu

ncote@zianet.com

natecotestaterep@yahoo.com

Web Page

None

Semester Dates

March 16 - May 10, 2009

Class Days

------S

Class Time

8:00 - 1:00 PM

Prerequisites

None

Credit Hours

3


Textbook:
 French, Wendell L. Human Resources Management, Houghton Mifflin Company, 2007, 6th Edition, Boston

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:
HR353 Introduction to Human Resource Management: 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:
Through the use of classroom discussion, quizzes and examinations; actively engage every student in the learning process so all can learn from each other. This philosophy supports the idea that every person brings a full range of experiences to the classroom. Also, the classroom is a learning environment and open discussions on various matters are expected with a showing of utmost respect.

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:

    

The student will be assessed through the utilization of chapter quizzes, final examinations and the presentation and submission of a case study type of research paper.

Grading:

100-90= A                                                 Quizzes and Homework: 30%
   89-80=B                                                 Presentation/paper: 30%  
   79-70=C                                                 Final: 40%                   
   69-60=D                                                 
      <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:
 A 10% reduction in the final grade of each missed quizz and examination will be assessed for every week one of these items is not completed as scheduled.

Classroom Rules of Conduct:
 

1.  Adhere to the attendance rules.  2.  Please be prepared for all sessions. 3. All examinations and quizzes will be comprehensive and will be closed book and closed notes. 4. The use of cell phones will be prohibited in the classroom and will be turned off unless otherwise approved by the instructor. 5. Laptop computers may be used for classroom related work only. 6. All students are expected to be respectful of all others in the classroom.

Course Topic/Dates/Assignments:
 

Week 1: 21 March 2009

                                                                            
Introductions and classroom formalities
 
Discussion: Chpt 1 and 2
 
Read Chpt 3 thru 5
 
Bring to class a human resource issue or article to be discussed in class.

Week 2: 28 March 2009


Quiz on Chpt 1 and 2

Discussion: Chpt 3 thru 5

Homework review: Chpt 6 thru 8 
 
Homework: Bring to class an article or other information on current downsizing, layoff, or unemployment issues

Week 3: 4 April 2009

Quiz on Chpt 3 thru 5

Discussion: Chpt 6 thru 8
 
Read Chpt 9 and 10

Homework: Bring to class information on a state or federal employment law

Week 4: 11 April 2009

Quiz on Chpt 6 thru 8

Discussion: Homework review: Chpt 9 and 10
 
Read Chpt 11 and 12
 
Week 5: 18 April 2009

Quiz on Chpt 9 and 10

Discussion: Chpt 11 and 12
 
Read  Chpt 13 thru 15

Week 6: 25 April 2009

Quiz on Chpt 11 and 12

Discussion: Chpt 13 thru 15
 
Read Chpt 16 and 17
 
Bring to class an article on either workforce benefits, labor relations, or equal employment opportunity
 
Week 7: 2 May 2009
Quiz on Chpt 13 thru 15
 
Discussion: Chpt 16 and 17 and about the final examination and paper and presentations

Week 8: 9 May 2009

Final examination

Presentations

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 2008-2009 Undergraduate Catalog Page 87

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 2008-2009 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 "F".
  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 2008-2009 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 .



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:2/1/2009 4:29:03 PM