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HR 353 Intro to Human Resource Mgmt
Melancon, Tulin


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

U1T 2009 DLC

Faculty

Mrs. Melancon, Tulin

Title

Senior Adjunct Instructor

Degrees/Certificates

Masters of Arts in Business and Human Resource Development
Bachelor Degree in Business Administration
MOS Certification and Online teaching certification from Park University and LSUS

Office Location

Online

Office Hours

7:30-3:30pm 318-797-5254; 4:30-8:30pm 318-742-9158

Daytime Phone

318-797-5254

Other Phone

318-742-9158 or 318-820-8591

E-Mail

Tulin.Melancon@park.edu

tmelanco@lsus.edu

Semester Dates

June 1, 2009 - July 26, 2009

Class Days

Class starts on Mondays and end Sundays.

Class Time

Midnight Sunday till midnight following Sunday(Central Standard Time)

Prerequisites

MG 352 HC351

Credit Hours

3


Textbook:

 
Required Text: Human Resources Management
Author: Wendell L. French, 6th Edition, Copyright 2007
ISBN: 0-618-50721-3

Publisher: Houghton Mifflin
 

 

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.


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:

I believe that online learning is very demanding and requires more discipline and great time management skills on learner's part. Therefore, I expect my students to stay connected to their online class by reading the required textbook, participating in the class activities, discussions, team work. I try to create an online environment that students are welcomed to think critically and share their views and experiences with their peers. I will do my best to be accessible to my online students via e-mail or by phone as needed. I am here to help my students to reach their educational goals and provide excellent educational services through Park University e-College course management system.

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:

Each week, we will have a quiz assignment, discussion questions, and homework assignments (case study assignments). At the end of the term, we will have a research paper, and final exam.

 

Grading:

HRM Quiz and Introduction 

35 Points (35 Total Points)

Case Studies (6)

30 Points Each (180 Total Points)

Literature Review 25 Points (25 Total Points)

Discussions (8)

30 Points Each (240 Total Points)

Term Paper

100 Points (100 Total Points)

Quizzes (6)

6 at 20 Points Each (120 Total Points)

Final Exam 300 Points (300 Total Points)

Please review the Grading Criteria for HR353.  There is a total of 1000 possible points for the course.

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.

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 25 Points (25 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

100 Points (100 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 (300Total Points) Instructor Feedback

Week 8 Friday (Determined by Proctor Schedule)         

Total Points

1,000

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:

Submission of Late Work: 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. I will allow make up late work with reduced grade. Ecampus is on Mountain Time and all due dates will correspond to this time zone.

Classroom Rules of Conduct:

Professors are required to keep attendance records and report absences throughout the term. Excused absences can be granted by the instructor for medical reasons, school sponsored activities, and employment-related demands including temporary duty. The student is responsible for completing all missed work.  Any student failing to attend class for two consecutive weeks, without an approved excuse from their instructor, will be administratively withdrawn and notified via email that you have been withdrawn and a grade of "WH" will be recorded.

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.  PLEASE NOTE:  Recording of attendance is not equivalent to participation.  Participation grades will be assigned by each individual instructor according to the criteria in the Grading Policy section of the syllabus.

More details on the attendance policy can be found in the Park University Undergraduate and Graduate Catalogs.

Course Topic/Dates/Assignments:

Course Topic/Dates/Assignments:

During Week 1 (June 1-June 7, 2009) Begin by reading the first three chapters. The first chapter focuses on the Field of Human Resources Management. Some items of interest discussed are the key processes and systems such as, staffing, training and development, and organizational improvement. In chapter two, we'll take a look at theories which evolved into human resource management particularly the human side. Finally, in chapter three we'll discuss challenges in human resource management and how it relates to the work force. After week 1, the student should have an overview of Human Resources Management and be able to discuss and identify issues related to Human Resource Management.
Read - The Text (Complete by Tuesday)   Chapter 1- An Introduction to Human Resource Management  Chapter 2- A History of American Human Resource Management  Chapter 3- Change: The Environment of Human Resources Management   Homework - Complete Homework (Complete by Sunday)   Discussion - Participate with the Class (Complete Posting by Thursday and Peer Review by Saturday)  

Writing- Complete the Research Topic Selection (Complete by Sunday)

Take the Quiz (Complete by Sunday)

During Week 2 (June 6-June 14, 2009)

Read chapters four through six. These chapters focus on organizational considerations in Human Resources Management. We'll discuss such topics as organizational cultures and climates, management philosophies, leadership styles, group influences, Equal Employment Laws and Other Regulations and human resource planning. These are important chapters because this is essentially the groundwork to become a successful manager. After week two, the student can analyze and draw conclusions about influences which affect the human resource field.

Lecture - Interact with the Lecture/Presentation (Complete by Tuesday)

Homework - Complete Homework (Complete by Sunday)

Discussion - Participate with the Class (Complete Posting by Thursday and Peer Review by Saturday)

Take the Quiz (Complete by Sunday)

During Week 3 (June 15-June 21, 2009)

Read chapters seven through ten. We'll take a look at Job Design, work Rules and Schedules, Recruitment and Selection and Career Transitions. The chapters will guide you through job design, work rules and schedules, recruitment and selection, and career transitions. We'll go in-depth on job descriptions and job specifications as these factors are essential in developing an effective organization. After week 3, the student will have a better understanding of other factors which affect the organizational manager. The student should be able to develop conclusions affecting employees careers.

Lecture - Interact with the Lecture/Presentation (Complete by Tuesday)

Homework - Complete Homework (Complete by Sunday)
Discussion - Participate with the Class (Complete Posting by Thursday and Peer Review by Saturday)

Writing (Complete by Sunday)

Take the Quiz (Complete by Sunday)

During Week 4 (June 22-June 28, 2009)
Read chapters eleven through thirteen. The chapters focus on skills training, development and performance appraisal. We will discuss skills training, management and career development, and performance appraisal and review. These tools will give the student an understanding of developing employees and taking care of their needs. Some issues discussed will be on-the-job training, evaluating career development, and performance appraisals and how it can mold employees in a positive way. After week four, the student will identify various methods of developing a viable organization

Lecture - Interact with the Lecture/Presentation (Complete by Tuesday)

Homework - Complete Homework (Complete by Sunday)

Discussion - Participate with the Class (Complete Posting by Thursday and Peer Review by Saturday)

Writing (Complete by Sunday)

Take the Quiz (Complete by Sunday)

During Week 5 (June 29-July 5, 2009)

Read chapters fourteen through sixteen. These chapters will take a hard look at the compensation and reward system. In today's business environment, compensation and reward systems are hot topics with employees. Everybody wants high pay and good benefits. We'll discuss some compensation packages and reward systems and employee benefits in today's business. After week five the student will be able to identify wage and salary administration, incentive plans, and employee benefits.

Lecture - Interact with the Lecture/Presentation (Complete by Tuesday)

Homework - Complete Homework (Complete by Sunday)

Discussion - Participate with the Class (Complete Posting by Thursday and Peer Review by Saturday)

Writing (Complete by Sunday)

Take the Quiz (Complete by Sunday)

During Week 6 (July 6-July 12, 2009)
Read chapters seventeen through nineteen. We'll look at some labor organizations and discuss current issues concerning labor unions. Further we will discuss labor agreements, and rights, responsibilities, and justice in organizations. After week six, the student will fluently understand and analyze issues concerning labor unions and how it affects the work section.

Lecture - Interact with the Lecture/Presentation (Complete by Tuesday)

Homework - Complete Homework (Complete by Sunday)

Discussion - Participate with the Class (Complete Posting by Thursday and Peer Review by Saturday)

Writing (Complete by Sunday)

Take the Quiz (Complete by Sunday)

During Week 7 (July 13-July 19, 2009)
Read chapter twenty. The focus of discussion will be on the negotiating and administering the labor agreement, rights, responsibilities and justice in Human Resource Management. After week seven the student will be able to identify trends in the Human Resource Management career field. In addition, the student will have all the tools necessary to make managerial decisions to effectively keep pace with the changing organizational environment.

Lecture - Interact with the Lecture/Presentation (Complete by Tuesday)

Homework - Complete Homework (Complete by Sunday)
Term Paper is due! (Complete by Sunday)

Discussion - Participate with the Class (Complete Posting by Thursday and Peer Review by Saturday)

Writing (Complete by Sunday)

Take the Quiz (Complete by Sunday)

During Week 8 (July 20-July26. 2009)

We will discuss such issues as the modern human resources department, current ethical issues, and future roles of human resources professionals. After week eight, the student will identify roles human resource managers will take on in the future.

Lecture - Interact with the Lecture/Presentation (Complete by Tuesday)

No homework for week eight!
Discussion - Participate with the Class (Complete Posting by Thursday and Peer Review by Saturday)

Writing (Complete by Sunday)

Take the Proctored Final Exam. The final is closed book and notes type of 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 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.
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 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. 

Copyright:

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Last Updated:5/11/2009 8:15:19 PM