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HR 353 Intro to Human Resource Mgmt
Riggs, David W.


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

F1SS 2009 RA

Faculty

Riggs, David W.

Title

Adjunct Faculty

Degrees/Certificates

Bachelor of Arts - Communications
Master of Science - Human Resource Management

Daytime Phone

210-710-4976

E-Mail

David.Riggs@park.edu

davidwriggs@gmail.com

Semester Dates

March 15, 2010 - May 9, 2010

Class Days

--M--W  Rm 36

Class Time

4:55 - 7:35 PM

Credit Hours

3


Textbook:
Human Resources Management, 6th Edition,  Wendell L. French.

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/.


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:

Learning is centered on the student therefore all activities focus on course outcomes with the student is responsible for learning those outcomes.

The instructor is responsible for presenting the course learning objectives in an environment conducive to learning along with clarifying and /or elaborating on those outcomes.  Further, the instructor must guide the student to an understanding of concepts and the application of theories presented in the course.

Students will have the opportunity to articulate their knowledge of course outcomes by posting responses, participating in group discussions, in class presentations and other forms of evaluation.

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. Be able to successfully identify HR terminology through various testing methods
  2. Select and present a job analysis to the class
  3. Demonstrate understanding of HR legislation
  4. Demonstrate understanding and interrelationship between various HR components
Core Assessment:
Final exam

Link to Class Rubric

Class Assessment:

Homework Assignments, Papers, Case Studies, In-class Presentation and Participation.

Grading:

Grade Assessment Breakdown:

Homework Questions = (7) x 30 = 210 points

Papers (2) = 250 points

Presentation = 40 points

Case Study = 40 points

Final Exam = 300 points

Participation = 160 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 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.

Late Submission of Course Materials:

All course work must be submitted on the date indicated in the syllabus, to include examinations. Late submissions will result in a 10 percent late penalty per day. The instructor reserves the right not to accept late work after two days pass the suspense date.  Suspense dates are those listed in the syllabus or otherwise discussed within the classroom.

Classroom Rules of Conduct:

Academic dishonesty will result in immediate release from the class and a failing grade. Students are expected to attend all classes on time and be prepared to be an active participant in the class. Student participation will be reflected in the student's final grade. Attendance will be recorded at each class meeting.  It is the student's responsibility to notify the instructor of any expected absence(s), and to arrange with the instructor to make-up any missed assignments. Unexcused absences will be forwarded to the Park University Administrative Office.  Please refer to the Park University Handbook for the attendance policy.  If an unanticipated absence should occur students are to contact the instructor at the telephone number listed on the first page of this syllabus.

Course Topic/Dates/Assignments:

Week 1: Course Introduction & Chapter 1 - 4

Week 2: Chapters 5 - 6 

Week 3: Chapters 7 - 10

Week 4: Chapters 11 - 13

Week 5: Chapters 14 - 16

Week 6: Chapters 17 - 18

Week 7: Chapters 19 – 20, Review for Final

Week 8: Final Exam & End of Course Discussion

Grading Procedures: Grades for this course is based on a 1000 point scale. Letter grades are as follows:

A = 900 – 1000; B = 800 – 899; C = 700 – 799; D = 600 – 699; F = Below 600

Grades are determined by a cumulative total. Each assignment has its own point value as outlined in the syllabus. It is strongly suggested that students print out a copy of the syllabus for their individual use.

Point Values for the Course Assignments

ASSIGNMENTS
Due
Points
Assignment 1: Homework questions – #1
Mar 22
30
Assignment 2: Job Analysis  Presentation - In Class
Mar 29
 40
Assignment 3: Homework questions – #2
Mar 31
30
Assignment 4: Start Case Study – In Class
Apr 5
40
Assignment 5: Homework questions - #3
Apr 7
30
Assignment 6: Paper – HR Roles and Responsibilities
Apr 12
100
Assignment 7: Homework questions – #4
Apr 14
30
Assignment 8: Homework questions - #5
Apr 21
30
Assignment 9: Paper -Compensation
Apr 26
150
Assignment 10: Homework questions - #6
Apr 28
30
Assignment 11: Homework questions - #7
May 3
30
Final Exam
May 5
300
Participation Points (10 points per class)
Weekly
160
 

Assignment requirements are as follows:

1. All title pages will include: Assignment name, Student name, University name, and Date. Font will be 12 point Times New Roman, and centered on the page. Do not use running head title on assignments.

2. Number pages starting with the first page (not title page). Use the footer option to center number pages.

3. Use APA format for assignments. This includes double spacing written assignments, proper in-text citation of references, and a properly formatted reference page.

4. Homework questions are regular assignments. These are individual assignments used to assess student understanding of HR concepts. Homework questions are to be answered as follows: A) Include the question along with your response below the question. (B) Double space using 12 point Times New Roman font. (C) Completely answer the question using full and proper sentences. (D) Rarely should each response exceed one page.

5.  I am looking for critical thinking ability, so be sure you support your answers. No reference page is needed. However, cite references in your answer as appropriate.               

6. Post all assignments electronically to Park University drop box/blackboard unless otherwise instructed. Save and submit Assignment file name is as follows: Student’s last name_Assignment #

7. All assignments are to be posted by the beginning of the class period, unless otherwise instructed. If you cannot access the Park University site, send assignment to instructor’s two e-mail addresses. Assignments not posted by the specified time will be considered late. If an emergency arises, it is the student responsibility to contact the instructor.

8. Specific requirements for all assignments will be posted online or discussed in class.

Note: The instructor reserves the right to change or modify assignments to better meet the objectives of the class. Additional material may be introduced to help assist students with the learning process.
 
Feedback
You will receive feedback on all assignments. Feedback may take several forms to include: assignment rubrics, oral instructions, track changes, and/or written comments. Most feedback will be posted electronically. For in class presentations, students are asked to provide a hard copy outline of the assignment prior to the presentation. This ensures students are given the credit they earn without penalty and that technological issues outside the students control do not detract from the learning process. Students are encouraged to meet privately with the instructor if they would like individualized verbal feedback and assistance about assignments.

Length of Written Assignments

Length of individual assignments will be discussed in class. Most assignments will have a word range. The word counts starts at
the beginning of your first paragraph and ends on the last word of your conclusion. Please keep papers within the word range. Points will be deducted if your assignments are too long or too short. I will give you feedback accordingly. I am interested in your insights on the assignment as well as supportive material such as quotes, statistics, references and citations.   I am interested in having you write clear, tight sentences. If you want to know the length of your assignment, Microsoft Word allows you to do that by simply clicking on Tools, then click on Word Count. Reference page is not part of the word count.
 The paper should also include subheadings as appropriate. Except where noted; all assignments will use the APA format for citation and references which includes in-text citations and a reference page. 

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 2009-2010 Undergraduate Catalog Page 92

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 2009-2010 Undergraduate Catalog Page 92

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 2009-2010 Undergraduate Catalog Page 95

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
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:3/4/2010 11:10:58 AM