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HR 353 Intro to Human Resource Mgmt
Orsak, Larry


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

S2AA 2010 LC

Faculty

Orsak, Larry

Title

Senior Adjunct Instructor

Degrees/Certificates

MA Human Resources Development and Management
BS Psychology

Office Location

Lackland AFB, Texas

Office Hours

Upon Request

Daytime Phone

210-207-6409

Other Phone

CP: 210-849-0728; HP: 210-474-6878

E-Mail

Larry.Orsak@park.edu

lorsak@sanantonio.gov

ImChief50@aol.com

Web Page

http://captain.park.edu/lackland

Semester Dates

15 March - 9 May 2010

Class Days

----R--

Class Time

4:45 - 10:10 PM

Prerequisites

MG 352; HC 351

Credit Hours

3


Textbook:
French, Human Resources Management, 6th Edition, Houghton-Mifflin

Textbooks can be purchased through the MBS bookstore

Textbooks can be purchased through the Parkville Bookstore

Additional Resources:
None

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

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. Describe two kinds of affirmative action
  2. Describe the two major steps in the human resources planning process
  3. Cite the advantages and disadvantages of MBO and team MBO.
  4. Give several reasons organizations are actively involved in safety and health management
Core Assessment:
Final exam

Link to Class Rubric

Class Assessment:
 

Examinations:  There will be 2 exams, each of which will be taken with your class.  Any individual missing an exam must have an acceptable excuse in order for a make-up exam.  No exam will be taken early.  Failure to take a make-up exam will result in a zero for that particular examination.  Any make-up exam must be completed prior to the class's next meeting.
Term Papers: Students are required to prepare a research paper during the term of instruction. It is recommended but not mandatory to select a topic that will directly relate to the chapters we will be reviewing during the course.  Research or other materials previously used for course credit cannot be used for this course. This effort must be original for this particular course.  The subject of your paper must be chosen no later than week two of the semester to ensure time enough to complete the project as well as time to grade it.  The written project should be 5 - 10 pages, double-spaced, grammatically correct (not including cover sheet, references, or attachments).  The American Psychological Association (APA), 5th edition, publication style is recommended but not required.  Your references should be noted at the end of the paper.  Plastic report covers and separate folders will not be accepted.  A single staple is the preferred method of binding.  Please include a cover sheet with your written document.  ALL PAPERS WILL BE DUE BY WEEK #7 (NO EXCEPTIONS).  The final will be week #8 and I would like to return your papers for your review on that night.  Students are encouraged to use the internet's search tools.  The World Wide Web is a section of the Internet that offers easy access to text, graphics and other multi-media resources.
Oral Presentation:  An oral presentation of 10 to 12 minutes is required over the same topic of your written research paper.  Half of the class will present their oral presentations on the date of the mid-term examination and the remainder will be presented on the date of the final.

Grading:
 

The grading scale for this class is:
100-90 = A (4.0 honor points)
89+-80 = B (3.0 honor points)
79+-70 = C (2.0 honor points)
69+-60 = D (1.0 honor point)
Below 60 = F (no honor points)

Assignments will be given the following weights:
Midterm Examination  = 80 points = 30%
Final Examination = 120 points = 30%
Research Paper = 80 points = 15%
Oral Presentation = 80 points = 15%
Attendance/Participation = 10 points = 10%

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:
 

Late Submissions:  Failure to participate, attend class sessions, and submission of required papers and assignments on time will result in the lowering of one letter grade per late submission.
Incompletes
As a rule, incomplete grades will not be given. Incomplete grades will not be given for student laziness (i.e. work not in on time; missing exams; student missing final...etc.) Exceptions to the rule do exist, however: If a death in the student's immediate family (spouse, child, parent, grandparent, sibling, aunt, or uncle, or extended military duty commitments) affects the overall performance of the student in the course or if the student misses a significant portion of class due to their hospitalization, the student may be allowed to petition for an incomplete and make up the work.  The instructor retains the right to veto any such petition, or grant an incomplete in other unforeseen circumstances.

Classroom Rules of Conduct:
 

Cellular Phones, Beepers, Other Communications Devices:
While in class, the class should be your primary focus. Disruptions of class due to communications devices has become so prevalent that they are a major distraction in class (to you, to the instructor and to other students). For this reason such devices must not be brought to class or must be inactivated during the class lecture.  Individuals will arrive on time to ensure no disruptions occur after class has begun.

Course Topic/Dates/Assignments:

TENTATIVE SCHEDULE OF CLASSES
WEEK   DAY AND DATE ASSIGNMENT
Date:                        Chapter:                     Assignment:
Week 1
Mar 18                     1, 2, 3,                       Discuss chapters
 
Week 2
Mar 25                      4, 3, 6                        Discuss chapters
 
Week 3
Apr 1                         7, 8, 9                       Discuss chapters
 
Week 4            
April 8                        10,                            Discuss chaper
                                                                   Oral Presentations
                                                                   Midterm Examination
 
Week 5
April 15                     11, 12, 13                  Discuss Chapters
 
Week 6
April 22                     14, 15, 16                  Discuss Chapters
 
Week 7
April 29                     17, 18, 19                  Discuss Chapters
 
Week 8
May 6                        20                              Discuss Chapter 20
                                                                    Oral Presentations
                                                                    Final 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 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 .



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:2/5/2010 11:35:05 AM