Syllabus Entrance
Printer Friendly
Email Syllabus

HR 353 Intro to Human Resource Mgmt
Povolish, Carol


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 Into to Human Resource Management

Semester

S1J 2011 PV

Faculty

Povolish, Carol

Title

MEd., Adjunct Faculty

Degrees/Certificates

Master of Education, Human Resource Development and Counseling
Bachelor of Science in Occupational and Vocational Education/Business Administration

Office Location

Parkville--Park University Campus

Office Hours

5:00pm to 5:30pm

Daytime Phone

816-847-6664

Other Phone

816-651-9651

E-Mail

carol.povolish@pirate.park.edu

pcpov@att.net

Semester Dates

January 10-March 6, 20011

Class Days

-M-----

Class Time

5:30 - 9:50 PM

Prerequisites

None

Credit Hours

3


Textbook:

Human Resource Management, 6th Edition, by Wendell L. French, Publisher:  Houghton Mifflin Company 
ISBN 13:  978-0-618-50721-4            
          10:  0-618-50721-3

Textbooks can be purchased through the MBS bookstore

Textbooks can be purchased through the Parkville Bookstore

Additional Resources:
The HR Answer Book, Shawn Smith, JD & Rebecca Mazin: When Generations Collide, Lynne C. Lancaster & David Stillman; Workining with You is Killing Me, Katherine Crowley & Kathi Elster; How to Measure Training Results, Jack J. Phillips & Ron Drew Stone- Park would like to assist you in achieving your educational goals.  Your Campus Center Administrator can provide advising to you, please contact them for assistance, http://www.park.edu/Extended/index.asp?s=else. Park HelpDesk - If you have forgotten your OPEN ID or Password, or need assistance with your PiratEmail account, please email the Park HelpDesk or call 1-800-927-3024.

McAfee Memorial Library - Online information, links, electronic databases and the Online catalog. Contact the library for further assistance via email or at 800-270-4347.
Career Counseling - The Career Development Center (CDC) provides services for all stages of career development.  The mission of the CDC is to provide the career planning tools to ensure a lifetime of career success.
Park Helpdesk - If you have forgotten your OPEN ID or Password, or need assistance with your PirateMail account, please email helpdesk@park.edu or call 800-927-3024
Resources for Current Students - A great place to look for all kinds of information http://www.park.edu/Current/.

http://www.park.edu/library/index.asp - Online information, links, electronkc databases and the Online catalog.  Contact us for further assistance via e-mail or call 800-270-4347.
http://direct.mbsbooks.com/park.htm - Select #10 Distance Learning -Graduate to see the required booklist for Online graduate courses or #11 Distance Learning Internet for Online undergraduate courses and then select the course(s) your are enrolled in to order them Online.

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:
Carol's educational philosophy focuses directly on getting her students involved in their own learning process.  She accomplishes this through lectures, discussions, debates, group work, examinations, and presentations that require the students to develop, analyze, critique, and present lessons directly related to what is currently happening in the world of human resource management.

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. Define making reasonable accommodations.
  2. Explain what is and is not a bona fide occupational qualification.
  3. Explain the approaches to managing diversity.
  4. Explain the changing nature of employee-employer expectations.
Core Assessment:
Final exam

Link to Class Rubric

Class Assessment:

Students will be evaluated on the total number of points each student earns as compared to the greatest amount of points that may be earned in each class activity.  In determining the number of points assigned to an activity, the major factors will be the following questions:    1.  Was the work completed?    2.  Was the work completed correctly?    3.  Was the work completed on time? All assignments are due at the beginning of the class period the are due.  Class participation is worth 80 points and attendence is worth 80 points.  There will be two quizzes worth 50 points each for a total of 100 points. There will be homework/current events projects for the seven classes worth 20 points each for a total of 140 points.  The mid-term project will be a Research paper on a topic of your choice, but approved by the instructor.  The research paper will be worth 200 points.  A final presentation will also be presented toward the end of the course on a HR topic, this presentation will be worth 100 points. Topics and instructions for these activities will be discussed during the first session.  Participation will include class projects and presentations based on reading materials, case studies, and current event assignments.   The final exam will be comprehensive and will be worth 30% of the final grade.  It will be worth 300 points.
 
Attendence                            10 points x 8 classes          80 points
Participation                           10 points x 8 classes          80 points
Quizzes                                 50 points x 2                    100 points
Homework/Current Events    10 points x 7                    140 points
Research Paper (mid-term project)                               200 points
Presentation                                                                 100 points
Comprehensive Final Examination                                 300 points 
                                                                Total          1000 points
 
 

Grading:

1000 - 900 = A
899 - 800 = B
799 - 700 = C
699 - 500 = D
Below 599 = 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 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 homework assignments will only be worth 5 points when submitted late. Mid-Term Research Paper submitted late will loose 5 points for each day that it is late. Final presentation will not be accepted late. If it is not submitted on time forfeiture of all points will result, since it is submitted the last day of class.

Classroom Rules of Conduct:
1.  Attend class and be prompt.  Class attendance is part of the class participation, which is a portion of your grade.  Roll will be checked at the beginning of each class period. 2.  Excused absences will be granted on the instructor's descretion.  To partially make up for an absence, you must submit to the instructor an essay of one to two pages in length, summarizing the assigned reading for the class period missed.  The essay must be submitted by e-mail with the essay as an attachment.  IT IS YOUR RESPONSIBILITY TO MAKE ANYTHING MISSED IN THE CLASS. 3.  Be prepared for class.  This means that you have read the assigned readings and are prepared to discuss them.  This course will consist of class discussions, small group discussions, group work, and lecture.  You are expected to take part in the discussions and group work.  Your in-class participation is another portion of your grade.  Also,assigned reading will not always be reviewed in class, but projects will represent both assigned readings and class discussions. 4.  Examinations.  There will be a mid-term project/test and a final presentation/research paper/test. 5.  No make-up assigments will be given unless and the student produces a written excuse signed by a doctor (with the doctor's registration number) in the case of illness, or a tow bill from a tow company in the case of car problems.  A written excuse from the campus nurse is acceptable.  The same requirement applies to illness of children. 6.  Written Assignments.  Periodic written homework assignments are required in this course.  Either MLA or APA is acceptable.  For more information on both, please visit the Academic Support Center.   7.  Computers make writing and revising much easier and more productive.  Students must recognize though that technology can also cause problems.  Printers run out of ink and hard drives crash.  Students must be responsible for planning ahead and meeting deadlines in spite of technology.  Be sure to save copies of your work to a disk, a hard drive, and print out paper copies for backup purposes. 8.  Paper Requirement/Project.  A group reseach paper/project is required in this course. Instructions will be given to you by the 2nd week of the class.

Course Topic/Dates/Assignments:

January 10, 2011  (Week 1)
Read Chapters 1, 2, and 3 Human Resource Mangement prior to class on January 10th.  Chapter 1, answer questions 1-4 on page 22.  Chapter 2, answer questions 1 and 3 on page 40.  Chapter 3, answer questions 1 and 2. Be familiar with the Cases on pages 3, 24, 27, 41, 42, 71.

We will discuss the syllabus, the paper and the project, Chapters 1-3. We will discuss which questions to answer for next week. Homework for next week: Read Chapters 4-7, and anwer questions as determined by instructor.  Find new articles to discuss.

January 17, 2011 (Week 2)
Discuss Chapters 4-7. Weekly article discussion.  Discuss scenarios. Classroom activities.   Homework for next week: Read Chapters 8-10, and answer questions as determined by instructor.  Find new article to discuss. Work on research paper and project.

January 24, 2011 (Week 3)
Discuss Chapters 8-10. Discuss weekly articles, chapters, questions, and scenarios.  Classroom activities.   Homework for next week: Read Chapters 11-14, and discuss which questions to answer. Find new article to discuss. Prepare for quiz on1 on chapters 1-10. Work on  Mid-term paper will be due next week.

January 31, 2011 (Week 4)
Mid-term paper is due and take quiz 1 over Chapters 1-10, then discuss weekly articles, Chapters 11-14, questions, and scenarios. Classroom activities.  Homework week: Read Chapters 15-17, discuss which questions to answer, find new article. Work on presentation.
 
February 7, 2011 (Week 5)
Discuss Chapters 15-17, weekly articles, questions, and scenarios.  Classroom activities.  Homework for next week: Read Chapters 18-20. Discuss which questions to answer.  Find new article to present.  Prepare for quiz 2 on Chapters 11-20.  Work on presentation.

February 14, 2011 (Week 6)
Discuss Chapters 18-20, questions, scenarios, weekly articles.  Take quiz 2 over Chapters 20-18. Homework for next week:  Find new article to discuss. Work on project.

February 21, 2011 (Week 7)
Discuss weekly articles. Have my copy of your outline for your presentation in final form ready to turn into me with any handouts you plan on giving to the class.  Prepare for final exam.
 
February 28, 2011 (Week 8) 
Presentations and Final Exam to be accomplished on this day.  Homework for next week: None

 

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 students and faculty members are encouraged to take advantage of the University resources available for learning about academic honesty (www.park.edu/current or http://www.park.edu/faculty/).from Park University 2010-2011 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. from Park University 2010-2011 Undergraduate Catalog Page 92-93

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 2010-2011 Undergraduate Catalog Page 95-96

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:

This material is copyright and can not be reused without author permission.

Last Updated:12/3/2010 10:55:35 PM