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HR 353 Intro to Human Resource Mgmt
Lampton, Jolene A.


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

F2A 2010 BE

Faculty

Lampton, Jolene A.

Title

Assistant Professor of Management Accounting

Degrees/Certificates

Ph.D. in Higher Education
MBA; BSE in Business Education
CPA - licensed in Texas and Missouri

Office Location

Austin campus

Office Hours

Tuesday and Thursday 3 - 5 p.m. or upon request

Daytime Phone

512-385-7275 (Office)

Other Phone

512-338-8155 (Home)

E-Mail

jolene.lampton@park.edu

jlampton@att.net

Semester Dates

October 18 - December 10, 2010

Class Days

-M-W---

Class Time

5:10 - 7:50 PM

Prerequisites

MG352 or HC351

Credit Hours

3


Textbook:

Human Resource Management, 13th edition
by Robert L. Mathis and John H. Jackson
South-Western Cengage
ISBN #13: 978-0-538-45315-8

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:

Instructor will help student as required to learn the subject matter.  Students must do the read the book and complete assignments.  A mutually agreeable climate where students want to learn should provide the environment for student learning.

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. Discuss how Human Resources and organizational culture are interrelated.
  2. Appreciate how diversity affects human resource management function
  3. Understand how a strategic approach enables training in organizations
  4. Contrast positive approaches with progressive discipline
Core Assessment:
Final exam

Link to Class Rubric

Class Assessment:

Grading in accordance with 90% A; 80% B; 70% C; 60% D
 
Two tests (mid term and final), Collection of Innovative Strategies to HR, Case Participation and Class Discussions

Grading:

2 Tests (Mid Term (150) and Final)@ (250 points)         400 points
Collection of Innovative Strategies to HR                         200 points
Case Participation and Discussion                                   100 points
Total                                                                             700 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:
Upon permission of instuctor.

Classroom Rules of Conduct:
Professional behavior expected.

Course Topic/Dates/Assignments:

#1 Chapter 1 Human Resource Management in Organizations
 
Critical Thinking Activities 1, 2, 3
 
#2 Chapter 2 Strategic HR Management and Planning
 
HR Experiential Problem Solving Question 1 and 2
 
#3 Chapter 3 Equal Employment Opportunity
 
Mitsubishi Believes in EEO--Now
 
#4 Workers, Jobs, and Job Analysis
 
ROWE and Flexible Work and Success at Best Buy
 
#5 Human Resource Planning and Retention
 
HR Experiential Problem Solving
 
#6 Chapter 6 Recruiting and Labor Markets
 
Recruiting at Kia Questions 1 and 2
 
#7  Review; Catch-up Night 
 
#8  Test on Chapter 1 - 6
 
 #9 Chapter 7 Selecting Human Resources
 
Strategic Selection:  A Review of Two Companies
 
#10 Chapter 8 Training Human Resources
 
HR Experiential Problem Solving Questions 1 and 2
 
#11 Chapter 9 Talent Management
 
Leadership Leverage Questions 1, 2, 3
 
#12 Chapter 10 Performance Management and Appraisal
 
Critical Thinking Activities Questions 1, 2, 3, 4
 
#13 Chapter 11 Total Rewards and Compensation
 
Critical Thinking Activities Questions 1, 2, 3
 
#14 Chapter 15 Employee Rights and Responsibilities
 
George Faces Challenges
 
#15 Presentations of Collection of Innovative Strategies in HR
 
#16 Test (Final) Chapters 7 - 11, 15
 
Collection of Innovative Strategies in HR Management
 
Collect articles, tips, strategies, etc., to deveop an "innovative" approach to Human Resource Management.  Include articles, interviews with HR officials, and any resources available that show innovative approaches to managing people.  Collect novel ideas throughout the term!  Exhibit creativity.
 
No minimum length, but the collection should show ongoing work befitting of an 3-week assignment.  Class presentations on 15th class meeting - approximately 5 minutes in length; include visual aid.
 
Points:  200 points
 
 
 
 
 
 
 

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. 

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Last Updated:9/9/2010 11:53:30 AM