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HR 353 Intro to Human Resource Mgmt
Davis, Christian


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

F2T 2010 DLD

Faculty

Davis, Christian

Title

Senior Professor/Adjunct Faculty

Degrees/Certificates

MBA, Certificaton Programming, ISO Lead Auditor, ISO Internal Auditor

Office Location

Washington, DC

Office Hours

Do not call after 2000 hrs

Daytime Phone

703 543-8289

Other Phone

Fax (703) 637-0006

E-Mail

christian.davis@park.edu

christian_99@yahoo.com

Semester Dates

18 October 2010 to 12 December 2010

Class Days

Monday thru Sunday

Class Time

All material must be submitted prior to grade review, Monday at the start of the new academic week!

Prerequisites

MG352 or HC351

Credit Hours

3


Textbook:

Human Resources Management Human Resources Management
Author: French, Wendell
Edition/Copyright: 6TH 07
Publisher: Houghton Mifflin Co.
Type: Hardback
ISBN:
0-618-50721-3

Textbooks can be purchased through the MBS bookstore

Textbooks can be purchased through the Parkville Bookstore

Additional Resources:
http://www.apastyle.org

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.
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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.

http://owl.english.purdue.edu/
http://dol.gov
http://shrm.org
http://www.plagiarism.org

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:

 Lectures, videos, presentations, internet links, web sites, and readings will be utilied to enhance the learning environment.

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. To take five concepts and ideas that you learned from this class and use them in your personal "toolbox" to assist you with life !
  2. Describe team building.
  3. List the many factors that influence the Human Resource Managers role as a leader.
  4. Define the impact of laws on organizational policy and practices.
  5. Understand the definition of family and how this definition can affect HR policy.
Core Assessment:
Final exam

Link to Class Rubric

Class Assessment:


 

HRM Quiz and Introduction 

35 Points (35 Total Points)

Case Studies (6)

30 Points Each (180 Total Points)

Literature Review 50 Points (50 Total Points)

Discussions (8)

30 Points Each (240 Total Points)

Term Paper

175 Points (175 Total Points)

Quizzes (6)

6 at 20 Points Each (120 Total Points)

Final Exam 300 Points (300 Total Points)

 

 

Grading:

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)
Sunday Midnight of Week's 2-7
Literature Review
50 Points (50 Total Points)
Sunday Midnight of Week 4
Discussions (8)
30 Points Each (240 Total Points)
Thursday and Sunday Midnight of Week's 1-8
Term Paper
175 Points (175 Total Points)
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 (300 Total Points)
Instructor Feedback
Week 8 Friday (Determined by Proctor Schedule)
 
990-1100 points = A
880=989 points = B
770-879 points = C
660-769 points = D
Less than 659 points = 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 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. Ecampus is on Mountain Time and all due dates will correspond to this time zone.

Classroom Rules of Conduct:

ITEM
DUE DATE
HRM Quiz and Introduction 
Wednesday Midnight of Week 1
Case Studies (6)
Sunday Midnight of Week's 2-7
Literature Review
Sunday Midnight of Week 4
Discussions (8)
Thursday and Sunday Midnight of Week's 1-8
Term Paper
Sunday Midnight of Week 7
Quizzes (6)
Sunday Midnight Week's 2-7
Final Exam
Week 8 Friday (Determined by Proctor Schedule)

 NOTE:  All assignments should be submitted in RTF (rich text format).

Course Topic/Dates/Assignments:

ITEM

DUE DATE

HRM Quiz and Introduction 

Wednesday Midnight of Week 1

Case Studies (6)

Sunday Midnight of Week's 2-7

Literature Review Sunday Midnight of Week 4

Discussions (8)

Thursday and Sunday Midnight of Week's 1-8

Term Paper

Sunday Midnight of Week 7

Quizzes (6)

Sunday Midnight Week's 2-7

Final Exam

Week 8 Friday (Determined by Proctor Schedule)

 

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.
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 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 .

Additional Information:
Christian Davis has taught for leading Educational Institutions for the past 20 years while serving in the US Navy. He has consulted with senior leadership from fortune 500 companies as well as instructed courses and classes in both basic and advanced first aid, BCLS AHA to health care professionals and concepts in business and IT methodologies for business growth and development. He is a certified instructor by the United States Navy and resides in Washington DC. He spearheaded the Department of the Navy's National Disaster Management System response after September 11, 2001 providing educational resources to Naval Commands in the United States and around the world. Christian has worked in the Medical field for the past twenty years both in patient care and in administrative support roles while assigned to the United States Navy and Marine Corps. Christian obtained his BS in education in 1990 and returned to school in 1994 to complete a MBA. He has been teaching for leading educational institutions for the past 11 years, both face to face and on-line. His passion is quality process system improvements, as well as he enjoys researching historical sites and conducting archeological excavations to correlate research conducted.  



If there is one thing that he enjoys the most is assisting others to "link ideas" together to come out with the big picture to make life more enjoyable and more rewarding, as the “truly educated never graduate, they keep on learning every day!”  His most recent published material can be viewed in the August 2007 edition



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:10/15/2010 7:48:33 AM