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HR 353 Intro to Human Resource Mgmt
Palmer, Joseph R.


Mission Statement: Park University provides access to a quality higher education experience that prepares a diverse community of learners to think critically, communicate effectively, demonstrate a global perspective and engage in lifelong learning and service to others.

Vision Statement: Park University, a pioneering institution of higher learning since 1875, will provide leadership in quality, innovative education for a diversity of learners who will excel in their professional and personal service to the global community.

Course

HR 353 Intro to Human Resource Mgmt

Semester

U1J 2012 IN

Faculty

Palmer, Joseph R.

Title

Adjunct Faculty

Degrees/Certificates

BS, Psychology, University of Georgia
MA, Human Relations, Webster University
MS, Systems Management, University of S. California

Office Location

Home

Office Hours

3:00 pm - 7:00 pm, M, W, F

Daytime Phone

816-868-4013

Other Phone

800-704-8213

E-Mail

josephpalmer@park.edu

josephpalmer@att.net

Web Page

http://www.cengage.com/management/mathis

Semester Dates

June 6 to July 31st, 2011

Class Days

---W---

Class Time

5:30 - 10:00 PM

Credit Hours

3


Textbook:
Human Resource Management (2011) 13th Ed., by Mathis, Robert L. & Jackson, John H., published by South-Western CENGAGE Learning, ISBN: 9780538470223.

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/.

http://www.hrci.org
http://www.cengage.com/coursemate
http://www.cengage.com/engagenow
http://www.humanmetrics.com
http://www.personalitypathways.com

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:
An integrated "adult learning" model will be used in this course. This means students will be treated as mature, responsible, motivated, conscientious adults who participate in creating a positive learning esperience for theemselves and their peers. Attendance is required! Experiential learning is the cornerstone to success in this course. Additional informatioin concerning this model will be explained during the first class meeting, June 6th, 2012.

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. Experience the "adult learning" model of education
  2. Practical Exercises (PE) will be used to enhance application of course concepts.
  3. Jungian personality theory (MBTI) will be used to facilitate class discussions
  4. Situation problem-solving, team building, and case anslysis exercises will be used to enhance learning.
Core Assessment:
Final exam

Link to Class Rubric

Class Assessment:

  • Mid-term and final examinations - the midterm exam, (covering chapters 1-8 of the text) and comprehensive final exam, (covering the entire text & class notes) will be multiple-choice, true-false, fill in blank, short answer, and essay questions. Students will select the essay questions they wish to answer on these two exams. Total course grade is 50% for both exams, i.e., 200 points (20%) for mid-term and 300 points (30%) for comprehensive final exam.
  • Homework and written quizzes - Each week students are required to read two chapters in the course text book. An unannounced quiz, worth 25 points each,  will be given four times during the course; this is designed to verify students are doing their homework. The total weight is 100 points or 10% of course grade.
  • Practical Exercises (PE) - This course involves students, so student interpersonal interaction during experiential  exercises will be graded each week. These PEs are designed to highlight and facilitate the mastering of Course Learning Objectives (CLO), as well as provide practical application of course concepts. These PEs are worth 200 points (25 each week times 8 weeks) or 20% of course grade.
  • CLO assessments - Four times during the course, (weeks 3, 5, 6 & 7) an additional weighted in-class PE will take place. These are designed to ensure all CLOs are mastered. Each is worth 50 additional points for a total 200 points (20%) course grade. The four assessments include: leaderless group discussion, in-basket exercise, HR role play, and "Downsizing" group decision making case.

Grading:
Item/Assignment                        Points
Homework (10%)                         100
Midterm exam (20%)                    200
In-class Practical Exercises (PE)    200
Core Assessments   (20%)            200
Final Exam (30%)                          300
Total points                                  1000

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:
Please do NOT turn in course assignments late! That being said, it is understandable that unforseen tragic events do take place in our lives; therefore, only under these extremely unusual circumstances will work be accepted late. One possible example of such an unforseen circumstance might be, an illness or death of an immediate family member.

Classroom Rules of Conduct:
Attendance is required! The University attendance policy will be enforced. It is the studen's responsibility to contact the instructor if the absence is unavoidable. Two consecutive unexcused absences will result iin an administrative withdrawas -- which routinely translates to an "F" letter grade for the course.  In addition, any student missing three classes (regardless of whether the absence is excused or unexcused) will be automatically administratively withdrawn from the class. Excused absences are permitted only for emergencies, e.g., health, family emergency, etc.  CALL the instructor!

Course Topic/Dates/Assignments:

Course Topics/Dates/Assignments

Meeting/ Date

Topics to be covered

Readings

Class 1, June 6th

Introduction to course, Human Resources (HR) and Strategic HR

Chapter 1 & 2

Class 2, June 13th

Job Analysis, Job Design and Equal Employment Opportunity

Chapter 3 & 4

Class 3, June 20th

HR Planning, Recruiting, Retention and Labor Markets; Core Assessment #1

Chapter 5 & 6

Class 4, June 27th

HR Decisions, Training and Development; mid-term exam covering chapters 1-8

Chapter 7 & 8

Class 5, July 4th

HR Talent Management, Performance Management and Appraisals; Core Assessment #2

Chapter 9 & 10

Class 6, July 11th

Compensation, Rewards, Incentives and Executive Pay; Core Assessment #3

Chapter 11 & 12

Class 7, July 18th

Manageing Employee Benefits, Risk Management and Worker Protection; Core Assessment #4

Chapter 13 & 14

Class 8, July 25th

Employee Rights, Responsibilities and Union/Mangement Relations; Comprehensive Final Exam

Chapter 15 & 16

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 2011-2012 Undergraduate Catalog Page 93

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 2011-2012 Undergraduate Catalog Page 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 2011-2012 Undergraduate Catalog Page 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:4/24/2012 9:09:58 AM