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HR 353 Intro to Human Resource Mgmt
Powell, George A.


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

S2R 2012 SC

Faculty

Powell, George A.

Title

Senior Adjunct Faculty

Degrees/Certificates

MBA Business Management/Human Resource Management
BS Business Administration

Office Location

Scott AFB IL

Office Hours

By appointment only. Use instructos e-mail or telephone number

Daytime Phone

(618 )632-1086

Other Phone

(618) 420-6796

E-Mail

George.powell@park.edu

Semester Dates

Mar 19 - May 13, 2012

Class Days

-MTWRF-

Class Time

12:00 PM - 1:00 PM

Prerequisites

MG 352 and HC 351

Credit Hours

3


Textbook:


Title:Human Resource Management, 13th edition: Mathis and Jackson

South - Western CENGAGE learning

ISBN: 13: 978-0-538-45315-8

 ISBN: 10: 0-538-45315-x


http://direct.mbsbooks.com/park.htm


Textbooks can be purchased through the MBS bookstore

Textbooks can be purchased through the Parkville Bookstore


Textbooks can be purchased through the MBS bookstore

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:

Welcome to HR353, "Introduction to Human Resource Management". My educational philosophy is one of inter-activeness based on lectures, readings, quizzes, dialogues, examinations, internet, videos, web sites and writings. I will engage each of you in what is referred to as disputatious learning to encourage the lively exploration of ideas, issues and contradictions. Together, we will learn the key principles used in human resource management in decision-making, ethical responsibilities We will use readings, videos, lectures, case studies, and discussions as knowledge building tools. This course concludes with assessments that include a research paper and proctored final examination.

NOTICE: Since this course consists of a one hour class period, conducted Monday thru Friday from 12 PM to 1 PM daily, the published “Course Topic/Dates/Assignmentswill not completely identify the activities that will be covered in each of the one hour class sessions. This will be further discussed in the first day of class. All of the elements for each week shown in this syllabus will be divided up into the five sessions for that week. Everything will be covered and you will be given all essential topics for discussion, quizzes and exams during the forty (40), one hour class sessions. Attendance, punctuality, and class participation is essential. Food or drink will NOT be permitted in the class room so arrangements for your lunch must be made prior to or following your class.

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. Identify the major HR challenges facing organizations and managers of HR
  2. - Discuss how HR management skills can be used in organizational settings.Resources Professional.
  3. the social, economic, political, and cultural challenges that confront HR
  4. Explain the role of compensation and its influence on employee behavior.
Core Assessment:
Final exam

Link to Class Rubric

Class Assessment:
Link to Class Rubric

There will be a 50 question, multiple choice, true/false mid term exam and a ten question essay final exam.  In addition there will be eight (8) quizzes and a five (5) to (7) page research paper. An oral presentation, based of your research paper will be given no later than week seven (7). Classroom participation will include case studies and assigned homework.


Grading:

Item                                 Points                         %
Quizzes (8)                        140                             14
Research Paper (1)             160                             16
Class Room Participation     150                              15
Midterm Exam (1)              150                              15
Oral presentation (1)           100                              20
Final (1)                             200                             20
Total                                 1,000 points             100%
 
 
90% to 100% of total points = A
80% to  89%  of total points = B
70% to  79%  of total points = C
60% to  69%  of total points = D
Below   60%                           = F


 

All final exams will be comprehensive and will be closed book and closed notes.  No calculators or electronic devices that include features such as phones, cameras, instant messaging, pagers, and so forth are allowed. 
The grade for students who complete the Final Exam will be based on the overall average of homework, quizzes, presentations, reports and exams taken during the course.  The final exam will address only material which the student has covered in class.

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:

The instructor will not accept assignments turned in beyond their due dates unless for legitimate reasons such as illness or temporary duty. Students must make up the missed work by providing the instructor with a two (2) page outline for each chapter discussed during the student's absence. Students who will be absent as a result of temporary military duty must provide the instructor with a copy of official orders.

Classroom Rules of Conduct:

All students are required to maintain a professional atmosphere throughout the course. Professional dialogue is expected at all times. Academic dishonesty will result in immediate release from the class and a failing grade. Students are expected to attend all classes on time and be prepared to be an active participant in the class. Student participation will be reflected in the student's final grade. Attendance will be recorded at each class meeting.  It is the student's responsibility to notify the instructor of any expected absence(s), and to arrange with the instructor to make-up any missed assignments. Each absence will require a make-up assignment.  Unexcused absences will be forwarded to the Park University Administrative Office.  Please refer to the Park University Handbook for the attendance policy.  If an unanticipated absence should occur students are encouraged to contact the instructor at either of the telephone numbers listed on the first page of this syllabus.

Course Topic/Dates/Assignments:

Important, See Notice in “Educational Philosophy” above.

Week 1:  Instructor/student introductions.  Syllabus review.  Lecture:  Chapter 1:  HR functions.  Challenges facing HR management today.  Class participation to include discussion of case study found on page 33 in your class text.  Chapter 2:  Strategic HR management and planning. Class participation, Quiz # 1

Week 2:  Lecture:  Chapter 3:  Equal Employment Opportunity.  Class participation to include discussion of case study found on page 103 in your class text.
Chapter 4:  Job analysis. Class participation, Quiz # 2.

Week 3:  Lecture:  Chapter 5:  HR planning and Retention. Class participation to include discussion of case study found on page 172 in your class text.

  Chapter 6:  Recruitment and labor markets. Class participation,  Quiz # 3

Week 4:  Lecture:  Chapter 7:  Selection and placement. Class participation to include discussion of case study found on page 243 in your class text.
Chapter 8:  Training and development.     Midterm examination covering material in Chapters 1 thru Chapter 8. Class participation, Quiz # 4

Week 5:  Lecture:  Chapter 9:  Talent management.  Class participation to include discussion of case study found on page 315 in your class text.
Chapter 10:  Performance management and appraisal. Class participation, Quiz # 5

Week 6:  Lecture:  Chapter 11:  Compensation. Class participation to include discussion of case study found on page 390 in your class text.
 Chapter 12:  Incentive plans and executive compensation.  Oral Presentations begin today. Class participation, Quiz # 6

Week 7:  Lecture:  Chapter 13:  Managing employee benefits. Class participation to include discussion of case study found on page 460 in your class text.
Chapter 14:  Risk management and worker protection.  Oral Presentations continue.  Final examination review. Class participation, Quiz # 7

Week 8:  Final examination. Oral presentations and research papers make up is due today. Quiz # 8 prior to final examination.

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 .

Bibliography:

Instructor Bio: Welcome students to HR353, Human Resources Management. My name is George Powell and I will be your instructor during the 8 weeks of your course.

My teaching experience began in 1974 teaching both Graduate and Undergraduate courses face to face and on line, and continues to date. I have taught numerous Business Management and Human Resource courses as a Senior Adjunct Instructor and have been teaching exclusively for Park University since 1992.

I completed a thirty six year professional military career in the United States Air Force, which included four years in Senior Executive Leadership as Commanding Officer of two Major Communications Groups. I retired  Lt. Colonel in 1991. After retirement I began civilian employment as a government contracting manager of Innovative Technology Corporation in O’Fallon, Illinois. Later I committed to a three-year stint as General Manager of Durham School Services, a student transportation company. This activity required daily involvement with labor union and human resources activities. These activities provided considerable insight and practical application in the human resource and management process.I will bring this experience to the table.

Welcome aboard for a very interesting and informational course.

Course involvement, grading assignments, and replying to email: george.powell@park.edu



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:3/4/2012 12:31:43 PM