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HR 353 Intro to Human Resource Mgmt
Hall, John B.


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 - Introduction to Human Resource Management

Semester

U2HH 2012 PA

Faculty

Hall, John B.

Title

Instructor/Adjunct Faculty

Degrees/Certificates

M. A. Health Care Administration
B. S. Human Resources Management
A. S. Office Management

Office Location

Hallway outside classroom, Bldg. 50, Area B, WPAFB, Ohio.

Office Hours

15 minutes before and after class.

Daytime Phone

937-572-1261

E-Mail

john.hall@park.edu

jbhcollinstr101@aol.com

Semester Dates

June 4 - July 1, 2012

Class Days

Tuesday & Thursday

Class Time

5:30PM - 10:30 PM

Credit Hours

3


Textbook:

R. L. Mathis & J. H. Jackson.; " Human Resource Management"; South-Western Cengage Learning; Mason, Ohio;13th Edition; 2011. (ISBN 13: 978-0-538-45315-8 & ISBN-10: 0538-45315-X                                                                                                                                                                                                 i)   
 

Textbooks can be purchased through the MBS 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:

Theory, methodology and application of human resource planning and development techniques, staffing analysis and planning, career management, management succession and development, and performance improvement.

Educational Philosophy:
The instructor's educational philosophy is one of interactiveness based on lectures, readings, dialogues, examinations, internet, videos, web sites, and writings. The instructor will engage each learner in what is referred to as disputatious learning to encourage the lively exploration of ideas, issues, and contradictions.

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.


Core Assessment:
Final exam

Link to Class Rubric

Class Assessment:

1. Completion of all READING ASSIGNMENTS.

2. Participation in CLASS DISCUSSIONS.

3. Participation in and completion & presentation of a GROUP PROJECT topic assigned by the instructor including SUBMISSION OF A 6-8 PAGE TYPED GROUP REPORT identifying all sources used.

4. Completion and presentation of FOUR COURSE RELATED ARTICLE REPORTS selected by the student to lead class discussion & SUBMISSION OF A 1-2 PAGE TYPED SUMMARY of its contents including the student's personal opinion and indentifying your source with date. (Must be within last six months) This will be considered your class participation credit.
5. Successful completion of a MIDTERM EXAM which will consist of multiple choice questions & definitions covering chapters 1 - 8.
 
6. Successful completion of a comprehensive FINAL EXAM which will be a closed book & closed note exam that will consist of multiple choice questions & definitions covering chapters 1 - 16.
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Grading:

The student's final course grade will be based on a 1000 POINT SCALE distributed as follows:
         Article Report # 1.......75 pts. (7.5%)
 
         Article Report # 2.......75 pts. (7.5%)
 
         Article Report # 3.......75 pts. (7.5%)
 
         Article Report # 4........75 pts. (7.5%)
 
         Midterm Exam.............200 pts. (20%)
 
         Group Project..............200 pts. (20%)
 
         Final Exam....................300 pts. (30%)

                    

                    

                       

 

The method of evaluating the TOTAL POINTS EARNED and GRADES AWARDED will be according to the following scale:

                      (100-90%) 1000-900 pts. = A

                       (89-80%) 899-800 pts. = B

                       (79-70%) 799-700 pts. = C

                       (69-60%) 699-600 pts. = D

                       (59% or less) 599 pts. or less= 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:
Assignments not submitted on the due date will receive a grade of "0" unless otherwised arranged with the instructor.

Classroom Rules of Conduct:
Faculty members are expected to dismiss from their classrooms students whose behavior is detrimental to good order in the classroom. Such behavior includes, but is not limited to, the use of abusive or obscene language, attending class under the influence of drugs or alcohol, etc. Students who are dismissed from class may be given failing grades, suspension, or expulsion from Park University. Students whose behavior, either verbal or written, is detrimental to the good order of Park University may be subject to disciplinary action ranging from suspension to expulsion from Park University. Students who exhibit abusive or obscene language or behavior toward administrative personnel or support staff are also subject to suspension or expulsion from Park University.

Course Topic/Dates/Assignments:

SESSION 1 - (June5th) - "An Overview of  Human Resources Management & Strategic Planning". (Chapters 1 & 2)

SESSION 2 - (June 7th) - "Equal Employment Opportunity, Workers, Jobs, Job Analysis and Human Resouce Planning & Retention  ", and Article Reports. (Chapters 3,4,&5) 
 
SESSION 3 - (June 12th) - "Recruiting, Selection, & Training"  and Article Reports. (Chapters 6,7,&8)
 
SESSION 4 - (June 14th) - MIDTERM (Chapters 1-8)
 
SESSION 5 - (June 19th) - "Talent Management, Performance Management & Appraisal , Total Rewards & Compensation" and Article Reports. (Chapters 9,10,&11)
 
SESSION 6 - (June 21st) - "Incentive plans & Executive Compensation, Employee Benefits and Risk Management & Worker Protection" and Article Reports. (Chapters 12,13&14))
 
SESSION 7 - (June 26th) - "Employee Protection and Representation and Union/Management Relations". (Chapters 15&16)
 
SESSION 8 - (June28th) - GROUP PROJECT PRESENTATIONS and Comprehensive FINAL EXAM (Chapters 1-16)

 

 

 

 

 

 

 

 

 

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:5/12/2012 6:13:49 PM