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HR 353 Intro to Human Resource Mgmt
Ewing, Terry W.


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

S1KK 2013 HA

Faculty

Ewing, Terry W.

Title

Adjunct Faculty

Degrees/Certificates

Master of Arts - Management and Leadership
Bachelor of Arts - Business Administration

Office Location

Bldg. 1728, 29 Chennault Street, Hanscom AFB, MA

Office Hours

Tuesday and Thursday, 5:30 pm to 8:30 pm

Daytime Phone

508-233-4667

Other Phone

573-528-9947

E-Mail

Terry.Ewing@park.edu

Semester Dates

January 14, 2013 to March 10, 2013

Class Days

--T-R--

Class Time

5:30 - 8:30 PM

Credit Hours

3


Textbook:
Human Resources Management; Mathis, Robert L. and Jackson, John H. 13th Edition; SouthWestern Cengage Learning; 2011; ISBN 13: 978-0-538-45315-8; ISBN 10: 0-538-45315-X.

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:
As the instructor of this course I will take an active role in your learning process, ensuring that you walk away from the course with confidence that the learning outcomes were reached. Through lectures, readings, interactive dialogue, examinations, case studies, and group projects we will explore the full spectrum of human resources. I will facilitate the course with the primary goal of making the most of our time and asking that students do the same by coming to class prepared and motivated to learn.

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. Explore how human resource management impacts all business segments of an organization.
  2. Discuss how to strategically link position descriptions and performance objectives to the mission and vision of an organization.
  3. Explain the role of human resource professionals.
  4. Determine methods for integrating the full spectrum of human resources into organizations.
Core Assessment:
Final exam

Link to Class Rubric

Class Assessment:

This course will consist of class/group participation, four case studies, mid term exam, final exam, a paper, and presentation (power point and oral) of the paper.
 
The case studies will be assigned at the end of the chapter they are selected from (Chapters 4, 10, 12 and 16) and will be due at the next class meeting.
 
The mid term exam will consist of 40 multiple choice questions and four essays.
 
The final exam will consist of 65 multiple choice questions and four essays.
 
The paper will be eight to ten pages long and will be based on a topic selected by the student and approved by the instructor during the second week of class.
 
 

Grading:

Case Studies 4 @ 50 points each 200 points 20%
Mid Term Exam
40 questions @ 4 points each
4 essays @ 10 points each
200 points 20%
Final Exam
65 questions @ 4 points each
4 essays @ 10 points each
300 points 30%
Paper  8 to 10 pages, plus cover page and works cited 150 points 15%
Presentation based on overall format, time, and substance 50 points  5%
Class Participation 2 - 2 part group projects @ 5 points each (20 points)

attendance and being prepared for class; 16 class meetings @ 5 points each (80 points)
100 points 10%
       
       
 SCALE      
 A = 90 - 100
 1000 to 900 Points
   
 B = 80 - 89
 899 to 800 Points
   
 C = 70 - 79
799 to 700 Points
   
 D = 60 - 69
 699 to 600 Points
   
 F = < 60
 599 Points or less
   

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 submission of the research paper or case studies will result in a one letter grade reduction per day.

Students with an approved absence (notified the instructor in advance and received acknowledgement of the absence) on the night of a scheduled exam will have one week to makeup the mid term exam and 24 hours to makeup the final exam. Failure to makeup the exams by the makeup date will result in an F.

Classroom Rules of Conduct:
Be where you are scheduled to be, when you are scheduled to be there.

Do what is expected to the best of your ability.

Be respectful of others.

Course Topic/Dates/Assignments:
 

WEEK DATE   DAY TOPIC(S)  ASSIGNMENT(S)
1
 
 
 
1/15

 

Tuesday
 


- Personal Introductions
- Course Introduction
- Review Syllabus
- Review Chapter 1
- Read Chapter 2 and 3

 
1
1/17
Thursday
- Review Chapters 2 and 3
- Read Chapter 4
2
 
 
1/22
 
 
Tuesday
 
 
- Review Chapter 4 
- Group Job Descriptions and Performance
     Standards (part 1)
- Review term paper topics
- Complete Assigned Case
     Study
- Prepare for part 2 of group
     project
-
Read Chapter 5
- Select term paper topic 2
2




1/24
 
 
 
 
Thursday
 
 
 
 
- Submit term paper topic for approval
- Group Job Descriptions and Performance Standards
     (part 2)
- Review Chapter 5

 - Read Chapter 6 and 7

 
 
 
3
 
1/29
 
Tuesday
 
- Review Chapter 6 and 7
 
- Read Chapter 8
 
3

1/31
 
Thursday
- Review Chapter 8
- Read Chapter 9
4
2/13
Tuesday
- Review Chapter 9
- Review for MID TERM EXAM
4
 
2/7
 
Thursday
 
- MID TERM EXAM
 
- Read Chapter 10
 
5
 
 
2/12
 
 
Tuesday
 
 
- Review Chapter 10
 
 
- Complete Assigned Case Study 
- Read Chapter 11
 
5
 
2/14
 
Thursday
 
- Review Chapter 11
 
- Read Chapter 12
 
6
 
2/19
 
Tuesday
 
- Review Chapter 12
 
- Complete Assigned Case Study
- Read Chapter 13
6
 
2/21
 
Thursday
 
- Review Chapter 13
 
- Read Chapters 14 and 15
 
7
 
 
2/26
 
 
Tuesday
 
 
- Review Chapters 14 and 15
- Group Negotiations (part 1)

- Read Chapter 16
- Prepare for group negotiations
 
7
 
2/28
 
Thursday
 
- Review Chapter 16
 - Group Negotiations (part 2)
- Complete Assigned Case Study
- Finalize/Rehearse Presentation
8
3/5
Tuesday
- Presentations
- Review for FINAL EXAM
8
 
3/7
 
Thursday
 
- Core Learning
- Outcome/Course Review
- FINAL EXAM

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 95-96

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 95

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 98

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:12/11/2012 10:37:46 AM