Argosy University
COURSE SYLLABUS
MGT411
Human Resource Management
Faculty Information
Faculty Name: Marla V. Brady
Campus: Chicago
Contact Information: 312-305-4524
Office Hours: Call for appointment
Short Faculty Bio: B.A. Economics, Northwestern University; MBA Management, Loyola University Chicago: Financial Advisor with experience in Human Resources, Consulting and Management
Course description: Students explore the values and perceptions of the workforce through an analysis of policies and practices of recruitment, selection, training, development, and compensation of employees. Special attention is placed on problem solving, case studies, and simulations associated with human resource management.
Course Pre-requisites: None
Required Textbook:
Mathis, R. (2008). Human resource management. (12/e). Thomson Learning. ISBN: 0324542755
Course length: 7.5 Weeks
Contact Hours: 45 Hours
Credit Value: 3.0
Program Outcomes:
1. Communication
1.1 Communicate business concepts effectively, both written and orally appropriate to the audience
2. Team
2.1 Define the attributes of an effective team member and leader and the characteristics of an effective team in reaching specific business goals
3. Cognitive
3.1 Problem Solving – Given a business problem, select and defend a business solution chosen from specific alternatives
3.2 Information Literacy – Given a business research question, access information from a variety of sources, select appropriate sources to respond to a business question
4. Analysis/Application
4.1 Integration – Describe the interrelationship of the functional business areas of statistics, accounting, operations, finance, marketing, and strategy
5. Ethics/Diversity
5.1 Diversity – Identify the issues and challenges related to diversity in current business organizations
5.2 Ethics – Identify the issues and challenges related to ethics in current business organizations
Course Objectives:
1. Outline the evolutionary process through which human resources has achieved its present state of development. (Program Outcome(s): 4)
2. Explore current human resources development and career planning. (Program Outcome(s): 4)
2.1. Investigate current human resources development plans including needs analysis and human resources planning.
2.2. Explore career planning, career progression, and dual career couples.
3. Identify the ethical issues for various human resources management decisions (Program Outcome(s): 5.2)
4. Discuss theories and practices in strategic human resource planning. (Program Outcome(s): 4)
4.1. Develop a macro view of the role a human resource information system plays in the management of human resources.
5. Apply organizational theory and how it relates to the individual in the performance of his/her job. (Program Outcome(s): 2)
5.1. Explain the components of a cultural audit and the influence of organizational culture on strategic human resources planning.
6. Recognize and effectively apply the principles of motivation for measuring employee potential. (Program Outcome(s): 2)
7. Discuss the legal aspects of equal employment and laws related to employment/human resources. (Program Outcome(s): 1, 3.1, & 4)
7.1. Understand Executive Orders as they dictate employment law in Federal/public workplaces; particularly the issue of affirmative action and its impact on Federal agencies and those contracting work to the Federal government.
7.2. Understand Employment law as it impacts private enterprise; particularly to investigate the impact of the Civil Rights Act of 1964 and the Civil Rights Act of 1991 on society, employers, and the workplace.
7.3. Explore how Sexual Harassment laws have evolved via case law since the original Civil Rights Act initiated them.
7.4. Comprehend the components of the Americans with Disabilities Act including the issues of essential functions, and reasonable accommodation. Explore how the courts have evolved this law over the last decade.
7.5. Explain the concept of validity and the implications of testing in equal employment and possible litigation.
8. Identify strategies for managing diversity in the workforce. (Program Outcome(s): 5)
8.1. Explain the changing demographics in the U.S. workforce and society; identify how these trends are impacting organizations and their workers.
8.2. Investigate the components of diversity training especially as it relates to and is different from affirmative action.
8.3. Identify the two types of sexual harassment and their impact on workplace relationships, legal standards and legal responsibilities of an organization.
8.4. Develop an understanding of reasonable accommodations for employing persons with acknowledged disabilities.
9. Apply principles of job design and job analysis in the development of job descriptions and job specifications: (Program Outcome(s): 1, 2, & 4)
9.1. Evaluate the differences between job development for teams and job development for individuals.
9.2. Explore the advantages and disadvantages of working in teams and the effects of teams on productivity.
9.3. Explain the nature of job analysis and its influence on the stages of the job analysis process.
9.4. Use the various job analysis methods and explain how they impact job descriptions and job specifications.
9.5. Discuss the aspects of legal compliance and job analysis.
10. Describe the entire staffing process, from recruitment through training: (Program Outcome(s): 1, 3.1, & 4)
10.1. Discuss the labor market and recruiting issues, including outsourcing domestically and off-shoring to foreign locations. Explore the use of contingent and temporary workers as a way to manage cyclical business trends.
10.2. Explore the advantages and disadvantages of internal and external recruiting.
10.3. Determine the effectiveness of recruiting sources by examining various evaluation techniques.
10.4. Explain immigration laws, including the I9 form and documents for establishing legal status in U.S.
10.5. Explain the importance of testing and measurement in the selection process and their legal implications.
10.6. Emphasize the importance of conducting background checks to prevent litigation from negligent hiring and retention.
10.7. Develop effective selection interviewing methods by examining structured and unstructured interviewing techniques.
10.8. Determine the nature of training and purpose of training needs assessment.
11. Discuss various ways to measure employee performance. (Program Outcome(s): 3.1, & 4)
11.1. Describe the various performance appraisal mechanisms, their methodology, and application.
11.2. Identify the uses of performance appraisals in order to interface with organizational objectives.
11.3. Differentiate between informal and systematic appraisals in order to maximize their effectiveness.
11.4. Explain the legal implications of performance appraisals. (Program Outcome(s): 4)
12. Identify the various factors which help determine the wage rate for each job within an organization
12.1. Identify the types of compensation and issues related to the design of a compensation system.
12.2. Explain the legal constraints the pay system and the importance of knowing the salient features of the Fair Labor Standards Act.
13. Identify the principle financial incentive systems that are currently being utilized to motivate employees to perform more effectively: (Program Outcome(s): 4)
13.1. Distinguish the different types of pay systems, such as variable pay, individual incentives, team-based pay, and organizational incentives.
13.2. Evaluate types and elements of executive compensation.
14. Identify employee benefits and the reasons for their growth, their costs, and their possible contributions to the organization. (Program Outcome(s): 1, & 4)
14.1. Compare and contrast the various pension plans.
14.2. Distinguish between the various managed/controlled health care plans and their benefits and costs.
14.3. Discuss employee and employer rights associated with the Family Medical Leave Act (FMLA). Consider what demographics are benefiting most from the presence of the FMLA. Who is not getting the advantages of FMLA and why. Consider what could be done to make FMLA more equitable for all.
15. Discuss strategies for ensuring the safety, health, and security of employees in an organization. Identify the risks and benefits ensuring or not ensuring the safety, health and security of employees. Discuss outcomes of scenarios from news or case studies where organizations provided or failed to provide this to their employees. (Program Outcome(s): 1, 3.1, & 4)
15.1. Identify the reasons for the passage of the Occupation and Safety Health Act (OSH Act).
15.2. Explain the role of Occupational Safety and Health Administration (OSHA) in developing health and safety standards for organizations.
15.3. Identify the various potential workplace health issues, such as substance abuse, mental health concerns, air quality, and smoking.
16. Discuss the policies and procedures governing disciplinary action and appeal process. (Program Outcome(s): 2, & 4)
16.1. Explain workplace rights and responsibilities of both employees and employers.
16.2. Explain the legal issues involved in a drug free workplace.
16.3. Explain various workplace situations subjected to the Privacy Act of 1974. In particular, consider how the use of technology in the workplace limits employees’ privacy while enhancing the employers’ right to monitor them. Identify both legal and ethical issues in this regard.
17. Discuss methods for managing union-management relations and how this dynamic impacts business and human resources. (Program Outcome(s): 4)
17.1. Explain collective bargaining issues as they apply to management rights and employee rights.
17.2. Describe the grievance procedure and responsibilities of management, unions, and employees.
18. Apply principles and practices of management to the handling of group and labor relations situations. (Program Outcome(s): 4)
19. Describe the globalization of human resource management and its impact on business organizations and their employees. (Program Outcome(s): 4)
20. Demonstrate effective methods of communication. (Program Outcome(s): 1, & 4)
21. Recognize the trends that are occurring in the field of HR management. (Program Outcome(s): 4)
21.1. Consider the impact to the field of HR and the workplace especially in view of the growing use of outsourcing HR operations both domestically and internationally.
22. Apply principles of human resource management to a variety of business situations. (Program Outcome(s): 3.1, & 4)
Assignment Table
Module / Module Topics / Readings / Assignments1
10/27/08 / · Changing Nature of HR Management
· Careers and HR Development
· Ethics and HR
· Strategic Human Resources Planning
· Individual Performance and Employee Retention. / Mathis
Chapter 1
Chapter 2
Chapter 3
Chapter 10 / Discussion Questions:
1. Read the article on “What is Ethics?” at http://www.ethicsquality.com/about.htm#whatoc
2.
The article states "How should managers cultivate values, beliefs and patterns of behavior to better support organizational success?”
a. Discuss how HR managers can do the above as an agent of management and through the daily operational practices of hiring, firing, compensation, and evaluation.
b. How can an HR manager support their corporation's code of ethics?
3. Prepare a resume after reviewing Appendix D in the textbook. Take it to the Career Center for critique before posting it for evaluation by your peers. Prepare a five- and ten- year plan for advancement in your career of choice. After receiving feedback from your peers and the professor, revise the resume and repost to the discussion thread.
Assignments:
1. The local textile plant has a workforce of 55 full-time hourly workers, 12 part-time workers (less than 15 hours per week), and six managers that are salaried. The company has been struggling for about five years and has just lost its only major account with a sporting clothes company. Contract renegotiations have been intense for the past six months, but they collapsed two days ago. There is barely enough cash to pay workers for their last two weeks of work. In order not to incur additional payroll obligations to the workers, the company has called a meeting of all employees to announce the plant’s closing at the end of the week (in two days). Although the workers were not overly surprised, they were overwhelmed that so many would be seeking employment in their small community within the next few days. Even though the hourly workers are to be terminated at the end of the week (in two days), managers (those that are salaried) will receive their pay for another 60 days as they handle the closing of the plant.
a. Analyze this situation from the perspective of the company managers and the HR department by addressing the questions below. Before beginning your analysis, read Section 639.9 “When may notice be given less than 60 days in advance” of the Worker Adjustment and Retraining Notification Act (WARN). This can be found on the Department of Labor website: http://www.dol.gov/dol/allcfr/ETA/Title_20/Part_639/toc.htm. This is a brief section of the Act, which is easy to read.
b. Do you agree with management’s human resource plan of action for the immediate plant closing? Why or why not? Explain in detail and include the legal implications. What does the WARN act say that allows the plant to close inside of the 60 day notice period?
c. What possible alternatives do the managers and HR have in handling this scenario? If no other attractive options exist and they must depart in two days, what kinds of assistance can the plant give the newly unemployed workers? Given the financial restrictions is outplacement assistance a possibility?
d. Use the given template to create a report.
Introduction to Final Project:
1. In Week 1, make initial contact with the human resource manager of your organization of choice. Write a brief statement about why you selected this company and submit it for approval by the course facilitator.
2
11/3/08 / · Legal Aspect of Equal Employment
· Managing Diversity and Equal Employment
· Jobs and Human Resources / Mathis
Chapter 4
Chapter 5
Chapter 6 / Discussion Questions:
1. Read the Sexual Harassment Policy of Ferrum College at http://www.ferrum.edu/deanofcollege/facultyhandbook.pdf (page 93). Discuss whether the policy addresses quid pro quo harassment and hostile environment harassment issues. Provide documentation (and properly cite the reference) from the Sexual Harassment Policy of Ferrum College in your discussion. Provide three recommendations to the policy that would incorporate policies prohibiting same sex harassment and sexual orientation harassment.
2. A small bookstore is trying to hire someone to do accounting and payroll. The bookstore is downstairs, while the office is upstairs in an older building. The essential functions of the job include operating a computer, maintaining a ledger, providing the owner with financial statements, completing tax returns, paying bills and employees, and balancing the bank statements. The desk for this is at the top of a flight of 24 steps. There is no elevator and the building is too old to be ADA compliant. The firm is struggling financially, but hopes to increase sales as a new coffee shop just opened next door. The most qualified applicant to their advertisement has just come into the bookstore in a wheelchair.
a. Discuss whether this candidate is capable of performing the essential functions of this job from a wheelchair.