Central Washington University HRM 381
College of Business
Human Resource Management- HRM 381
Quarter: Fall 2016
Section .001 M/W 7:40AM-9:50AM in SS 101
Section .002 M/W 10:00AM-12:10PM in Black 150
Instructor: / Dr. James B. AveyOffice: Shaw-Smyser 332
Phone: 509-963-3381
Email: or
Website: www.leadmore.org click “teaching”
Office Hours: / Monday/Wednesday 12:10-2:00PM or by appointment
Texts: / No Textbook
Narrow the Management Gap (3rd Ed.) Electronic Workbook published by www.mindgarden.com
One book from a list chosen by the student
Several academic papers will be assigned
Course Description
Selection of personnel, methods of training and retraining workers, wage policy, utilization of human resources, job training, administration of labor contracts, and public relations.
Credits: (5)
As modern management demands have continued to grow at an accelerating rate, the realization that the fate of the organization hinges on how well its human resources are utilized has become abundantly clear. Hence, the tremendous importance of the personnel function to the organization as a whole is only now being recognized. By dealing with both the myriad of recent legislative changes and our changing culture demographics HR has found itself catapulted to the forefront of the organization.
This course, designed in light of the above changes, will provide the student with a thoroughly contemporary view of organizations and their development. Students will be exposed to a variety of methods and techniques, which are designed to improve the management of human resources within an organization. In addition to traditional topical coverage such as staffing the firm, recruitment and selection, motivating employees, union/management relations, performance evaluations, and compensation, many emerging topical areas will also be covered. These include the importance of public sector unions, Kaizen & Total Quality Management, The Family Medical Leave Act, Blood borne Pathogens, ADA, and human resources forecasting and planning. Also emphasized is the proper place of HR in the International realm. Appropriate readings and strategically placed discussions will help to highlight the international aspect of Human Resources.
Through the extensive use of class discussions, case studies, lecture and appropriate audio-visual displays, students will become actively involved in shaping the course. Ultimately, it is expected that students will gain a greater understanding of the importance of human resource management functions and procedures as they relate to the overall managerial objectives of the organization.
Specific Objectives Include:
Recognizing the role and strategic importance of HRM in management, organization, and society.
Practicing ethical considerations in HRM.
Recognizing the recent rapid growth and development of HRM related legislation.
Observing the international elements of HRM.
Course Requirements and Format
This course will be centered in a high involvement and interactive environment between the instructor and students. Class will include a combination of lecture, discussion, student presentation, exercise, and some group activities.
Course Grading
Grading will be determined by the combined weighted average of course requirements.
Items / Points Possible6 Module Quizzes (each worth 50 points) / 300
Narrow the Human Resource Gap Electronic Workbook / 100
In Class Survey or Book Report / 100
Comprehensive Exam / 100
Potential Labs Courses (Two of Three Courses) / 100
Total Course Points / 700
Quizzes
Six quizzes will be given during the class. They will consist of a variety of question types, including multi choice and true/false/explain. The questions will be definitional, conceptual and application. Materials for the quizzes will be derived from the readings, as well as lecture, discussion, and classroom activities. Students are expected to take the quizzes on the scheduled dates. Makeup quizzes may be given upon instructor discretion. Due to the limited time in the classroom many topics from the readings will appear on the quizzes that have not been discussed in class.
The final exam will be comprehensive. The questions will be fill in the blank from the class discussion, slides and lecture.
Narrow the Gap Workbook
A tutorial on how to access this assignment is here: https://youtu.be/Bzv1LSzr6Wo
The hyperlink to this assignment is here:
u Link to the Assignment
u Link:http://www.mindgarden.com/narrow-the-gap/603-narrow-the-gap-individual-report.html
u “Voucher” Code
u I1QYSHXB
The NTG workbook book includes many written exercises in an electronic format. The workbook should be completed throughout the course session and submitted electronically to the instructor through the mindgarden website on the due date. Students should be vigilant in completing this on time and plan to complete several sections per week. The grade on this project will be as follows:
- If everything is complete it will be graded as an 85%
- If anything is incomplete it will serve to lower the grade.
- To score higher than 85% students must demonstrate complete answers, justification for them and depth of insight into management and HR issues.
Workbooks will not be accepted late
The instructor will return a completed workbook via email to you with your responses for your records at your request. No information will be shared except between the student and professor.
Sections in the Workbook to Track Your Progress:
DO NOT CLICK TO THE END: YOUR REPORT WILL BE SUBMITTED INCOMPLETE.
Building Your Human Resource Management Leadership
Introduction
Chapter 1 - Trust: The Currency of Leadership
Chapter 2 - Virtues
Chapter 3 - Moral Convictions
Employee Relations
Chapter 4 - Transparency and Justice
Chapter 5 - Gratitude and Compassion
Chapter 6 - Diagnosing Turnover
Chapter 7 - Job Attitudes Worth Building
Chapter 8 - Issues of Gender
Selection and Jobs
Chapter 9 - Fitting People, Jobs and Organizations
Chapter 10 - Information and Virtual Teams
Chapter 11 - Performance Management Between the Eyes
Human Resource Management Exercises
Judgment Terminations
Layoffs
Legal Framework
Sexual Harassment
HR Language
Diversity
Staffing
Training
Unions
Survey or Book Report
Option 1: Educational measurement with five in class surveys or
Option 2: Each student will select a book from the following list, read and critically analyze it. Next, students will provide a 3-5 page (size 12 font, double spaced) critical book report to the professor. The report will include the following sections:
1. Introduction of the book’s main ideas.
2. Where the book falls short.
3. Personal application of how the student can use the main ideas in their life.
4. Organizational application of how an organization of the professor’s choice (which will be announced) can use the main idea. In this last section the application principles must be custom for that organizational context.
The HR Value PropositionThe HR Scorecard
Costing Human Resources
HR from the Outside In: Six Competencies for the Future of Human Resources
The Chief HR Officer: Defining the New Role of Human Resource Leaders
Human Resource Champions
Real Managers
The High Impact Leader
The Tipping Point
7 Habits of Highly Effective People
Execution
Management: Tasks, Responsibilities, Practices
The Fifth Discipline / The Smartest Guys in the Room
The World is Flat
Blink
The Balanced Scorecard
Losing My Virginity
The Essential Drucker
The Knowing Doing Gap
The Five Dysfunctions of a Team
First Break All the Rules
Moneyball
The Effective Executive
How to be a Start at Work
Winning
The Leadership Challenge
On Becoming a Leader
How to Win Friends and Influence People
Build to Last / Good to Great
Why Business Matters to God
The Halo Effect
Freakonomics
The Integrity Dividend
Full Leadership Development
Emotional Intelligence
The First 90 Days
In Search of Excellence
The Innovator’s Dilemma
My Years with General Motors
The HP Way
When Genius Failed
Orbiting the Giant Hairball
The One Minute Manager
12- The Elements of Great Managing
Potential Labs Courses:
Students will complete two potential labs courses for a total of 100 points or 50 points each. The courses will be self-paced in terms of rate but will have a firm deadline announced in class and shown on the syllabus. PL courses will be graded as completed (full points) or incomplete (0 points).
Grading Scale
A = 93-100% A- = 90-92% B+ = 87-89% B = 83-86% B- = 80-82% C+ = 77-79%
C = 73-76% C- = 70-72% D+ = 67-69%
D = 63-66% D- = 60-62% F <= 59%
Grade description adopted by Central Washington University 3/11/09
LetterGrade / GPA Credit / Transcript
Explanation / Definition of letter grade/ Policy Statement
A / 4.0 / Excellent / Meets all objectives of the course and fulfills all requirements; performs at a level that reflects individual excellence
A- / 3.7
B+ / 3.3 / Good / Meets all objectives of the course and fulfills all requirements; performs at a high level
B / 3.0
B- / 2.7
C+ / 2.3 / Satisfactory / Meets all objectives of the course and fulfills all requirements; performs at a satisfactory level
C / 2.0
C- / 1.7
D+ / 1.3 / Marginal
Pass / Makes progress toward meeting the course objectives; fulfills course requirements at a substandard level
D / 1.0
D- / 0.7
F / 0.0 / Failure / Fails to meet the course objectives; does not fulfill course requirements
Classroom Conduct
It is the student’s responsibility to come to class on time. If the student is unable to attend class by the beginning of the session they are to wait until a break and then enter. Do not enter the class late and interrupt the session taking away from other students learning. Coming into class late will negatively affect the students grade, waiting to enter at break will not.
Everyone is expected to participate in classroom activities in a professional manner. It is the policy of the Central Washington University not to discriminate on the basis of gender, sexual orientation, disability, race, color, religion, national or ethnic origin in its educational programs. If you have a complaint, please inform the instructor, the Management Department Chair, the College of Business Dean, or the campus EEO/AA office. Honesty and integrity is expected of all students. Academic dishonesty and misconduct will be dealt with according to the regulations of Central Washington University. Specifically, any student who is cheating or any violation of the student honor code will at a minimum receive an “F” for the course and at a maximum will be expelled from the University and be prosecuted.
Extra Credit
5 points- Join national SHRM
Students may earn up to 2% of the final grade or more through extra credit. In most cases, this leads to an increase in ½ of a letter grade (e.g., from a B to a B+ or a C+ to a B-). Students may earn 5 points extra credit for joining the national Society for Human Resource Management. http://www.shrm.org/Communities/StudentPrograms/Pages/bufferpage.aspx
Beyond extra credit, some additional information is:
Student Membership Eligibility Requirements
-You are enrolled in the equivalent of at least six (6) credit hours per term in a degree-seeking program.
-Your coursework, taken or planned, supports an interest in Human Resource Management.
Student Membership Benefits
HR Magazine Subscription (student members outside the U.S. will receive HR Magazine online only), Full access to SHRM Online, Member Directory Online search capability, Echoes student e-newsletter (eight issues published monthly from September – May)
- Up to 10 points- Attend SHRM meetings (2 points per meeting) to learn more about human resource management.
- 2.5 points extra credit for each of 2 surveys from Dr. Thiel
* The professor reserves the right to add up to 3% of the final grade for exemplary participation.
Date / Topics
9/23 / Class Introduction
9/28 / Module 1-1 Introduction to HRM
Survey #1
9/30 / Module 1-2 Strategic HRM, Module 1-3 Ethics in HRM, Module 1-4 HRM Analytics
10/5 / Follow up Lectures
Articles for Module 1 Read:
Strategic Human Resource Management 1
Strategic Human Resource Management 2
Human Resource Management Value
Costing Human Resources
Global Human Resource Management
Quiz 1
Survey #2
Module 2-1 Attraction Selection Attrition
Module 2-2 Job Analysis
10/7 / Module 2-3 Job Characteristics
7:40 Class Begins Potential Labs Courses
10/12 / Module 2-4 Recruiting
10/14 / Follow up Lectures
Articles for Module 2 Read:
ASA Model
Diversity Point
Diversity Counterpoint
Quiz 2
Module 3-1 EEO and the Law
10/19 / Electronic Discrimination Test Trainers- NO CLASS MEETING
10/21 / Module 3-2 Diversity and AAPs
10/26 / Module 3-3 Selection Logistics
Module 3-4 Interviewing
10/28 / Follow up Lectures
Articles for Module 3 Read:
UGESP
Pregnancy Accommodation
Religious Accommodation
Quiz 3
Module 4-1 Compensation Principles
11/2 / Survey #3
7:40 Class End Potential Labs Courses
10:00 Class Begins Potential Labs Courses
Module 4-2 Variable and Executive Pay
11/4 / Module 4-3 Employee Benefits, Module 4-4 Employee Retention
11/9 / Follow up Lectures
Articles for Module 4 Read:
Work Family Balance
Health Care Costs
Managing Turnover
Quiz 4
Module 5-1 Training and Development
11/11 / VETERANS DAY NO CLASS
11/16 / Module 5-2 Health, Safety, Security
11/18 / Follow up Lectures
Articles for Module 5 Read:
Strategic Training
Quiz 5
Module 6-1 Performance Management
Module 6-2 Start If Time
11/23 / Survey #4
10:00 Class End Potential Labs Courses
Module 6-2 Employee Rights and Responsibilities
Module 6-3 Unions and Collective Bargaining
Book Reports and Narrow the Gap Electronic Workbooks Due
11/25 / THANKSGIVING NO CLASS
11/30 / Follow up Lectures
Articles for Module 6 Read:
Pay for Performance
360 Degree Feedback
Reduction in Force 1
Reduction in Force 2
Employee Break Time
Survey #5
Quiz 6
12/2 / Q and A for Comprehensive Exam
12/7-10 / Final Exam- (Section .001, Th 12/10, 8-10AM SS101) (Section .002 M 12/7, 8-10AM Black 150)
Trainer for Exam- http://www.leadmore.org/NWCOR/Content/Videos/Religion_in_the_workplace.exe
Trainer for Exam- http://www.leadmore.org/NWCOR/Content/Videos/Simple_test_for_discrimination_trainer.exe
Optional videos on preparing for acquiring a job: http://www.cwu.edu/~cb/videos.html
1) Please remember that our schedule is relatively flexible. When it is necessary, we will adjust our pace.
2) The instructor reserves the right to modify this syllabus. Any changes will be communicated to you well in advance.
3) Additional homework may be assigned depending on progress and need.