Eastern IllinoisUniversity, LumpkinCollege of Business and Applied Sciences, School of Business – Management Discipline

MGT 3450 – Human Resource Management–Spring 2006

Eastern IllinoisUniversity, LumpkinCollege of Business and Applied Sciences, School of Business – Management Discipline

Faculty: Melody Wollan, PhD, PHR

Email:

Office: Lumpkin Hall 3004

Phone: (217) 581-6034

Office Hours:

Tues: 2:00 – 3:15 pm

Wed: 11 am – 1 pm, by appointment

Thurs: 2:00 – 3:15 pm, 5:00 – 6:45 pm

Class Meets: Tuesday and Thursday

Section 001 – 12:30 pm – 1:45 pm Lumpkin 1030

Section 002 – 3:30 pm – 4:45 pm Lumpkin 2030

Eastern IllinoisUniversity, LumpkinCollege of Business and Applied Sciences, School of Business – Management Discipline

* Please attend in your registered sections, although with approval and on a case-by-case basis, I will consider requests to attend the other section in an emergency

Catalog Description:

A survey of concepts relating to the personnel function: Recruitment, selection, compensation, labor relations, training and development, and performance appraisal. 3 credits

Prerequisites:

BUS 3010 and admission to the School of Business or to a minor offered by the School of Business or permission of the Associate Chair.

Course Description:

This survey course is designed to familiarize students with an overview of human resource management and organizational practices relating to the procurement, maintenance, utilization, and separation of a work force (i.e., recruiting, selection, training, wage and salary administration). Responsibility for human resource management is approached from both the perspective of the human resource department and the individual functional manager.

Teaching Method:

Course materials, student pair projects with individual researching assignments, and case studies will provide students with the opportunity to develop and enhance critical thinking, creative problem solving, and presentation skills vital for success in the business environment. In addition, each student is expected to bring his or her experiences into discussions, lectures, presentations and other exercises as an integral part of this course in an effort to facilitate integration of management techniques and practices into your repertoire as a future manager.

My primary teaching method is a combination of lecture, activities, and facilitating student learning of concepts through presentations (peer instruction) and discussions of human resource management articles. Lectures will be used to present content, but often in combination with other learning methods to encourage thinking about management issues. Evaluation of student learning is accomplished through the use of quizzes, exams, a pair project, and in-class activities. One to three unannounced quizzes will be administered during the term.

Required Texts:

Bohlander, G., & Snell, S. (2004). Managing human resources (13th ed.). Cincinnati, OH: Southwestern Publishing.

Nkomo, S.M., Fottler, M.D., & McAfee, R.B. (2005). Applications in human resource management: Cases, exercises and skill builders (5th ed.). Cincinnati, OH: Southwestern Publishing.

Supplemental readings as assigned will be available in EIU’s Library Resources.

Course Objectives:

Upon successful completion of the course, the student should:

Content Knowledge (K):

  1. Identify key challenges and emerging trends in HRM.
  2. Understand the impact of the legal and governmental influences on human resource management practices.
  3. Identify and evaluate alternatives for training and career development.
  4. Awareness of compensation alternatives including base pay, variable/incentive pay, and pay-for-performance systems.
  5. Understand the distinction and advantages of mandatory and discretionary benefit options.
  6. Recognize role of OSHA and EAPs for management of safety and health.
  7. Identify key terms related to employee rights, termination, and disciple.
  8. Be aware of similarities and differences in managing a global workforce in relation to functional areas of HRM.

Skills Development (S):

  1. Be able to conduct job analysis, evaluate alternative staffing arrangements for different environments, design jobs to fit organizational needs, and identify core characteristics for person-job and person-organization fit.
  2. Participate in effective recruitment and selection of human resources.
  3. Conduct performance appraisals effectively.
  4. Describe multiple options of retirement based on organizational classification and business/human resource strategy.
  5. Ensure compliance with OSHA standards for a safe workplace.
  6. Engage in progressive disciplinary.

Attitude/Values Development (A/V):

  1. Respect and value wider recruitment pools include benefits of diversity for business practices.
  2. Recognize role of unions and effective labor-management relations.
  3. Learn alternatives for conflict resolution.
  4. Appreciate the growing internationalization of business entities and labor force.
  5. Realize the value of HRM to business strategies, executives, and functional departments.

Grading and Evaluation: Final Grades Determined:

1stExam @ 75 points450 points – 405 points = A (90%)

2nd Exam @ 100 points404 points – 360 points = B (80%)

3rd Exam @ 125 points359 points – 315 points = C (70%)

Unannounced Quizzes (1-3) total of 25 points314 points - 270 points = D (60%)

Participation 25 pointsunder 270 points = F

Pair Project: Written 50 points, Poster Presentation 50 points

Exams (300 points) In-Class (50 points) Project (100 points)

Exam 1 / Exam 2 / Exam 3 / Quiz
A / Quiz B / Quiz C / Partic / Pair Written / Pair Poster
75 / 100 / 125 / 25 points at end of term / 25 / 50 / 50

Assignment Descriptions:

1. Examinations: Three examinations will be administered during the course. The examinations will include, but are not limited to, multiple choice, fill in the blank, true/false, short-answer, and essay questions. Exams will include material from lectures, assigned readings, handouts, videos, and pair presentations. The final exam will NOT be comprehensive. All exams are mandatory. A missed exam will automatically be assigned a score of zero (0). Incompletes, “make-up” exams or extra credit will not be given (except in extreme documented circumstances).

2. Quizzes: One to three unannounced quizzes will be conducted over assigned reading materials and course lectures. Taken as a whole at the end of the term (a score will be collected on each), they will be calculated for 25 points in determining your final course grade. Quizzes can not be made up, and are not eligible for the appeals process (see below in policies).

3. Attendance and Participation: Students are expected to attend class and participate in class discussions. An attendance sheet may be passed around at the beginning of each class period for students in attendance to mark as such. Generally, I collect in-class activities and homework questions routinely and use these for attendance/participation documentation. Attendance is not a graded input to the class, but participation is, and attendance is a necessary requirement for participation in class activities and discussions. Participation activities in class will be recorded and points deducted for absences or non-participation accordingly. My definition of participation is a willingness to provide insight, explanation, examples of ideas presented in class that are a “contribution” to the class. Participation by students should be a voluntary effort on your part, not a mandated inquisition on my part.

4. Pair Projects: During the second week of class (January 17/19), students will indicate their preferred and secondary topics and chapter/unit of interest for contemporary HRM study.

You should select one of the topics listed belowas a starting point (and article from HR Magazine where noted by date) and build your research on resolving or being more effective with your HR practice.

Treat this assignment as if your manager saw the HR Magazine article title, but didn’t have time to read it, and asked you to dedicate 20 hours towards providing an executive summary of the value of the HR Magazine article, what other HR resources and general management practices might inform on the topic, and your assessment of the overall importance of your topic to managers. I do not want to see a report summarizing the HR Magazine article; your work should be to read this article, take some major points from it, but build a related report using the topic as your core idea (not just the article as your core foundation). Some questions that should be answered by your report and analysis: Does this matter? Why or why not? How does it impact the employees? How does it impact the employer? Individual managers? Organizational impacts/effects? Financial implications? Process implications? Legal implications? Is it long-term or short-term? What’s next (3-5 years)?

Unit 1 Topics (January 10-January 31)

  1. 50 Best Small and Medium Places to Work (July 2005; July 2004)
  2. The Truth about the Coming Labor Shortage (March 2005)
  3. Outsourcing: Contract renewals, Payroll, Communicating Outsourcing Decisions (March 2005)
  4. Moving Out: Working for an HR Outsourcing Vendor (Sept 2004; July 2004)
  5. Why Wall Street is Blind to the Value of HR (January 2005)
  6. Cooking up New Products: How HR fires up innovation (Nov 2004)
  7. EEOC Treatment varies from one location to the next (December 2003)

Unit 2 Topics (February 1 – March 9)

  1. Ensuring Lasting Foundations: Succession Planning (January 2004; November 2003)
  2. Job Applicant Lies (May 2004)
  3. Tapping the Hispanic Labor Pool (April 2004)
  4. Older Workers (August 2003)
  5. HR’s Role in Mergers and Acquisitions (June 2005)
  6. HR’s Role in Educating the Board (February 2005; June 2004)
  7. What Workers Want: Discover what motivates your workforce most (April 2005)
  8. Too Good to Hire: Selection of “overqualified” applicants (Oct 2004); Recruitment (Sept 2004)
  9. Training: Should it be Outsourced? (February 2004)
  10. Career Development: Find your Mentor (March 2004)

Unit 3 Topics (March 21 – April 27)

  1. Philosophizing Compensation (January 2005)
  2. HR Compensation: See which jobs earn the biggest bucks (Nov 2004; Nov 2003)
  3. Compensation: Gender Pay Gaps, Zero Raises for Poor Performers, Exec Comp Plans (May 2005)
  4. Merging Compensation Strategies; On-the-Spot Incentives (May 2004)
  5. Health Care: Shave Short-Term Costs, Control Long-Term Risks, Help Workers Make SmarterDecisions (June 2005)
  6. Weight in the Workplace: How HR can Fight the Hidden Costs of America’s Growing Waistline (March 2004) (can also be broadened to include smoking)
  7. Benefits: Mental health care, open enrollment, benefits for part-timers (August 2003)
  8. HR’s Role in Retirement Plan Management (July 2004)
  9. Planning for the Long Term: Retirement (March 2004; December 2003)
  10. Employee Burnout (July 2003)
  11. Attitude Adjustments (July 2005)
  12. Over the Line: Does your workplace encourage out-of-control behavior (December 2004)
  13. Time Squeeze: Work/Family Policies (Nov 2004)
  14. Arrest Embezzlement: Employee Theft (October 2003)
  15. Aftershocks of War: Military (Reserve) Employee Management (April 2004)
  16. A Jury of their Peers: Resolving Workplace Conflicts/Disputes (January 2004)
  17. The State of Unions (May 2005)
  18. Global HR Management (March 2004)
  19. Relocation: Employee relocation to other company offices, global relocation/expatriate issues (May 2004; February 2004)
  20. HR Technology: HRIS options, building a performance mgmt system (Oct 2004; Oct 2003)
  21. Customer Satisfaction Pays Off (February 2004)
  22. HR Metrics: Measuring Human Capital (December 2003)

Students will be assigned in teams of two or three (as desired) to prepare a written report and create a “poster session” to be handed in and presentedin a “poster session” on a designated day during the unit that the material coincides with the pair project theme. Specifically, the team of two or three must locate at least six (6) but no more than (10) resources (newspaper, HR magazines or journals, business or management periodical) that would provide insight into contemporary issues, problems, challenges, or opportunities facing managers engaged in human resource management. On page 27 of the Nkomo et al. (2005 book, Skill Builder #7), you will find a list of information sources that are recommended. At least one source must be an academic journal, two must be practitioner magazines, journals, or resources. No more than two resources can be web-site based (EIU library periodicals database materials, which can generally be found as hard-copy periodicals do not count as web-site based materials). You should avoid using consulting, promotional, or university based (i.e., class web-sites, powerpoints) for your web-based sources. If you are unsure of meeting the reference list requirement with your resources, please ask prior to turning in your pair project.

Two grades will be assessed for this project, but the same grade (written and poster) will be given to each member of the team. The written component must be turned by the end of the assigned unit, and should contain an 6-8page report, double-spaced, no larger than 12 points Arial/Times New Roman font, 1” margins all around, exclusive of cover page with title, executive abstract, charts, tables, figures, and references. Sections should be “themed” and with headings to indicate their topic. You are encouraged to use introductory passages, concluding passages, and cues in your text to guide the reader logically through your research and analysis (again, reminder on analysis being the coverage of the topics mentioned above in the list prior to the list of topics). References should be included with a list at the end of the paper, in APA format for business reports (samples of APA style referencing, both within text and in reference section, can be found in WebCT).

The verbal component consists of a 2 minute presentation or “pitch” with no more than 5 powerpoint slides or “poster” that should be presented equally by both team members, demonstrating each individual’s competence and knowledge of the content of the theme project, demonstrating researching, organization, and presentation skills of commanding and motivating participation and involvement of the audience, and illustrating a greater appreciation for the role of human resource management practices. Place “Poster Session” in a Google or like search and you’ll find plenty of descriptions and examples, or I recommend looking at: for some ideas and guidance.

Course Policies:

Technology:

You will find class lecture notes, information on assignments and a turn-in area for written assignments, as well as a gradebook listing for this class on WebCT. Additional review materials, development opportunities, or other announcements/schedule will be posted to WebCT for your access. I am unable, due to privacy rights of students and for your protection, to discuss your grade with you or share your grade over email. However, I can post your scores for exams, quizzes, paper, and presentation to WebCT for your review, and generally do so within 24 hours of a graded activity. I will also use Turnitin.com for confirmation of originality in your work. Turnitin.com Course Number is 1415745, password 3450, and will also be posted to WebCT for your use. Your Pair Papers should be submitted by utilizing EIU’s access to Turnitin.com. If you need help, please ask me for assistance.

Attendance:

Attendance at each class session is not required, but will be taken each session as a component of participation that is evaluated for final course grade. It is important that students do the assigned readings prior to class and come to class prepared to discuss these readings and participate in class discussions. University policies regarding drop-add, withdraw, incompletes and final exams will be observed.

Within-In Class Appeals Process:

All multiple choice and true/false items on the first two exams are eligible for the grade appeals process. Exams and score sheets will be returned in class for review by students the class period immediately following the exam, but hard copies of the exams must be returned during the class period. Within 24 hours of the exam results being returned in class, students must email their request for up to five test items that they wish to evaluate and potentially appeal, and questions will be returned by email. Individual students may prepare a written email appeal and submit (by email) to Dr. Wollan within 48 hours of the day that the exam results are returned, explaining their interpretation and answer of the particular question. As an example, if an exam takes place on Thursday, the score sheet and exam questions will be returned for viewing on Tuesday 1:30 pm (or 3:30 pm), by Wednesday1:30 pm (or 3:30 pm) email request for items must be received, and the appeal filed by Thursday1:30 pm (or 3:30 pm) [utilizing the EIU email date and time zone]. Up to five (5) questions may be appealed per exam, and will be considered for partial and full credit, depending on the strength and logic of the appeal argument.

Academic Integrity:

EasternIllinoisUniversity is committed to the learning process and academic integrity that is defined in the Student Conduct Code (1.1). To encourage original and authentic written work, any written assignment created in this course may be submitted for review to Turnitin.com and will become a searchable document with the Turnitin-protected and restricted use database.

Students with Disabilities:

Appropriate academic support is available for students with a documented disability. Please notify your professor and contact the Office of Disability Services (581-6583) for further information.

Emergency preparedness plan:

Instructions about what to do in the event of an emergency are posted in all class rooms on Eastern’s campus. Students and faculty are responsible for acquainting themselves as to the specific instructions so that they will be prepared in the event of an emergency.

10 minute rule:

If I am late to class and do not appear within 10 minutes of the scheduling starting time, you may consider class cancelled for the day and you will not penalized if I show up later than the 10 minutes.

Course Schedule:

This outline represents a tentative schedule that may be adjusted according to class progress.

UNIT 1Bohlander &

JanuarySnellNkomo et al.Other

10Introduction to HRM, SyllabusChapter 1

Contemporary Challenges for HR

12EEOC: LandmarksChapter 2Exercise 1Video: Hooters

17Sexual HarassmentCase 16

19ADA /Disparate ImpactCase 17

24Discrimination CasesExercise 20

***Unit 1 Poster Sessions

26Job Analysis and Job DesignChapter 3

31Review Exam 1

February 2Exam 1

UNIT 2

February

7HR PlanningChapter 4

9Recruiting Video: Bakery

Class Activity

14RecruitingVideo: Valassis

16SelectionChapter 5Skill 49Resumes DUE

21SelectionCase 40Video: Hudson’s

Class Activity

23TrainingChapter 6Case 52

28Career DevelopmentChapter 7 Career Development Plans DUE

Video:LaBelle CD

Bohlander &

MarchSnellNkomo et al.Other

2Performance AppraisalsChapter 8Video: LaBelle PA

***Unit 2 Poster Sessions

7Unit 2 Review

9Exam 2

UNIT 3

March

21Managing CompensationChapter 9Skill Builder 82

23Managing Compensation Class Activity

28Pay-for-Performance: Incentives/Rewards Ch10Video: Valassis

30Employee BenefitsChapter 11Video: EAP

April

4RetirementTime Article**