WHAT CAN YOU EXPECT?

Human Resource Departments have been viewed as operating along a continuum with the official picnic coordinator at one end and a critical strategic partner for the executive team at the other. What tends to be lacking in many HRM Departments is a systems view of the organization (people, product, profits).  To remedy that problem this course will focus exclusively on the “strategic partner” end of the spectrum. Ed Lawler and Susan Albers Mohrman in Creating a Strategic Human Resource Organization said that what was missing from the list of HR focuses were “key organizational challenges such as improving productivity, increasing quality, facilitating mergers and acquisitions, managing knowledge, and improving the ability of organizations to bring new products to market.” To try and create a generation of HR professionals that alter the HR department’s focus we will explore alternative solutions to some of the hardest questions senior management must face. To earn a place at this table we must demonstrate a disciplined mind and solid communication skills. We will earn this seat by conducting in-depth examinations of a current human resource management challenges, from both a theoretical and practitioner perspective. Possible issues we will explore include, but are not limited to, finding and keeping the best, developing a workforce to keep an organization competitive, develop and use of effective human performance metrics, appropriate use of outsourcing and staffing strategies, compensation strategies which maximize employee performance, operating in a litigious environment, developing next generation leaders, strategies to deal with unthinkable events, and building an international organization. Instructional methods will include: lectures, group discussions, and team base rigorous research projects.

 

WHAT LEARNING SHOULD OCCUR?

1.	The course will help prepare you for employment in the dynamic field of human resource management or any job that requires you to think about the human aspects of a public or private organization.
2.	This course will help you to understand the theory and practice of organizational behavior, personnel management, labor relations, and labor and employment law.
3.	You will continue to develop your skills in learning to communicate effectively and efficiently in both written and spoken English.
4.	You will use multiple skills to analyze and solve human resource problems that often are ambiguous, interactive, and ever changing.
5.	You will understand the ethical implications of individual and organizational behavior.

 

CLASSROOM ACTIVITIES

The class will be divided between lectures, group discussion, group work, and examinations.  The course is designed to provide applied theory and practitioner-level exposure to many dimensions of Human Resources. As a result the pace of information presented to you will be fast and the content global.

The expectation is that you come to this class academically prepared and possess upper division collegiate analytic, reading and writing skills as well as the personal discipline to function in high performing groups.  This will be demonstrated by your coming to class prepared and by your participating in all activities and learning from the opportunities offered.

 

CLASS POLICIES

1.	Attendance.  It is extremely important that you attend class and group meetings. There is no way you cannot make up an in-class discussion or participation with a team.    Attendance and class participation are required and will affect your final grade.
2.	Laptop and cell phone use.  No photographing, recording or text messaging during class is allowed without permission of the instructor.
3.	Deadlines.  Submission of case studies, completion of exams and oral presentation will be on scheduled dates.  NOTE:  No late work accepted!  No exceptions!
4.	Assignments.  All assignments will be neatly typed and will be evaluated on content, format, appearance and writing mechanics.  All written work turned in for a grade must be typed, double-spaced, 12 point font and conform to accepted standards of college composition. In addition it is expected that all papers will be source citation formatted using either APA or MLA.
5.	Plagiarism.  Unless specified, all assignments you complete are to be your own work.  You may cite and quote other sources, but you may not plagiarize.  Plagiarism will result in failure of the course, not just the piece of work in which the plagiarism occurs.  See the University’s policy at http://library.csus.edu, Plagiarism Information.  A student tutorial on how not to plagiarize is located at:  http://library.csus.edu/content2.asp?pageID=353.
6.	Punctuality.  You need to be in class at the beginning of the appointed hour.  If life gets in the way please come in quietly. If you need to leave early please sit close to the door to minimize disruption.
7.	Accommodations for students with disabilities.  If you have a disability and require accommodations, you need to provide disability documentation to SSWD, Lassen Hall 1008, (916) 278-6955.  Please discuss your accommodation needs with me after class or during my office hours early in the semester.

 

EXAMINATIONS

There will be four half period examinations during the semester.  The exams will be in multiple choice formats.

Each exam will cover material in a specific number of chapters and lectures.  The exam content is NOT CUMULATIVE.  You will need an 886 Scantron and a No. 2 pencil for the exams.

Please make every effort to take the exams on the scheduled dates.  Make up exams are discouraged.  Any extenuating circumstances need to be approved in advance. 

 

GREAT EXPECTATIONS

HROB154 is an Upper Division Business Administration course.  It is not a fundamentals course.  As a result you will be treated as professional ready to carry their own weight in an organization. I am certain that each of you will conduct yourselves accordingly

 

GRADING INFORMATION

Grades will be determined on both a subjective and objective basis using the point totals accumulated during the semester.  Overall criteria for grading papers is: Content, Organization and Critical Thinking skills.  The ability to follow directions, to write in a manner that meets the reader’s expectation, to meet deadlines, and to show improvement are influential factors.  This class will follow all requirements stated in Sacramento State Policy.  See the University’s policy on grading at: http://aaweb.csus.edu/catalog/current/First%20100%20Pages/ACAPOLI.asp#grading.

 

The following point scale approximates the final grade distribution:

Live Case Studies

Each team (approximately five to seven students) will work on a series of critical HRM issues.  After completing one case study teams will be shuffled to provide each student the opportunity to work will all students in the class at least once.  The goal is to study the HRM issues from perspective of an industry and a firm operating in the industry.

Using a solid research methodology, each team will prepare a five page “White Paper” which contains the following:

 

• A snap shot of the industry using such factors as economic condition, political situation, product (state of development), global aspects, competition and or other factors the team sees as relevant.

• A snap shot of the firm within the industry using a team created framework for analysis.

• A clear statement of the HRM challenge facing the firm.

• An analysis of the root causes for the problem

• Alternative solutions developed and analyzed paying attention to impact on profits, a broad range of stakeholders, and the ethical implications of the alternative solutions.

• The team’s final recommendation.

 

In addition to the written paper each team will prepare and present a TEN MINUTE presentation covering all salient points covered in the paper.

Your case will be graded using the following criteria:

Area Reviewed	Maximum  Percentage
Industry Analysis	10%
Firm Analysis	10%
Clarity of Problem Statement	10%
Exploration of Options	15%
Persuasiveness of material and arguments used to support recommended solution	15%
Use of theories, models, and processes provided in the text	20%
Presentation (Writing mechanics, appropriate writing style, use of graphics, and general appearance of document)	20%
Total	100%

 

COURSE GRADES

The feedback provided by grades indicates how well you are performing against a standard set at the beginning of the semester.  There is no curve provided and the points you accumulate on each activity will determine your final grade.

DESCRIPTION	POINTS
Four knowledge verification exams (50 points per exam)	200
Three Live Case Study Papers and Presentations 250 points each (150 points written portion of assignment 100 points for the value the client places on the oral presentation, paper and discussion). Each team’s paper will be graded by the instructor.  Each presentation will be graded by the instructor and the client. The points each team earns will be divided between team members using a metric created by the class.  The average score each team member received from their teammates determines the number of points they earn for the project. XXX instructor score +  XXX average score from client evaluators and instructor (max 250) / average % allocation by teammates.	750
Group Dynamics Paper	50
Total Possible Points	1,000

 

ACADEMIC HONESTY:

California State University, Sacramento has a clearly defined policy and procedure to address issues of academic honesty (PM 90-94, PM 04-01).  Those policies will be applied to this course in the following manner.  If you are caught cheating on the test you will be given an F for the course.  If you are caught cheating on any written assignment you will be given an F for the course.  To help you focus it is important to remember that I keep extracts of previously submitted case studies.  Should you turn in a copy of previous case study that will be viewed as a violation of University policy and you will be given an F for the course.  Enough said.

The instructor reserves the right to modify this course outline.

 

CLASS WORK PLAN:

(The dates set forth below are target dates and subject to change. This course is taught in a dynamic manner which means we will flow with learning opportunities presented to us.)

DATE/ WEEK	DISCUSSION	TOPIC	ACTIVITY
Week One September 2 Tuesday	1	Course Snap Shot Start discussion on: The Strategic Role of HRM	Each week read the assigned chapter. This is the type of course that is very hard to catch up in once behind.
September 4 Thursday	2	Equal Opportunity and the Law Start discussion on: Job Analysis
Week Two September 9 Tuesday	1, 2 and 3	Finish discussion on: Job Analysis  Exam One	Exam One
September 11 Thursday	4	Discussion on: Personnel Planning and Recruiting
Week Three September 16 Tuesday	5	Discuss: Employee Testing and Selection
September 18 Thursday	6	Discuss: Training and Developing Employees Exam Two	Exam Two
Week Four September 23 Tuesday	7	Discuss: Performance Management and Appraisal
September 25 Thursday	8	Discussion on: Establishing Strategic Pay Plans
Week Five September 30 Tuesday	9	Discuss: Benefits and Services Exam Three	Exam Three
October 2 Thursday	10	Discuss: Ethics, Justice, and Fair Treatment in HR Management Labor Relations and Collective Bargaining
Week Six October 7 Tuesday	11 & 12	Discuss: Employee Safety and Health
October 9 Thursday	10, 11, 12, and 13	Exam Four Live Case Study One: Meet with client and establish strategy to collect information, analyze situation and develop recommendations	Exam Four
Week Seven October 14 Tuesday		Live Case Study: Research, data collection, field work, analysis, recommendations.
October 16 Thursday		Live Case Study: Research, data collection, field work, analysis, recommendations.
Week Eight October 21 Tuesday		Live Case Study: Research, data collection, field work, analysis, recommendations.
October 23 Thursday		Live Case Study: Research, data collection, field work, analysis, recommendations.
Week Nine October 28 Tuesday		Live Case Study: Research, data collection, field work, analysis, recommendations.
October 30 Thursday		Live Case Study: Present recommendations to client.	PRESENTATION
Week Ten November 4 Tuesday		Live Case Study Two: Meet with client and establish strategy to collect information, analyze situation and develop recommendations
November 6 Thursday		Live Case Study: Research, data collection, field work, analysis, recommendations.
Week Eleven  November 11 Tuesday		Live Case Study: Research, data collection, field work, analysis, recommendations.
November 13 Thursday		Live Case Study: Research, data collection, field work, analysis, recommendations.
Week Twelve November 18 Tuesday		Live Case Study: Research, data collection, field work, analysis, recommendations.
November 20 Thursday		Live Case Study: Presentation to client.	PRESENTATION
Week Thirteen November 25 Tuesday		Live Case Study: Meet with client and establish strategy to collect information, analyze situation and develop recommendations	Possible –
November 27 Thursday		Thanksgiving
Week Fourteen December 2 Tuesday	12	Live Case Study: Research, data collection, field work, analysis, recommendations.
December 4 Thursday	13	Live Case Study: Research and Analysis
Week Fifteen December 9 Tuesday		Live Case Study: Research, data collection, field work, analysis, recommendations.
December 11 Thursday		Live Case Study: Presentation to client
Finals Week		Turn in Group Dynamics Paper	Reflections paper due at end of schedule final exam period Value = 1