University of Manitoba Asper School of Business Department of Business Administration. 107 Drake

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1 1 University of Manitoba Asper School of Business Department of Business Administration Instructor Francoise Cadigan Office Location Drake Centre 378 Office Phone (204) *** Office Hours After class from 3:45PM till 4:15PM or by appointment (please me to arrange a mutually agreeable time). If groups wish to meet, we can make arrangements to meet in another space than my office. Course No, Section, and Title HRIR 2440 A02 Human Resource Management Term Summer 2014 Time M, T, W, Th, F 1:30PM to 3:30PM Location 107 Drake Course Description Generally, 50 percent or more of an organization s operating budget is used to pay employees. HR management (HRM) might be defined as the effective use of human capital in an organization through the management of people-related activities. It involves leadership, employment planning, recruitment and selection, training, development, compensation, and performance management. HRM also significantly influences the corporate culture and norms. Ultimately, effectively managing HR contributes to a firm s performance. In this course, we examine how human resource issues and functions (e.g., Job Analysis, Legal Issues, Recruitment and Selection, Union-Management) impact individual employees and the organization. We combine personal experiences with theoretical, empirical, and applied perspectives to develop a more complete understanding of how to make HR-related decisions. Finally, many of you will manage people during your career. Managers are important in carrying out HR policies and procedures in their organization and must work with the HR department. This course will help prepare students for the responsibilities of hiring, assessing, developing, and supervising employees. Course Objectives 1. Gain a general understanding of HRM from a theoretical, empirical, and practical perspective

2 2 2. Establish foundational knowledge about HR functions (e.g., job analysis, selection, performance appraisal) and issues (e.g., legal, safety) 3. Develop practical skills to enhance the ability to make effective HR related decisions Required Course Material Textbook: Schwind, H., Das, H., Wagar, T., Fassina, N., & Bulmash, J. (2013) Canadian Human Resource Management: A Strategic Approach. 10th Edition, Toronto: McGraw-Hill Ryerson. Register for Connect. URL for online ebook and test bank: Online video to explain Connect: Other Readings: Posted on D2L, Course Evaluation Methods Assessment Tool Percentage to total grade Due Date Class participation & Justification 10% June 1, 2015 Drop box on D2L HR Assignment - 2 mini papers 20% June 1, 2015 Drop box on D2L Midterm exam 30% May 13, 2015 EITC E :30-3:30 Final exam 40% May 29, 2015 EITC E :30 3:30 Bonus mark 2% May 27, 2015 Drop box on D2L Overall Grading System Letter Grade Percentage/Points GPA Description A Exceptional A Excellent B Very Good B Good C Satisfactory C Adequate D Marginal F 49 or less 0 Failure

3 3 TENTATIVE CLASS SCHEDULE Date Topic Reading Activities and Due Dates 1 May 4 Syllabus & Introduction to HRM 2 May 5 Human Resource Planning 3 May 6 Job Analysis & Design Chapter 1 Ten best companies to work for in Canada Chapter 3 Calgary oil company lays off 400 workers Shaw Communications to lay off 400 employees as it reworks operations Chapter 2 Let s fix it: End the talent shortage by hiring for results, not skills Welcome, introductions, lecture, group break-out. Lecture, in-class activity, group discussion Lecture, in-class activity, group discussion 4 May 7 Legal Issues & Diversity 5 May 8 Recruitment 6 May 11 Selection Review NOC and O*NET websites Chapter 4 - p Jury rules against Ellen Pao in Silicon Valley gender bias trial Chapter 5 omit pages Canada s got talent. How do you attract it? Chapter 6 p Emotional intelligence is overrated Lecture, case study, group discussion activity, case study, group discussion Bring to class: Job Ad from an organization of interest activity, group discussion, Job description/specification from an organization of interest Bring to class: Completed HEXACO personality test/wonderlic Sample Qs.

4 4 7 May 12 Selection Chapter 6 p Demand for foreign worker visas in U.S. outpaces supply The writing on the (Facebook) wall: the use of social networking sites in hiring decisions activity, group discussion. Bring to class: Job description/specification from an organization of interest. No reference? No problem if you know what to do. 8 May 13 Mid-term Exam EITC E :30-3:30 9 May 14 Orientation, Training & Development Chapter 7 (p ) Who s next? Managerial succession planning a must Lecture, in-class activities, case, group discussion 10 May 15 Performance Management May 18 Victoria Day No class 11 May 19 Compensation Management 12 May 20 Employee Benefits & Services 13 May 21 Employee Relations Chapter 8 Sandwich generation increasingly trapped by work-life overload Chapter 9 Unions launch grievance against new federal rules on employee performance Chapter 10 Chapter 11 What can you do if your employee has a substance abuse problem? When an Employee has an Addiction Lecture, in-class activity, group discussion activity, group discussion Lecture, in-class activity, group discussion activity, group discussion

5 5 14 May May 25 Union Management Framework Health & Safety at the Workplace 16 May 26 Global HRM 17 May 27 Exam preparation / course Review Problem Chapter 13 Walmart must pay for closing unionized store $70K minimum wage Chapter 12 Why improving workplace mental health is good business Chapter 14. Human resource management (HRM) in the global perspective: theory and practice Lecture, in-class activity, group discussion activity, group discussion activity, group discussion. SEEQ Course Evaluations Bring to class: Article related to Global HRM In-class activity, group discussion. Last day to hand in bonus mark assignment 18 May 29 Final Exam EITC E :30-4:30 Assignment Descriptions Participation (10% of final grade) Class participation will be determined by your preparation, attendance and active participation in ALL class processes including discussions and in-class activities. I will also consider your participation in forum topics posted on the course D2L: At the end of term, you will submit a brief Class Participation Justification, which is either a 250 word (or less) or 90s video (or less), outlining why you merit X out of 10 for your class participation grade. Specifically, the Class Participation Justification requires you to discuss your preparation for class and how your participation contributed to the quality of (a) class discussions, and (b) group activities and discussions. Please submit on the course D2L drop box on June 1 st, I will use your Class Participation Justification along with my class records to allocate a class participation grade. Expectations:

6 6 Written justifications should be written in Types New Roman 12 font and should be 250 words or less Audio/video justifications should be submitted in D2L and should be 90 seconds or less File name should be: Justification_YourName (e.g., Justification_CadiganF). Submit to D2L by Monday, June 1, 2015 HR Assignment 2 mini papers (20% of final grade) For the HR Assignment, you will write 2 short papers on 2 different topics by responding to questions prompting the application of course concepts to a TV show or movie and a current news story (i.e., 2014 present). Expectations: Must apply a different topic per entry. For example, if you apply Selection for your HR on TV or movie paper then you must apply a different topic for your HR in the news paper justifications should be written in Types New Roman 12 font and should be 3 pages, double spaced or less File name should be: AssignmentName_Yourname (e.g., HRintheNews_CadiganF). Submit to D2L by Monday, June 1, 2015 The purpose of this assignment is to provide opportunities to enhance your learning by reflecting on and applying course concepts. Reflection and application of course content allows for more in-depth processing of information which generally leads to better learning outcomes (e.g., retention, grades). This assignment is also designed to promote students ability to integrate theoretical, empirical, and applied perspectives with their personal experiences. HR assignment assessment and submission details The HR Assignment will be evaluated on content and mechanics. Content refers to the substance of what you write including the accuracy and application of course content. Mechanics includes a variety of things such as grammar, punctuation, clarity, and spelling. Midterm exam (30% final grade) and final exam (40% of final grade) The examinations will consist of the following question formats: true/false, multiple choice, short answer, and short cases. The purpose of these question types is to test your basic understanding and application of human resource management concepts to specific situations. The exams will cover information provided by the text, other readings, group activities, and materials covered during class discussions. Bonus Marks (2% bonus) Review and complete answers to the following research paper (posted on D2L):

7 7 1. Barley (1986) Technology pages 1, 8 24, and 29 (skip or skim other pages) Your analysis must answer the following questions in full providing thoughtful responses (copy and paste the below questions into Word and elaborate on your responses): 1. What is author name and year of publication? What is the name of the paper? 2. What are the names of the two hospitals and where are they located? 3. What kind of department did the author observe at the 2 hospitals? 4. What technology was introduced into the departments? 5. How and what kinds of employees did both hospitals employ in the department of observation? 6. When did the author begin his observations and what are the approximate dates of observation? 7. What was the second step in the analysis (hint p. 9) 8. What personnel decisions did Suburban use for its CT s operation (hint: p. 12) The author observed how the radiologists and technicians were establishing roles (p. 13). a) 1 st phase: 3 types of interactions/scripts evolved, list the steps and their implications (hint: p ): Unsought validations: Anticipatory questioning: Preference stating: Final outcome: b) 2 nd phase: list the steps of the scripts/interactions that evolved and elaborate on their implications (hint: p ): Clandestine teaching: Role reversals: Blaming the technologist: Outcome: DECENTRALIZED 9. What personnel decisions did Urban use for its CT s operation (hint: p. 18) a) 1 st phase: list the steps of the interactions/scripts that evolved at Urban and elaborate on their implications (hint: p ): Direction giving: Countermands: Usurping the controls: Direction seeking:

8 8 Final outcome: 2 nd phase, list the steps of the interactions/scripts that evolved and elaborate on their implications: Unexpected criticism: Accusatory questions: 3 rd phase revert back to 1 st phase 4 th phase, list the steps of the interactions/scripts that evolved and elaborate on their implications: Toward independence: Technical consultation: Mutual execution: Outcome: CENTRALIZATION 10. Do you think one outcome was superior to the other outcome? 11. Are there steps that you would recommend to the Director of HR that may have improved the process at each hospital or do you think the process was unavoidable? 12. Did you find the study interesting? Why or why not? The purpose of the bonus assignment is to expose you to what a researcher (professor, M.Sc. or Ph.D. student) does. This assignment is also meant to demonstrate how grey a work setting can be demonstrating how topics learned in school might be difficult to apply in real time and life. File name should be: BonusMark_Yourname (e.g., Bonus_CadiganF). Submit to D2L by Wednesday, May 27, 2015 Description of Grading System Exceptional A superior performance with consistent strong evidence of: a comprehensive, incisive grasp of the subject matter; an ability to make insightful critical evaluation of the material given; an exceptional capacity for original, creative and/or logical thinking; an excellent ability to organize, to analyze, to synthesize, to integrate ideas, and to express thoughts fluently Excellent An excellent performance with strong evidence of: a comprehensive grasp of the subject matter; an ability to make sound critical evaluation of the material given; a very good capacity for original, creative and/or logical thinking; an excellent ability to organize, to analyze, to synthesize, to integrate ideas, and to express thoughts fluently.

9 Good A good performance with evidence of: a substantial knowledge of the subject matter; a good understanding of the relevant issues and a good familiarity with the relevant literature and techniques; some capacity for original, creative and/or logical thinking a good ability to organize, to analyze and to examine the subject material in a critical and constructive manner Satisfactory A generally satisfactory and intellectually adequate performance with evidence of: an acceptable basic grasp of the subject material; a fair understanding of the relevant issues; a general familiarity with the relevant literature and techniques; an ability to develop solutions to moderately difficult problems related to the subject material; a moderate ability to examine the material in a critical and analytical manner Minimal Pass A barely acceptable performance with evidence of: a familiarity with the subject material; some evidence that analytical skills have been developed; some understanding of relevant issues; some familiarity with the relevant literature and techniques; attempts to solve moderately difficult problems related to the subject material and to examine the material in a critical and analytical manner which are only partially successful. < 50 Failure An unacceptable performance Course Policies Assignment Extension and Late Submission Policy For the sake of fairness to all students, I will not grant extensions nor will I accept late assignments. An exception will apply to extenuating medical circumstances accompanied by a medical form. A copy of the I.H. Asper School of Business Medical Absenteeism Form is attached (Appendix A). Voluntary Withdrawal Dates

10 10 Course dates: May 5 th May 27 th 100% Refund Deadline: May 6 th Last Day to VW without Academic Penalty (No 100% Refund): from May 7 th to May 21 st VW Deadline: after May 21 st In-Class Technology Policy Optimal learning and performance occur when students engage in class discussions and activities, processing information at a deeper level. Therefore, please limit your use of electronic devices unless it is for class purposes (e.g., ebook, online in class quiz). We will take at least a minute break each day. Important Notices: University Policy Effective September 1, 2013, the U of M will only use your university account for official communications, including messages from your instructors, department or faculty, academic advisors, and other administrative offices. If you have not already been doing so, please send all s from your U of M account. Remember to include your full name, student number and faculty in all correspondence. For more information visit: Deferred Exams Effective September 2005, the Department of Business Administration has instituted a policy which provides ONE DATE ONLY for students who have deferred their final exams. The deferred final exam date has been pre-set for May 8, 2015 at 1:00 p.m., Room TBD. This does not apply to take home final exams. Please refer to University of Manitoba s Policy 1305 Exam Regulations ( or the Undergraduate Program Office for rules and regulations concerning deferred exams Unclaimed Assignments Pursuant to the FIPPA Review Committee s approved recommendations as of August 15, 2007, all unclaimed student assignments will become the property of the faculty and will be subject to destruction six months after the completion of any given academic term. Academic Integrity It is critical to the reputation of the Asper School of Business and of our degrees, that everyone associated with our faculty behave with the highest academic integrity. As the faculty that helps create business and government leaders, we have a special obligation to ensure that our ethical standards are beyond reproach. Any dishonesty in our academic transactions violates this trust. The University of Manitoba General Calendar addresses the issue of academic dishonesty under the heading Plagiarism and Cheating. Specifically, acts of academic dishonesty include, but are not limited to: using the exact words of a published or unpublished author without quotation marks and without referencing the source of these words duplicating a table, graph or diagram, in whole or in part, without referencing the source

11 11 paraphrasing the conceptual framework, research design, interpretation, or any other ideas of another person, whether written or verbal (e.g., personal communications, ideas from a verbal presentation) without referencing the source copying the answers of another student in any test, examination, or take-home assignment providing answers to another student in any test, examination, or take-home assignment taking any unauthorized materials into an examination or term test (crib notes) impersonating another student or allowing another person to impersonate oneself for the purpose of submitting academic work or writing any test or examination stealing or mutilating library materials accessing test prior to the time and date of the sitting changing name or answer(s) on a test after that test has been graded and returned submitting the same paper or portions thereof for more than one assignment, without discussions with the instructors involved Group Projects and Group Work Many courses in the Asper School of Business require group projects. Students should be aware that group projects are subject to the same rules regarding academic dishonesty. Because of the unique nature of group projects, all group members should exercise special care to ensure that the group project does not violate the policy on Academic Integrity. Should a violation occur, group members are jointly accountable unless the violation can be attributed to a specific individual(s). Some courses, while not requiring group projects, encourage students to work together in groups (or at least do not prohibit it) before submitting individual assignments. Students are encouraged to discuss this issue as it relates to academic integrity with their instructor to avoid violating this policy. In the Asper School of Business, all suspected cases of academic dishonesty are passed to the Dean's office in order to ensure consistency of treatment.