Business Administration Course Outline COURSE NUMBER: BUAD 375 COURSE TITLE: STRATEGIC HUMAN RESOURCE PLANNING CREDITS: 3 CALENDAR DESCRIPTION: This course focuses on the strategic nature of human resource planning. Topics include forecasting employee demand and supply; evaluating the need, design and applications of Human Resource Information Systems (HRIS); identifying changes to human resources functions; planned and unplanned change; and change management and innovation. SEMESTER & YEAR: Winter 2008 (Also offered by Distance Education) PREREQUISITE: BUAD 269 and 340 CO-REQUISITE: PREREQUISITE TO: FINAL EXAM: Yes HOURS PER WEEK: 3 GRADUATION REQUIREMENT: SUBSTITUTABLE COURSES: No TRANSFER CREDIT: SPECIAL NOTES: DEVELOPMENT DATE: January 2000 REVISION DATE: January 2007 DEPARTMENT CHAIR S SIGNATURE:
PROFESSOR Laura Thurnheer (250) 762-5445 #4344 Kelowna: C145 COURSE DESCRIPTION This course introduces the planning tools used for strategic human resource planning (SHRP). Students will explore the purpose for SHRP, the impact of legislation and change on SHRP, and the integration of SHRP with other human resource policies and programs. A variety of critical thinking techniques will be applied with emphasis on the case analysis approach. Businesses of various sizes will be discussed from small and mid-sized firms to large corporations. LEARNING OUTCOMES Upon completion of this course, you should be able to: 1. Integrate human resource planning (HRP) with the crafting and execution of strategic business planning, 2. Compare the advantages and disadvantages of demand forecasting techniques and external and internal supply assessment methods, 3. Discuss the fit of human resource management systems with strategic business and human resource needs, 4. Understand the impact of change and innovation on HRP, and 5. Integrate SHRP with other human resource management (HRM) policies and programs. REQUIRED TEXTS Belcourt, M., & McBey, K.J. (2007). Strategic human resources planning (3 rd ed.). Toronto: Nelson. A case package, under copyright and available from the Kelowna Campus Store, is mandatory for in-class, project, and examination requirements. SUGGESTED READING Mauffette-Leenders, L.A., Erskine, J.A., & Leenders, M.R. (2001). Learning with cases (2 nd ed.). London: Richard Ivey School of Business. COURSE EVALUATION Team assignments 1...50% Assignment 1: Team balance... 2% Assignment 2: Case report... 25% Assignment 3: HRIS presentation... 8% Assignment 4: Case presentation... 15% Term tests...10% Final examination 2...25% Participation 3...15% TOTAL... 100% 1 2 3 Assignments 2-4 will be submitted to Turn It In; cheating or plagiarism will be reported to the Dean. A passing grade on the final examination is needed to pass the course. Laptop computers and other electronic devices are not permitted during in-class case discussions. - 2 -
COURSE SCHEDULE Week Thurs Subject Preparation 1 Jan 10 Introduction Course outline and expectations Strategy and planning Complete students experience forms Belcourt chapter 1 WebCT Case Analysis 2 Jan 17 Aligning HR with Strategy Effective HR strategies In-class Westjet case analysis Complete team s profile exercise 3 Jan 24 Environmental Influences Influencing factors and change In-class Western Union case analysis Submit team s performance criteria 4 Jan 31 Evaluation of HR Programs Importance of measuring Job analysis In-class SJHC & LHSC case analysis 5 Feb 7 HR Planning I Forecasting process In-class Nextech case analysis Term test 1 6 Feb 14 HR Planning II Demand and supply analysis In-class BTG case analysis 7 18-22 READING BREAK 8 Feb 28 HR Planning III Succession management In-class VAG case analysis Submit mid-term team evaluations 9 Mar 6 HR Organization Management and outsourcing In-class CIBC case analysis 10 Mar 13 Case Report Computer School Submit team s case report 11 Mar 20 HRIS Selection and design criteria Teams HRIS presentations Term test 2 12 Mar 27 Restructuring Downsizing decisions Teams 1 & 2: Case presentations 13 Apr 3 International HRM Strategic issues Teams 3 & 4: Case presentations 14 Apr 10 Mergers and Acquisitions Growth and integration issues Teams 5 & 6: Case presentations 18-29 FINAL EXAM PERIOD Belcourt chapter 2 Westjet Airlines (A): The culture that breeds a passion to succeed WebCT Assignment 1 Belcourt chapter 3 Christina Gold leading change at Western Union WebCT Performance Criteria Belcourt chapter 4 Leading change at SJHC and LHSC: Burr under the saddle or a grain of sand in the oyster Belcourt chapter 6 Nextech Inc. (A) Belcourt chapters 7 & 8 Blinds to Go (BTG): Evaluating the blindstogo.com retail e-commerce Belcourt chapter 9 Village Automotive Group (VAG) WebCT Performance Mid-Evaluations Belcourt chapter 13 CIBC: Outsourcing the human resources department (A) Belcourt chapter 5 Computer School s.net project (A) WebCT Assignment 2 Belcourt chapter 5 WebCT Assignment 3 Belcourt chapter 10 American Car: Salaried headcount reduction Belcourt Chapter 11 Wuhan Erie Polymers joint venture Belcourt Chapter 12 Deloitte & Touche: Integrating Arthur Andersen - 3 -
EVALUATION DETAILS 1. Team assignments (50% of grade) There are four assignments for each team 1) your team s task/process balance profile worth 2 marks, 2) case analysis report worth 25 marks, 3) an HRIS presentation worth 8 marks and 4) a case analysis presentation worth 15 marks. Details of each are posted on the WebCT under the Assignments icon on the Homepage. 2. Term tests (10% of grade) There are two individual tests, scheduled for weeks 5 and 11, worth 5 marks each. 3. Final examination (25% of grade) Your final examination is a case study analysis that assesses the SHRP concepts learned throughout the course. You must attain a passing grade in this component to pass this course. 4. Participation (15% of grade) Your participation mark is based on the quality and consistency of your preparation for and contribution during the class sessions. Your professor will assign a class participation mark out of 10 marks and your team members will award a team contribution assessment out of 5 marks. Peer evaluations will be based on performance criteria developed by each team s members and submitted week 3. Mid-term and final team evaluations are submitted weeks 7 and 14. Performance Schedule A performance schedule is required for team assignments 2, 3 and 4 (above). In column 1 (Individual Contribution), the percentage allocated to any team member can vary between 80% and 120% (whole numbers only). No more than two individuals are allowed the same allocation and total contributions must average to 100%. An individual contribution of 0 percentage is to be assigned if a team member does not participate for any reason (where a 0 is allocated, exclude the member from the team s average). For assignments 2, 3 and 4, the team leader in consultation with other members is to complete column 1 in the table below. A completed schedule is to be attached to each of these assignments. TEAM (A-E) Member s name 1 Member s name 2 Member s name 3 Member s name 4 Member s name 5 1 Individual Contribution Average 100% Download schedule from WebCT 2 Team Grade 3 Individual Grade - 4 -
SKILLS ACROSS THE BUSINESS CURRICULUM The Okanagan School of Business promotes core skills across the curriculum. These skills include reading, written and oral communications, computers, small business, and academic standards of ethics, honesty and integrity. STUDENT CONDUCT AND ACADEMIC HONESTY What is the Disruption of Instructional Activities? At Okanagan College (OC), disruption of instructional activities includes student conduct which interferes with examinations, lectures, seminars, tutorials, group meetings, other related activities, and with students using the study facilities of OC, as well as conduct that leads to property damage, assault, discrimination, harassment and fraud. Penalties for disruption of instructional activities include a range of sanctions from a warning and/or a failing grade on an assignment, examination or course to suspension from OC. What is Cheating? Cheating includes but is not limited to dishonest or attempted dishonest conduct during tests or examinations in which the use is made of books, notes, diagrams or other aids excluding those authorized by the examiner. It includes communicating with others for the purpose of obtaining information, copying from the work of others and purposely exposing or conveying information to other students who are taking the test or examination. Students must submit independently written work. Students may not write joint or collaborative assignments with other students unless the professor approves it in advance as a group/team project. Students who share their work with other students are equally involved in cheating. What is Plagiarism? Plagiarism is defined as the presentation of another person s work or ideas without proper or complete acknowledgement. It is the serious academic offence of reproducing someone else s work, including words, ideas and media, without permission for course credit towards a certificate, diploma, degree and/or professional designation. The defining characteristic is that the work is not yours. Intentional plagiarism is the deliberate presentation of another s work or ideas as one s own. Intentional plagiarism can be a copy of material from a journal article, a book chapter, data from the Internet, another student, work submitted for credit in another course or from other sources. Unintentional plagiarism is the inadvertent presentation of another s work or ideas without proper acknowledgement because of poor or inadequate practices. Unintentional plagiarism is a failure of scholarship; intentional plagiarism is an act of deceit. What are the Students Responsibilities to Avoid Plagiarism? Students have a responsibility to read the OC Plagiarism Policy and Procedures outlined in the OC calendar (page 155), which is available in printed and online format www.okanagan.bc.ca. Students must acknowledge the sources of information used on all their assignments. This usually involves putting the authors name and the year of publication in parentheses after the sentence in which you used the material, then at the end of your paper, writing out the complete references in a Reference section. Students are responsible for learning and applying the proper scholarly practices for acknowledging the work and ideas of others. Students who are unsure of what constitutes plagiarism should refer to the UBC publication Plagiarism Avoided; Taking Responsibility for your Work. This guide is available in OC bookstores and libraries. Students are expected to understand research and writing techniques and documentation styles. The Okanagan School of Business requires the use of the APA or MLA style, but suggests that students cite references using the APA guidelines (see Publication Manual of the American Psychological Association, 5 th edition (2001). A copy of the APA manual is available in the reference section and also available for circulation from OC libraries. The library website has access to these two major citing styles. What are the Penalties for Plagiarism and Cheating? The Okanagan School of Business does not tolerate plagiarism or cheating. All professors actively check for plagiarism and cheating and the Okanagan School of Business subscribes to an electronic plagiarism detection service. All incidents of plagiarism or cheating are reported and result in a formal letter of reprimand outlining the nature of the infraction, the evidence and the penalty. The Dean of the Okanagan School of Business and the Registrar record and monitor all instances of plagiarism and cheating. Penalties for plagiarism and cheating reflect the seriousness and circumstances of the offence and the range of penalties includes suspension or expulsion from OC. - 5 -