COURSE SYLLABUS AND OUTLINE PRINCIPLES OF HUMAN RESOURCE MANAGEMENT 3 Units This course is designed primarily to provide instruction in the administration of the Human Resource (HR) function in organizations. Topics covered provide a broad overview of the wide scope of content that makes up the HR field, including: organizational and HR strategy; equal employment opportunity, workforce planning and selection, training and talent management, compensation and benefits, performance management, employee and labor relations, affirmative action, HR technology, investigations, and workplace health, security and safety. Current practices in the HR field are focused on using readings and case studies, lectures, audio-visual materials, classroom and online discussions, presentations prepared by students, and guest speakers. It is expected that by the end of the course, each student will have a working knowledge of Human Resource management and sufficient classroom experience to apply this knowledge in the work environment. Anyone seeking both a strategic and operational overview of the human resources function will find value in this course. WHERE Sutter Square Galleria 2901 K Street Sacramento, CA UCDE PROGRAM ASSISTANT Stephanie Eaton sreaton@ucdavis.edu 530-757-8621 UCDE PROGRAM ADVISOR Crystal Babowal cbabowal@ucdavis.edu 530-757-8629 Visit our website for detailed description and quarterly schedule. The course outline includes detailed organization of the class. It is critical that the chapters assigned for reading be completed by the date indicated on the schedule. Required textbooks Robert Mathis, John Jackson and Sean Valentine, Human Resource Management, Fifteenth Edition (ISBN: 978-1-305-50070-9): Cengage Learning, 2014. Classroom Courtesies As a sign of respect for all students, mobile devices are to be turned off or set to vibrate and put away. No texting during class will be allowed.
Attendance and Participation Classroom and online participation are essential to this course. The creative and interactive aspects of this course involve group exercises and/or online discussions. Students may have an opportunity to play leadership roles and enhance their communication and teamwork skills. Students are expected to attend all class sessions in their entirety. Please arrive on time. Attendance in 90% of the scheduled classes is required in order to achieve a satisfactory participation grade. If you miss more than two classes, you may miss too much content to successfully pass the course. If you must miss a class because of a business-related trip or family/personal emergency, you may make up the class missed by submitting a one-page summary of the chapter(s) covered on that night. Online discussions will be available the Wednesday evening of each class. There will be 2-4 questions each week to answer based on that week s reading and classroom material. You will need to respond to each question prior to the next class session. I encourage you to respond to others answers, asking questions or adding perspective as appropriate. Ideally, initial responses would be complete by Saturday evening of each week, to allow time for this interaction to happen. Many of the assignments ask you to use your present environment. If it is not applicable to your present situation, you can respond hypothetically. Incomplete Work You may receive an interim grade of Incomplete (I) if your work is of passing quality, but a small portion of the course requirements is incomplete for good cause (e.g. illness or other serious problem). It is your responsibility to discuss with me the possibility of receiving an I grade as opposed to a non-passing grade. If you receive an Incomplete grade, you may earn a passing grade and receive unit credit by completing the remaining coursework satisfactorily. The I grade can only be replaced when I submit a final grade. For this class, you will have a maximum of 30 days after the end of the course to submit any missing coursework and receive a passing grade, otherwise the I grade will be replaced with F. Student Behavior You are expected to be honest and fair in all your academic work. If you are not, you may be disciplined. You should be familiar with and adhere to: The University of California Standards of Conduct for Students and The UC Davis Academic Code of Conduct at http://sja.ucdavis.edu Special Requirements If you have any learning or other types of disabilities, let me and your UCDE Program Representative know immediately so that we can accommodate them. If you are unable to sit for long periods of time, you may stand in the back of the room. It is OK to eat or drink during class, as long as it does not become a distraction. COURSE SYLLABUS AND OUTLINE PRINCIPLES OF HUMAN RESOURCE MANAGEMENT Course Requirements & Grades Classroom Participation: 10 Points Online Assignments: 40 Points Position Paper: 15 Points Oral Presentation: 15 Points Final Examination: 20 Points Total: 100 Points Every student can earn the one hundred points possible in the class. In the event this does not occur, grades will be assigned using the following point breakdown: A+ = 97-100 A = 94-96 A- = 90-93 B+ = 87-89 B = 84-86 B- = 80-83 C+ = 77-79 C = 74-76 C- = 70-73 D = 60-69 F = 59 points and below A critical aspect of all work submitted is that each student must give proper credit to all sources that are used in an assignment. Plagiarism (the act of stealing or using another s ideas as if they were your own) will not be tolerated. I reserve the right to award 0 points for a course requirement, or F for a course grade, if I determine that there has been evidence of plagiarism. Visit our website for detailed description and quarterly schedule.
COURSE OUTLINE Date Topics Readings Assignments Week One Introductions Review of Course Requirements Chapter 1 10/5/2016 Contemporary Human Resource Competencies and Careers 10/8. Human Resource Strategy and Planning Chapters 2 & 3 Week Two Equal Employment Opportunity 10/12/2016 Diversity & Inclusion 10/15. Introduction to Investigations Guest Speaker: Investigations Chapters 4 & 5 Workforce, Jobs and Job Analysis Week Three Case Study: Unilever 10/19/2016 Individual/Organization Relations and 10/22. Retention Case Study: Carolina Biological Recruiting High-Quality Talent Chapters 6 & 7 Position Paper topic due. Week Four Selecting Human Resources 10/26/2016 10/29. Week Five Guest Speaker: Recruiting Training Human Resources Chapters 8 & 9 11/2/2016 Talent, Careers, and Development 11/5.
COURSE OUTLINE Date Topics Readings Assignments Week Six 11/9/2016 Performance Management and Appraisal Total Rewards and Compensation Overview of HRIS, Data and Metrics Chapters 10 & 11 11/12. Guest Speaker: Retirement Benefits Chapters 12 & 13 Position Paper outline due. Week Seven 11/16/2016 Variable Pay and Executive Compensation Case Study: Uncle Sam Managing Employee Benefits 11/19. 11/23/2016 NO CLASS THANKSGIVING BREAK! Week Eight 11/30/2016 Guest Speaker: Labor Relations Risk Management and Worker Protection Employee Rights and Responsibilities Union/Management Relations Chapters 14 16 12/3. Week Nine Oral Presentations (First Wave) Position Paper Due 12/7/2016 Week Ten Oral Presentations (Second Wave) Final Examination 12/14/2016
POSITION PAPER AND ORAL PRESENTATION ASSIGNMENT Directions for a 3-5 page Written, and 10-Minute Oral Report to the Class 1. Select a business issue affecting your organization, and determine how to address it using any of the HR approaches studied in the course. Write a 3-5 page position paper explaining how you would implement your approach and how it would address the problem. (What s the impact, how would you measure it?) You will also prepare a not-to-exceed 10 minute oral report to be delivered in class during one of the last two sessions. 2. Submit your topic to the instructor prior to the 4 th session. Please consult with your Instructor if you are not presently employed, or if you are having difficulty in identifying an appropriate topic. Submit an outline covering the points in #4 below by the 7 th session. 3. Investigate the topic within your organization, online, at the library, etc. Consult the assigned text and any other sources that may help you attain focus for your topic. Give credit to quotes from all sources that you are using. 4. Use your best writing skills for your position paper. Along with the usual requirements concerning format, spelling, grammar, and syntax, you are encouraged to use outlines/agendas, headings and subheadings to produce well-organized papers that have the earmarks of professional quality. For example: The Issue That Needs to Be Resolved Executive Summary: Background Information Options That Are Available Cost-benefit Analysis of Options Recommendation of the Best Option Conclusion 5. Use footnotes to give credit to sources that you are using, and list a bibliography of sources consulted. Begin with a clearly stated issue, and develop it, showing various options, a cost-benefit analysis, and your recommendation for the best option. 6. Do your best to make it easy for your manager (your Instructor) to say yes to your idea for resolving an important business issue. 7. You may use an overhead projector, flipcharts, or the whiteboard in preparing and later presenting your topic. Appropriate handouts may be distributed at the beginning of your presentation. 8. Before beginning your presentation, let your fellow students know what type of audience they are (e.g., Human Resource Managers, participants in a Staff Meeting, Supervisors, etc.). Allow time in your presentation for questions and answers. DUE DATE: Written due session 9 for all; Oral presentations will be assigned sessions 9 and 10.
Possible Position Paper Topics: Absenteeism--Causes, Remedies and Prevention Alcoholism and Drug Usage and Their Effects on Our Company Creating a Harassment Free Work Environment Discipline: how to implement modern practices to address poor performance & behavior Diversity & Inclusion: how can it be a strategy for success in your organization? Employee Assistance Plans: increasing utilization Employee Handbook revisions: using policies strategically Executive Compensation Practices Need to Be Updated Executive Recruiting and Selection Processes Need Revision Employee Stress and Burn-out Is Hurting Our Business Exit Interviews: valuable or waste of time? Fatigue, Boredom and Monotony on the Job the Cost to Our Company Incentive & Reward Systems that Work Job Sharing Would Be a Good Idea Here Management Development as a Risk Management technique Onboarding: Implementing an effective program OSHA (Occupational Safety and Health Act) Awareness & Safety Efforts Talent Acquisition: overhauling our processes to result in higher quality hires that stay longer Terminating Employees with Dignity Time-Off Policies for the 21 st Century Turnover Causes, Costs, Solutions Unemployment Compensation Costs Are Too High Here Are My Recommendations Wellness Programs What do you do when Protected Classes Clash? Workers Compensation Costs Are Getting Out of Control Here Are My Recommendations Flex Time and other ways to address Work/Life Balance Four-Day Work Weeks May Be a Good Option for Our Business Human Resource Information Systems Improvements Are Needed