Schwind,H., Das,H. & Wagar,T. (2007). Canadian Human Resource Management: A Strategic Approach (9th Edition). Toronto McGraw-Hill Ryerson

Transcription

1 Human Resource Management BHR 224 Fall 2013 General Information Professor: Dr. Paul Leonard Gallina Office: Hamilton 208 Telephone: ext Website: Office Hours T-TH 11:30 to 13:00 Please feel free make an appointment for alternate times. Secretary: Marilyn Turner (Hamilton 212) Course Description and Objectives The course is designed to introduce current theory, research, and practice in Human Resource Management. Students will learn how organizations can gain a competitive advantage through the development and implementation of strong human resource policies and practices. Upon the conclusion of the course students will be aware of the importance of all human resource management departments and activities. The underlying theme throughout the course will be to improve organizational effectiveness by making informed human resource decisions. Required Text Schwind,H., Das,H. & Wagar,T. (2007). Canadian Human Resource Management: A Strategic Approach (9th Edition). Toronto McGraw-Hill Ryerson Evaluation Methods Midterm Exam 20% October 17 Chapters 1-6 Team Research Assignment 30% Due November 18 (see page 6) Final Exam 40% TBA Class attendance and participation 10% Grading Profiles 1

2 Pursuant to academic policy at Bishop s University, written work will be assessed in terms of content and structure. Crucial concerns for content are data completeness and the level of critical assessment. In other words the quality and quantity of the content, and how it is understood are at stake. With regard to structure, issues such as coherence, logical flow, and the general quality of your writing are of prime consideration. In other words the reporting of the content is at stake. 80% to 100% (equivalent to an A) The essence of A-level work is very high level of intellectual achievement with no major errors of commission or omission. In general the content and structure of A-level work is exceptional and very clearly exceeds the normal expectations of the assignment. A-level work contains the following: an excellent level of research; a well-developed presentation of the material; and, a very good analytical understanding. 70% to 79% (equivalent to a B) Content and structure are generally adequate, but there are some key errors in omission or commission. The material tends to be well presented, but may contain some analytical lapses. In general, B-level work demonstrates good, although not excellent, reasoning and problem solving skills. The essence of B-level work is that it demonstrates more strengths than weaknesses and is more consistent in high level performance that C-level work. 60% to 69% (equivalent to a C) The essence of C-level work is that it demonstrates more than a minimal level of skill but it is also highly inconsistent. In terms of content and structure there are as many weaknesses as strengths. There are more than occasional lapses in content and structure. On the whole, C-level work shows only modest and consistent reasoning and problem-solving skills, and sometimes displays weaknesses in these areas. 50% to 59% (equivalent to a D) The essence of D-level work is that it demonstrates only a minimal level of understanding and skill. The material is poorly done. Such work often lacks the necessary content, and what content is presented is not well developed. D-level work does not show good reasoning and problem-solving skills, and frequently displays very poor reasoning and problem solving skills. 0% to 49% (equivalent to an F) This work is a failure, and the student has not done the required work necessary for a pass. There is little evidence that the student has made a genuine attempt to take charge of the material. In terms of content and structure, the work misses the mark. The student s work displays decidedly inferior reasoning and problem solving skills. Course policies 2

3 There will be no supplemental exam. Written assignments are to be submitted in electronic AND hard copy. Students have the responsibility to retain a backup copy of anything submitted in case of loss or theft of the original. In exceptionable cases, assignments will be accepted up to three days late, with a penalty of ten per cent per day. Students are expected to attend class regularly. The class participation grade is based on regular attendance and active involvement in class discussions with the instructor, classmates and guest speakers. Irregular attendance (missing more than 10% of the classes) without good reason will automatically result in a failure for this portion of the grade. Academic dishonesty such as plagiarism or cheating will not be tolerated, and will be dealt with according to university policy. Class Mannerisms and Other Information As a professor, my objective is to provide you with the best learning environment possible. Throughout the years, I have noted that certain behaviours in the classroom can deter this environment. Please take note. Cell Phone use in Class: There will be a zero tolerance policy for all electronic devices (e.g., cell phones, blackberries, i-phones) used in the class room. Cell phone use for voice or texting will not be tolerated. Should you be seen calling someone or texting you will be asked to leave the classroom. If you are in a situation which requires you to have your cell phone on or to receive text, please inform your professor prior to class. Talking the Same Time as Others: Not only is talking at the same time as someone else distracting, but it is also very disrespectful. Students talking the same time as others to the extent that it is distracting will be asked to leave the classroom. Computer Use in Class: Computers in class should ONLY be used for taking class notes and NOT for playing games or visiting Facebook or other non-course related websites. Tentative course schedule September 5 Introduction to the course 3

4 September 10 and 12 Strategic Human Resource Management and HR Planning Text Chap 1 and 3 September 17 and 19 The legal environment/managing diversity Text Chap 4 September 24 and 26 Job analysis and design Text Chap 2 October 1 and 3 Recruitment Text Chap 5 October 8 and 10 Selection Text Chap 6 October 15 Review October 17 Midterm Exam covering Chapters 1-6 October 22 and 24 Health and safety Text Chap 13 October 29 and 31 Managing employee relations Chap 11 4

5 Please plan to meet with Professor Gallina this week during his office hours to discuss the progress of your HRM workplace audit. There will be time slots on the door. November 5 and 7 Orientation and Training Text Chap 7 November 12 and 14 Performance appraisal and Compensation and Benefits Text Chap 9 and 10 November 19 and 21 Labour relations Chap 14 November 26 Course wrap-up/final Exam review Team Research Assignment Human resource management audit of COSTCO A human resource management audit is defined as: an examination of the human resource policies, practices, and systems of a firm in order to identify strengths and weaknesses with recommendations to ultimately improve overall efficiency. The benefits of a human resource audit are well described 5

6 in the text (see page 25). However, in short, an audit discloses how well management is carrying out their various human resource functions. In a team of two, you are asked to carry out such a function for the retail giant COSTCO. Your report should include strengths, weaknesses, and recommendations and be founded on good scientific research. Such research should include as a MINIMUM three articles from peer reviewed journals. If you are having trouble locating material, please go to the library and ask a Reference Librarian for assistance. Important Dates October 29 and 31 You are to meet with Professor Gallina during the week of October during his office hours. At this time you should have done your preliminary research, and be able to begin to discuss your main findings. November 18 Due date Assignment length Minimum 3000 words, no maximum. Please note the word count on the title page of your assignment. 6