COURSE SYLLABUS. Human Resources Management. Course code: MGT 357/2 Semester and year: Spring 2015 Day and time: Thursday

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1 COURSE SYLLABUS Human Resources Management Course code: MGT 357/2 Semester and year: Spring 2015 Day and time: Thursday Lecturer: Dr. Ivana Schmidtová Lecturer contact: Consultation hours: Thursday 14: upon request/appointment Semester Credits 3 Language of Instruction English ECTS 6 Level Intermediate Length 15 weeks Pre-requisites MGT 245 Contact hours 42 hours Course type BA required 1. Course The course will provide an overview of human resource management, with particular emphasis in human resource planning and strategy, personnel selection, equal employment opportunity, training, performance appraisal, compensation, and contemporary issues in organizational behavior. The course has been developed for the student of general management whose job will involve responsibility for managing people in a global environment. 2. Student Learning Outcomes Upon completion of this course, students will be able to: Understand human resource management from a systemic, strategic perspective. Describe the field of "human resource management" and understand its relevance to managers and employees in work organizations especially in a global economy. Conduct a basic job analysis and apply this understanding of job requirements to other human resource management systems such as selection, performance appraisal, and compensation. Recognize contemporary human resource management tools and understand some of the technical details of human resource management practices. Apply relevant theories to the management of people in organizations. Analyze business challenges involving human resource systems. Critically assess and evaluate human resource policies and practices. Be aware of current international HRM trends, explain how human resource management practices can support organizational strategy especially in a global environment. Describe sound practice in the areas of recruitment, selection, training, performance appraisal, remuneration, and retention. 1

2 Apply knowledge of HRM to critique existing HR practices in a client organization and to develop improved practices and tools to suit the client s specific needs. 3. Material Required Materials A. DeNisi, R. Griffin, HR, 1Ed., Mason 2011 Selected journal articles (list will be specified during the classes) Students registered for the course will find various materials (e.g. hand-outs, presentations, additional literature recommendations etc.) on the course site at Google Apps which will be used also as the communication platform. Recommended Materials (Available in the Library or via Interlibrary Loan) Ken Blanchard et al., Leading at a Higher Level, New Jersey (2007) Daniel Coyle, The Talent Code, New York (2009) Carol S. Dweck, Mind Set The New Psychology of success, New York (2007) Cynthia D. Fischer et al., Human Resource Management, 5th Ed., Boston (2003) Harvard Business Essentials, Hiring and Keeping the Best People, Boston (2002) Harvard Business Review on Compensation, Boston ( ) Harvard Business Review on Leadership, Boston ( ) Harvard Business Review on Managing Diversity, Boston ( ) Harvard Business Review on Organizational Learning, Boston ( John Hayes, The Theory and Practice of Change Management, New York (2002) John M. Ivancevich, Human Resource Management, 10th Ed., New York (2007) Rosabeth Moss Kanter, Men and Women of the Corporation, New York (1977 / 1993) Robert S. Kaplan, David P. Norton, The Strategy Focused Organization, Boston (2001) Ed Michaels et al., The War for Talent, Boston (2001) Raymond A. Noe et al., Fundamentals of Human Resource Management, 2nd. Ed., New York (2007) Daniel Pink, A Whole New Mind, New York (2006) Daniel Pink, Drive, New York (2010) Jeffrey Pfeffer, Competitive Advantage through People, Boston (1994) Jack J. Philips et al., The Human Resources Scorecard, Boston (2001) Alan Price, Human Resource Management, 2nd Ed., London (2004) Peter M. Senge, The Fifth Discipline, New York (1990) Bruce Tulgan, Winning the Talent Wars, London (2001) Selected journal articles (list will be specified during the classes) Selected online personality tests (links will be provided in the class) 4. Teaching methodology Lectures, group discussions, presentations, role plays, feedback, examinations, article reviews, analysis of cases, homework assignments with follow-up analysis and discussion in class, etc. 5. Course Schedule 2

3 Class 1 - February 12, 2015 Course Overview. Syllabus Review. Discussion on Class Expectations. Introduction to HRM. DeNisi/Griffin, HR, Chapter 1 and 2 Class 2 - February 19, 2015 HRM Strategy. Globalization. The Competitive Environment. Business Ethics & Ethics in Managing People. DeNisi/Griffin, HR, Chapter 3 and 4 Class 3 - February 26, 2015 Making HR Decisions. Job Analysis. Job. DeNisi/Griffin, HR, Chapter 5 and 6 Class 4 - March 5, 2015 Recruitment and Selection. DeNisi/Griffin, HR, Chapter 7 Class 5 March 12, 2015 Compensation and Benefits DeNisi/Griffin, HR, Chapter 9 3

4 Class 6 March 19, 2015 Managing a New and Diverse Workforce. DeNisi/Griffin, HR, Chapter 8 Class 7 March 26, 2015 Exam (Part I; Mid-Term Exam) Catch up and/or reinforcement of previous topics Mid-term break April 2, 2015 Class 8 April 9, 2015 Performance Appraisal and Career Management. Training and Development. Mid-Term Exam Feedback DeNisi/Griffin, HR, Chapter 10 Class 9 April 16, 2015 Leadership. Talent Management. AC/DC. Class 10 April 23,

5 Exam (Part II; Case study) Managing Teams. Managing and Enhancing Performance. DeNisi/Griffin, Chapter 14 Class 11 April 30, 2015 Motivation at Work. Individual/team presentations. DeNisi/Griffin, HR, Chapter 13 Class 12 May 7, 2015 Managing Labor Relations. Safety, Health, Well-Being, and Security. DeNisi/Griffin, HR, Chapter 11 and 12 Class 13 May 14, 2015 Exam (part III; Final exam) Catch up and/or reinforcement of previous topics Class 14 May 21, 2015 Final Exam/Overall Performance Feedback. Final group exercise. This course schedule may change; any changes will be announced in advance in class. 5

6 6. Course Requirements and Assessment (with estimated workloads) Assignment Individual assignment - Presentation Exam (part I, Mid-term exam) Exam (part II, Case study) Exam (part III; Final exam) Active participation in class/group discussions/ exercises and professional behavior in class; Attendance. Workload (average, incl. preparation) Weight in Final Grade TOTAL % Evaluated Student Learning Outcomes 13 25% Presentation skills, ability to explain the studied topic to peers, identify key issues, subject knowledge, ability to provide & receive feedback 30 15% Knowledge and ability to apply learned information and critical thinking and propose their constructive application in the work situation % Knowledge and ability to apply learned information and critical thinking and propose their constructive application in the work situation % Knowledge and ability to apply learned information and critical thinking and propose their constructive application in the work situation % Demonstration of interest and commitment to the study. Ability to openly and honestly discuss with others, listening skills, ability to provide & receive feedback. - Reduction in points see the School Policies - For extraordinary performance a bonus up to 2 points could be allocated in each performance category additionally (from the lecturer s discretion) 7. Detailed description of the assignments Individual assignment Presentation Study and exploration of the assigned/selected topic, preparation of the presentation applying the knowledge obtained from class, reading of professional journals and own experience with the focus on practical solutions and implementation in the work situations. Presentation of the prepared slides to the peers. Detailed requirements/instructions will be provided in the class. 6

7 Assessment breakdown Assessed area Points Relevance, content and applicable solutions, application of 15 knowledge Effective presentation 10 Exams Exams represent individual, in-class assignments. They are written, cumulative and are supposed to test students knowledge and ability to apply learned information, critical thinking and ability to propose constructive application of the knowledge in the work situation. They consist of a test with open-end/essay and multiply-choice questions, and of a case study on an assigned topic. Detailed requirements/instructions will be provided in the class. Assessment breakdown Assessed area Points Exam (part I, Mid-term exam) 15 Exam (part II, Case study) 20 Exam (part III; Final exam) 20 Active participation in class/group discussions/exercises and professional behavior in class; Attendance. Students are supposed to attend the course regularly, behave professionally, actively participate in class activities and constructively contribute to group discussions (see General Requirements and School Policies). Detailed requirements/instructions will be provided in the class. Assessment breakdown Assessed area Points Active participation in class/group discussions/ exercises 10 and professional behavior in class Attendance General Requirements and School Policies All coursework is governed by AAU academic rules, and students are expected to maintain the highest standards of honesty and academic integrity in their work. All students are expected to be familiar with the AAU academic rules available in the Student Handbook. Communication: The university and lecturers will use only the student s university address for communication. Students are responsible for checking their university accounts regularly. Attendance is required. Students are allowed two unexcused absences. Absences above this number may result in failure of the course. To excuse his/her absence, the student must notify the instructor in advance in writing. More than two absence 7

8 without prior and valid excuse will lead to lowering the grade as per the following scheme: o Up to two absences: no reduction of points o Third and further properly excused absences: minus 2 points each o Third and further unexcused/late announced absences: minus 4 points each o Being late to class or leaving the class earlier without prior excuse/permission of lecturer: minus 1 point each On the contrary, 100% attendance will result in an additional 2 points being added to the final grade. Mobile phones: must be turned off during classes. The penalty for breaking this policy is loss of participation points (minus 1 point for each case). Repeat offenders will be reported to the dean s office. Computers/tablets/i-pads/smart phones: may be used only for course-related work. The penalty for breaking this policy is loss of participation points (minus 1 point for each case). Repeat offenders will be reported to the dean s office. Professional behavior: expected behavior in class is based on the Student Handbook. Students are supposed to come on time, not disturb by private conversations and not leave the classroom before the end of the lesson. Unless required by the lecturer for learning purposes, electronic tools (e.g. notebooks, tablets, i-pads, smart phones, MP3/multimedia devices etc.) and web social networks are not to be used during the class. Cell phones should be on silent; no calling or texting during class meetings (wait until the break). Late work: Student must notify the instructor about any late work in advance in writing. Late work is subject to lowering the grade as per the following scheme: o Up to one in advance and in writing notified delay: no reduction of points o Second and further properly notified delays: minus 1 point each o Not properly notified delays: minus 3 points each Missed exams: Student must ask the instructor with advance written notice that includes valid excuse (only serious reasons such as sickness are acceptable) for rescheduling the exam. Student must provide the Assistant Dean with the written note from the physician (within one week). Only students whose absence is properly excused (based on confirmation from Assistant Dean) will be entitled to the make-up exam. Missed exams will be made up in the same format as the regular exams. Noncompliance with these requirements will lead to a grade of F. Make-up classes: Exceptionally, it may be necessary to re-schedule classes. Every effort will be made to find convenient time. Students are either way responsible for any materials in make-up classes. Cheating and plagiarism: AAU strictly enforces its policy against cheating and plagiarism. Full policy is available in the Student Handbook. Briefly: Cheating and plagiarism results in the failing grade from the assignment at minimum, it may lead to suspension from the university. To prevent any misunderstanding, plagiarism is defined: PLAGIARISM the unauthorized use or close imitation of the language and thoughts of another author and the representation of them as one s own original work. - Taken from the Random House Unabridged Dictionary, 2 nd Edition, Random House, New York, Students with Disabilities: Students with disabilities (including learning disorders) are asked to contact their lecturer as soon as possible to discuss reasonable accommodation. 8

9 9. Grading Scale Letter Grade Percentage A Excellent performance. The student has shown originality A and displayed an exceptional grasp of the material and a deep analytical understanding of the subject. B Good performance. The student has mastered the material, B understands the subject well and has shown some originality B of thought and/or considerable effort. C Fair performance. The student has acquired an acceptable C understanding of the material and essential subject matter of C the course, but has not succeeded in translating this understanding into consistently creative or original work. D+ D Poor. The student has shown some understanding of the material and subject matter covered during the course. The student s work, however, has not shown enough effort or understanding to allow for a passing grade in School Required Courses. It does qualify as a passing mark for the General College Courses and Electives. F 0-59 Fail. The student has not succeeded in mastering the subject matter covered in the course. Approved by: Ing. Miroslav Svoboda, Ph.D., Dean of School of Business Administration 9

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