Semester MANT 214 Personnel / Human Resource Management

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1 Semester MANT 214 Personnel / Human Resource Management Department of Management School of Business University of Otago COURSE OUTLINE

2 MANT 214 Personnel / Human Resource Management (6 points) Course co-ordinator and lecturer: Elizabeth (Liz) Ditzel Room 8.19 Ph: (voice mail) editzel@business.otago.ac.nz Course philosophy As the title suggests, this course focuses on the management of human resources in modern organisations. We look at the specific techniques that have been developed to facilitate the management of people, or in other words, how it is done. This includes different ways of recruiting, selecting, and rewarding people at work. We also spend time considering the role of Human Resource Management (HRM) in the competitive world economy and the propriety of the techniques of managing people that have been and are being developed. It is important to remember that there is no single right way to manage or organise people - it is essentially a matter of personal judgement and personal values. As such, one of the major aims of a course such as this is to stimulate you to think about vital issues such as how employees, peers and superiors ought to be treated, how much freedom they ought to be given, how much control is justified, how much trust is reasonable, etc. Lecture times am Wednesday, and and am Thursday Blackboard Blackboard is the primary means of disseminating information for this course. Notices, extra readings, tutorial assignments, test banks and other information will be placed regularly on blackboard@otago.ac.nz for student use. Lecture frameworks are usually available the day before the lecture. Please use this server to send course related messages. Do not use hotmail, yahoo, etc. as mail from these sources is often put into junk mail folders and is therefore not received. Textbook The essential course text is: Macky, K. and Johnson, G. (2003). 2 nd edition, Managing Human Resources in New Zealand. McGraw Hill Inc., N.Z. Several copies of the text are on close reserve in the Library. Videos These will be placed on a MANT 214 Reserve Viewing list at the Audio Visual Learning Centre on Level 2 of the Information Services Building. They can be watched there anytime. Assessment/Final Examination A mark of 50 (C-) is required to pass MANT 214. This is made up of marks gained from compulsory Internal Assessment and the final exam. The exam is worth either 40 or 60 marks, depending on the amount of Internal Assessment that has been completed. You have up to three hours to answer the exam irrespective of how many questions are 2

3 being answered. Compulsory Internal Assessment (ITA) This comprises one test and two case study assignments. Compulsory ITA Total 40 marks 1 Take-home tests Test A; Test B 20 marks each Must do one 2 Case study assignments Case study 1; 2; 3 10 marks each Must do two Optional ITA 3 Media watch assignment Written 20 marks Optional extra 20 marks Final examination 60 marks, or 40 marks if optional extra ITA completed 1. Take-home tests There will be two different take-home tests (Test A & Test B). Take-home means that we provide you with all of the possible test questions (this is called the test bank) so that you can revise and practice answering them in your own time before the actual day of the test. Questions are derived from lectures, assigned textbook/readings and video screenings. Some are 20-mark questions requiring essay type answers of at least 2 pages and the rest are 5-mark questions requiring a short answer or list of points of up to half a page. Test banks containing a complete set of test questions will be available on blackboard at least one week in advance of the actual test date. See page 4 for an example of a take-home test bank. Several different test versions will be distributed on the day of the test. This means that you cannot select your preferred questions! Each test version comprises a randomly generated selection of two 20-mark questions and four 5-marks question (a total of 60 marks). Your test result will be converted to a score out of 20 for ITA records. See page 5 for an example of a test version which was generated from test bank A. Normal supervised conditions for tests apply for each sitting of the test. Tests are closed book, i.e., pre written answers cannot be taken into the test venue. You must bring your Student Identification card to gain entry into the test venue. Tests will be held on Thursdays (see course outline for dates) in class time and will run from 9.10 am am An unsatisfactory result for test A can be deleted from your record but must then be replaced with a mark for test B Students requiring support from Student Disability Services for tests must make an 3

4 early enough request to enable any special individual arrangements to be made. 4

5 MANT 214 Sample 2005 Test Bank A Section A Questions worth 20marks each 1. Compare and contrast the development of personnel management and HRM. 2. Outline the Harvard Model of HRM. Use examples to explain why it is widely considered as a model of best practice? 3. As a member of Grey Skills you have been asked to give a talk to the Wild South branch meeting of HRINZ about the benefits of employing older workers. What would you say? Justify your answer by using examples. 4. Testing in the recruitment and selection process is often viewed as expensive and time consuming. Explain why tests are useful and how they should be used appropriately in HR practice. 5. Given that the predictive validity of unstructured interviews is less than that of structured interviews, why are they commonly used? Why should structured interviews be used instead? Section B Questions worth 5 marks each 1. How does studying the historical development of HRM help us to understand modern day theory and practice? 2. Explain the Body Shop s organisational philosophy. Describe two of their HR policies and explain how these relate to their philosophy. 3. Explain ICIs organisational philosophy. Describe two of their HR policies and explain how these relate to their philosophy. 4. In the video Our people: our business a number of different perspectives are presented of what HRM actually is. Name five of these and briefly describe what each of these means. 5. According to the video Our people: our business, what are the four functions of HRM? Briefly explain each function. 6. Why might the Michigan School model of HRM be described as hard? 7. Explain five characteristics of soft HRM. 8. Briefly explain five of Ulrich s (2003) eight challenges to the profession of HR. 9. List 4 labour market trends. Describe the practical implications for HRM practitioners of one of these. 10. Use an example to describe each step in the HRP process. 11. Job analysis is sometimes referred to as the foundation of HR practice. Explain why this might be true. 12. How would you go about checking a job applicant s references? 13. Explain the steps in a traditional recruitment process. 14. What are the benefits and disadvantages of e-recruiting for employers? 15. Describe what a HRM should always do in the preliminary screening process. 16. Name the five selection tests with the highest predictive validity. Why is it that this list does not exactly match up with selection methods used most often in NZ organisations? 17. According to your experience of doing the Myers Briggs personality type indicator, to what extent do you think it is a valid test of your personality? 18. List five activities that might be conducted in an Assessment Centre. For one of these, fully explain what behaviour the test is sampling, and how this test can predict future job behaviour. 19. How does an interview involving whanau support and other support people meet the IRD s EEO objectives? 20. List 5 criticisms of interviewers and explain one of these in detail. 5

6 MANT 214 Sample 2005 Test A Version 4 Answer all of these questions. Clearly number and start each answer on a fresh page. Section A Questions worth 20marks each 1 Compare and contrast the development of personnel management and HRM. 2 Given that the predictive validity of unstructured interviews is less than that of structured interviews, why are they commonly used? Why should structured interviews be used instead? Section B Questions worth 5 marks each 3 According to the video Our people: our business, what are the four functions of HRM? Briefly explain each function. 4 Use an example to describe each step in the HRP process. 5 Job analysis is sometimes referred to as the foundation of HR practice. Explain why this might be true. 6 Describe what a HRM should always do in the preliminary screening process. 6

7 2. Case study assignments Case study assignment 1 Personality testing in recruitment and selection See page 7 of this outline for marking requirements. Case study assignment 2 Gender bias at the University of the South Island (USI). The case is on p. 494 of text. See page 8 of this outline for marking requirements. Case study assignment 3 When remuneration goes wrong. The case is on p. 427 of the text. Case study assignments should always: See page 9 of this outline for marking requirements. have a cover page including course code, assignment name, student name and/or ID number, be typed, have page numbers, be single or 1.5 line spaced, use correct referencing and citation (see referencing and citation guide in this outline) use the course text and any other material or examples where appropriate, accurately reference different viewpoints, be handed in to Reception, Level 8, Department of Management, School of Business on or before 3pm the day they are due. Each assignment is worth 10 marks. The marking guides for each assignment are included in the pages the follow. 7

8 Case study assignment 1 Personality testing in recruitment and selection This topic relates to lecture content and work completed in tutorial 2 Complete the Myers-Briggs personality profile in your tutorial. Then use the internet and university library data bases to conduct some research about the use of this test. Case questions and marking criteria D C B A Mark Question 1 (20) Name five other personality tests that are commonly used in HRM selection testing and give an example of their use in HRM practice. (5) Explain the benefits and drawbacks of the Myers Briggs test compared to one of these? (15) Question 2 (40) Given doubts about the theoretical validity of personality tests as a selection instrument, explain why you think they are still commonly used in HRM practice. In other words, why is there a theory/practice gap? THIS PART SHOULD BE ADEQUATELY RESEARCHED. Question 3 (15) Use yourself as an employment case study. Do you think the test was a fair representation of you personality? Explain why. Research component (10) At least 10 sources of information should be used to research the topic. Correct citation (in the body of the assignment) and referencing of sources of ideas. Quotations should appear in marks, have the page number and source of information. Technical presentation requirements (5) Cover page with correct student, tutor, tutorial details, handed in at correct place, correct day & time, typed, words, pages numbered. Technical referencing requirements (5) Correct APA (American Psychological Association, see course outline for examples) referencing and citation in assignment and a complete bibliography/reference list. Technical writing requirements (5) Good English grammar and sentence structure. Overall Comments Final mark (out of 100, to be converted to a score out of 10 for ITA) 8

9 Case study assignment 2 Gender bias at the University of the South Island (USI) (Macky & Johnson, 2003: 494). This case is discussed in tutorial 3. Case questions and marking criteria D C B A Mark Question 1 (10) Explain what is meant by job tenure and how this might contribute to the gender imbalance in this case study. Question 2 (25) Describe each of the three proposed plans (merit scheme, women-only tenure round, different time-in-service rules for women) and explain how each one might fulfill the USI s EEO obligations. Question 3 (30) Which do you think is the fairest proposal and why? Define and explain the theoretical concept of fairness as part of your answer. Question 4 (20) As the HRM of the USI you decide to implement the compromise plan outlined in the case study. However, you are surprised by the overwhelming negative reactions to your decision. It appears that the majority of staff, but particularly women without children, are opposed to the plan s implementation. a) Why might the staff as a whole, and particularly women without children be opposed to the plan? (10) b) Explain how you could overcome resistance and effectively implement the compromise plan by using a change management model or theory. (10) Technical presentation requirements (5) Cover page with correct student, tutor, tutorial details, handed in at correct place, correct day & time, typed, words, pages numbered. Technical referencing requirements (5) correct APA (American Psychological Association, see course outline for examples) referencing and citation in text (in the body of the assignment) (5) and bibliography/reference list. Technical writing requirements (5) Relevant examples from case given. Good English grammar and sentence structure. Overall Comments Final mark (out of 100, to be converted to a score out of 10 for ITA) 9

10 This case is discussed in tutorial 4 Case study assignment 3 When remuneration goes wrong (Macky & Johnson, 2003:427) Case questions and marking criteria D C B A Mark Question 1 (30) When conflict broke out and materials began to disappear from the work site, as HRM you became concerned that you may have to take disciplinary action against certain employees. You prepared for this by doing some basic research on employment law relating to these behaviours. a) What employment law(s) might be applicable? (15) b) Use this employment law knowledge to explain how you would actually deal with the situation mentioned above? (15) Question 2 (20) As HRM for PZW, explain the steps that you would take in investigating an employee s complaint that the hostile informal leader was bullying other employees? Question 3 (20) As owner - manager of this firm, what changes would you have made to the reward and remuneration system to improve the productivity of yard workers? Explain the reasoning behind your recommendation. Question 4 (20) In introducing the recommended changes, what processes would you use to manage the potential resistance to these innovations? Technical presentation and writing requirements (5) Cover page with correct student, tutor, tutorial details, handed in at correct place, correct day & time, typed, words, pages numbered, examples from case study, good English and grammar. Technical referencing requirements (5) Correct APA (American Psychological Association, see course outline for examples) referencing and citation in text (in the body of the assignment) and bibliography/reference list. Overall Comments Final mark (out of 100, to be converted to a score out of 10 for ITA) 10

11 3. Media watch assignment The purpose of this is to encourage you to take an interest in current affairs which may have implications for the practice of HRM. In order to successfully complete this assignment you need to find a topic that interests you, and is related to some aspect of the course. Keep a diary record of the issue you have chosen and, where possible, cut out newspaper articles, download material from internet sites and/or make notes relating to TV programmes, radio shows, etc. Some examples of previous years HRM issues are as follows. In 1998 local issues included the Otago Area Health Board doctor s pay claims, the issue of executive pay, and golden handshakes for employees in the public service. In 2003, the case of John Davie (who misrepresented his credentials on his CV) and served a jail sentence for fraud. In 2005, the nurses and University staffs pay talks, the election promises, and outbreaks of Legionnaires disease in Christchurch office buildings were hot topics. Written assignment requirements (worth 20 marks) Material must relate to 2006 AND to a HRM issue or theme covered in this course (see textbook). The item(s) should be logged in diary format and a copy of the item(s) handed in with the assignment in a clear file or scrapbook (only where this is readily available, e.g., cut outs from the newspaper, print outs from internet, video/dvd film clips). Keep track of events until a natural end point is reached (the issue receives no more attention - this may be from one day only to several weeks). Where it is an ongoing issue, you will need to find a suitable cut-off point in order to complete the assignment. A marking guide for this assignment appears on page 11 of this outline. 11

12 MANT 214 Media study marking guide Part 1: What is the issue and why is it important? (50) A discussion of the issue's relevance to NZ personnel/hrm including: What HRM theory is relevant? What are the practical (real world) implications of the issue, i.e., how would this impact on a HR manager s job? This part should be referenced and clearly demonstrate the links with course reading and other research publications. Part 2: How is the issue presented and/or discussed in the media and does this influence the outcome at all? (30) Look at the emotive aspects of the material, including how the media deals with the issue, for e.g., how much publicity - a major leading news item, (p. 1 as compared to p. 10). How it is presented to the public, for e.g., headlines, photos, cartoons, letter to the editor, feature articles, or very little coverage. Marks for critical thinking and judgement Part 3: Presentation of the media study (20) Including correct referencing, grammar and spelling, structure and style of writing, overall impact, and creativity Overall comments Final mark (out of 100, to be converted to a score out of 20 for ITA) 12

13 Student learning support Opportunities to ask questions relating to tests or assignments will be provided by office hours and tutorials. Office hours are times when either myself or course tutors are available to assist with learning activities. These are held in my office in the Department of Management and cater for individuals and small groups of students. A schedule of office hours will be posted on blackboard. Tutorials Five tutorials will be held fortnightly from week 2 (commencing July 17 th ) to week 10 (commencing Sept 18 th ). These are designed to help you prepare for case study assignments. The University offers the following range of support services. Disabilities Information and Support Services These services are available to any student who has a short-term disability (such as a broken hand), and other kinds of physical and emotional disabilities you may experience during your path of study. Visit disabilities@otago.ac.nz for further information about the range of services and support provided. Student Counselling Services are available to deal with a range of personal, living, and health issues. Visit student-health@otago.ac.nz or for further information. OUSA Student Support Centre provides a wide range of student support services including advocacy (acting on behalf of students in situations of conflict or where a problem has not been resolved to the student s satisfaction). Contact help@ousa.org.nz for assistance from them or the university mediator at mediation@otago.ac.nz. Student Learning Centre provides help with written course work, study skills and preparing for exams. Contact them at student-learningcentre@otago.ac.nz. The Maori Centre Te Hunga Matauranga maori-centre@otago.ac.nz, the Maori Student s Association (Te Ropu Maori) msa@otago.ac.nz, the Maori student support services at the School of Business The Pacific Islands Centre pacific-islands-centre@otago.ac.nz also provides specialist learning, social support and mentoring for students. 13

14 Course administration relating to ITA If you receive an unsatisfactory mark for a test or assignment you may submit a formal request (by with your student identification number, in writing, or in person) to have that mark deleted from your internal assessment record, and opt to replace it with another test or assignment (providing this option is still available). Course policies Group work is not permitted for the optional assignment. Extensions of time Extensions of time or requests for special consideration will only be granted by the course co-ordinator in exceptional circumstances. However, students who are ill or absent for the take-home test due to genuine medical conditions or situations beyond their control, must contact the course co-ordinator before or on the day of the test to arrange for an alternative test time to be set. This concession can only be granted by the course co-ordinator and appropriate medical or other documentation must be provided. Plagiarism Plagiarism is passing off ideas of another person as your own and it is a serious offence. It usually results from incorrect or no referencing. A referencing and citation guide is included in this outline to show minimum standards of referencing and citation. Severe penalties can be imposed upon students found to be guilty of plagiarism. Please ensure that plagiarism does not occur! Referencing and Citation: The American Psychological Association (APA) referencing style is the preferred style for this paper and the following segment of text is a guide to the preferred style. When using the ideas of a writer but not directly quoting him or her, it is acceptable to acknowledge the source of the information at the end of the appropriate sentence or paragraph like this (Rudman, 1994). When you are directly quoting and the statement is less than three lines long "include it in the text by enclosing it in quotation marks and including the page number" (Rudman, 1994: 16). Longer quotes are indented from the margin, usually do not use quotation marks and are acknowledged in the same way, i.e. Rudman (1994: 16). When you are attributing ideas or comments that an author has made and comparing them to another s use, the following text is an example of how to reference correctly. Green (1989) was of the opinion that the first school of thought was applicable, whereas Michelson (1990) argued that this was not the approach to take because, etc. Where there are two authors they should be cited as Smith and Brown (1992), and where there are three or more, in the text of the assignment refer to them as Smith, Jones, Clark, Brown, Jordon and Smithie (1992) the first time you cite their work and thereafter only as Smith et al. (1992), but at the end of your assignment, in your references include all of the author's names. 14

15 Books: The author's surname and initials, the year of publication, the title of the book in italics or underlined, the publisher and the place of publication. The references should be listed alphabetically by first author name. Where the author s name cannot be determined or is not provided, reference the work as anonymous (2003). If there is more than one anonymous or unknown author, or two references by the same author, then reference the first as Smith (2003a), and the other as Smith (2003b). e. g. Rudman, R. (1999). Human Resources Management in New Zealand, 3 rd Edition, Longman Addison Wesley:NZ Journal articles: The author's surname and initials, year of publication, title of work, title of journal underlined or in italics, and inclusive page numbers. e. g. Guest, D. (1989). Personnel and HRM: can you tell the difference? Personnel Management, January, pp Newspaper and magazine sources: The author s surname and initials (if known), the story or feature title, name of magazine underlined or in italics, month and year of publication, and inclusive page numbers. e. g. Bromhead, P. Money machine, Metro, September 1995, pp Charteris, R. Editorial, Otago Daily Times, Friday 13 th July, 1997, p 2. Internet and other sources: Copy the full website address and paste it into the reference section. Include the date you accessed the site. Reuters (2006) Employers add 138,000 jobs in April; strong wage growth fans inflation fears accessed 08 May Cite the author or writer s name as a reference in the text of your assignment as Reuters (2006). If there is no identifiable author, company, person, publication etc., as the source of information, then use Anonymous (2006). If there is more than one Anonymous source for the same year, uses Anonymous a) (2006) for the first one, then Anonymous b) (2006), etc. for subsequent citations. The Endnote programme is a very helpful tool for storing and using references for your written work. Check out ITS Services for training programmes on how to use this product. 15

16 Outline of lectures, test and assignment dates Blackboard will be used to provide exact details of lecture topics and required reading, changes to content due to unforeseen circumstances. A complete revised course outline will be available to be downloaded from Blackboard at the end of the course for your personal records. DAY LECTURES* READINGS & VIDEOS 1 Wed 12 th Introduction to the July course Thurs 13 th Lecture 1 Chapters 1, 2, 3. July HR roles, nature, scope 2 Wed 19 th July Thurs 20 th July 3 Wed 26 th July Thurs 27 th July 4 Wed 2 nd Aug Thurs 3 rd Aug 5 Wed 9 th Aug Thurs 10 th Aug 6 Wed 16 th Aug Thurs 17 th Aug and philosophy Lecture 2 Theoretical foundations of HRM Lecture 3 Human Resource Planning (HRP) & labour markets Lecture 4 Job analysis and competency profiling Recruitment: Round 1 Lecture 5 Recruitment: Round 2 Screening, testing & short listing Lecture 6 Recruitment: Round 3, selection rating & ranking criteria Lecture 7 Interviews in selection & other HRM roles Lecture 8 EEO & fairness in selection & other HR procedures Lecture 9 Establishing the employment relationship Lecture 10 Change management Lecture 11 Performance management (1) TUTORIALS Chapter 1 Tutorial 1 Intro to course/media study examples Chapter 6 Chapter 5 Chapter 7 Chapter 8 Tutorial 2 Case study assignment 1 Personality testing DUE DATES Chapter 8 & 13 Case 1 3pm Weds 9 th August Chapter 4 Chapter 9 Tutorial 3 Case study assignment 2 16

17 7 Wed 2 3rd Aug Thurs 24 th Aug Lecture 12 Performance management (2) Test A (held in lecture theatre from 9.10 to am) Chapter 9 Case 2 3pm Weds 23 rd August 8 Wed 6 th Sept Thurs 7 th Sept 9 Wed 13 th Sept Thurs 14 th Sept 10 Weds 2oth Sept Thurs 21 st Sept 11 Wed 27 th Sept Thurs 28th Sept 12 Wed 4th Oct Thurs 5 th Oct 13 Wed 11 th Oct Lecture 13 Performance management/pay (3) Lecture 14 Job evaluation, pay and rewards Lecture 15 Training and development No lecture HRINZ conference Lecture 16 Feedback on current issues from HRINZ conference Lecture 17 Diversity management Lecture 18 Occupational safety and health Test B (held in lecture theatre from 9.10 to am) Lecture 19 Work-like balance Lecture 20 Leaving the organisation Review/revision Any questions? MID SEMESTER BREAK Chapter 9 Tutorial 4 Case study assignment 3 Chapter 9 Case 3 3pm Weds 13 th Sept Chapter 13 Chapter 12 Tutorial 5 Discussion of Business process re-engineering at Widgets-R-Us (text p. 381). This case will be examined in Test B. Media studies assign. 3pm Weds 20 th Sept Thurs 12 th Oct No lecture Check ITA marks 17

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