Human Resource Management (MNG-2002) Course Outline Fall 2011

Transcription

1 Human Resource Management (MNG-2002) Course Outline Fall 2011 Coordinator : Lise Chrétien, bureau 1543 PAP, tel [email protected] Teacher : Jean-Sébastien Morin, B.A.A., B.Soc., M.Ps., bureau 2306-A, tel extension 7015 [email protected] Introduction This course is a broad introduction to Human Resource Management in modern organizations. It offers the opportunity to learn a set of notions and competencies enabling the development of a good understanding and vision of the human resource management process and the many challenges facing managers. This course also focuses on developing analytical and decisional capacities which will help the student transfer his learnings to the work area. 1. General Objective For Université Laval According to Université Laval Council s resolution (CU-99-05), every B.A. program: «Should ensure to any student a harmonious transition from his fundamental undergraduate schooling to graduate studies fostering the development of a complete person, responsible, autonomous, capable of critical thinking and adaptation and open to put his/her knowledge in the service of society while pursuing his/her own interests and aspirations». This general objective does not only imply acquiring formal knowledge, but also learning values, aspirations, know-how and personal skills necessary to assume in a responsible and intelligent way the future functions for which the graduate studies are preparing for. For this course This open vision of learning is none the less important for a management course, the manager s role requiring not only technical knowledge but also professional skills every student will need to develop during his B.A program in business management. The course «Human Resource Management»wishes to introduce students to a set of theoretical concepts, competencies and skills they will need to improve and deepen all along their progression in the program. Apart from acquiring specific knowledge related to HRM, this course also intends to actively contribute to the progress of students towards a full balance in their professional life. As a matter of fact, it is now admitted that beyond techniques and tools, our teaching should focus on developing behaviours and attitudes, which in turn are conducive to leadership development. This objective is particularly important for a course in human resource management. The principal themes we will study are : HRM place and evolution in organizations, HRM activities related to decisionmaking, HRM application in managers day-to-day life and the requirements of having to manage persons.

2 2. Specific Objectives Allowing that : Efficient human resource management (HRM) is more and more considered as a competitive advantage; Managers are the first persons responsible for HRM in their organization; HRM professionals main mandate is to assist and counsel organizations leaders, managers and employees on HRM matters At the end of this course, every student should be able to: Analyze and define the role and importance of HRM within an organization Explain the diverse contributions of HRM to organizations missions and performance Analyze and describe the different functions of HRM Assess the impacts of HRM practices on organizations employees and management Assess and analyze the impacts of organizations internal and external environments on HRM More precisely, every student, at the end of the session, should have developed the following competencies : Program s Objectives Degree of achievement Evaluation Method 1. Further the development of decision-making skills 2. Further the development of cooperation and teamwork skills 3. Initiate the mastering of some tech tools Integrated Integrated Initiated Analysis of HR problems A number of graded group exercises Forums, «synergical» processes, «quizz» 4. Develop ethical behaviour Developing All learning activities 3. Textbook (required) Inc Teaching Approach To foster your personal development, our teaching approach focuses on three types of learning : general knowledge, know-how and personal attitudes. The course s primary target is the acquisition of general knowledge. It should also allow you to improve on your HRM skills. To maximize your learning and make the course as dynamic and interesting as possible, we use a diversity of tools (oral presentation, group discussion, case study, video, etc.). However, no method, learning tool or activity can substitute for your own personal interest, preparation before class and actual participation in class. Teaching Activities 4.1 Individual Work Prior to Each Session Do the proper readings for each session in the course s textbook Human Resource Management - MNG-2002 page 2

3 4.2 Teamwork Teamwork is an integral part of your development in business management and acknowledges Université Laval s institutional objectives ( It is a means to an end. While working in teams, you will strive to reach the following objectives: Develop the awareness of what is human resource management Assess your skills and competencies to make your team productive Apply the concepts learned in class Team Organization Each team should include a maximum of persons (to be specified at the beginning of the course) It is each team s responsibility to make sure there is a set of complementary competencies and skills within its members (Finance, Information technology, Marketing, Accounting, Management, etc.) Each team has to identify a member responsible for all its forthcoming communications( a spoke-person) Each team has to communicate to the teacher through (on a Word file) the list of its members with their registration number, their study concentration and their personal addresses (ulaval addresses) Any modification to the team s membership should be submitted to and approved by the teacher. How the Course Works Teamwork is an important component. Each team has to set up conditions by which its members can fully and equitably participate and has to see to its own functioning and make sure members actually participate Many class activities are graded, but only those students attending class get the grade. Anybody absent with no authorization won t be able to get the grades. When teamwork is graded, each member receives the same grade. Teacher s intervention in the functioning and relations within a team is left to the decision of the members (particularly for anything pertaining to a member s lack of contribution in the teamwork) In the case a team wishes to exclude a member because of his /her lack of contribution, conditions are : o Any exclusion should be made PRIOR to the sixth session ; o o This member should have been informed in advance and given the possibility to amend; Any exclusion decision has to be unanimous within the rest of the team. The excluded member has the entire responsibility of meeting with the teacher afterwards, in the shortest delay, o discuss and reach a solution about his/her evaluation. Human Resource Management - MNG-2002 page 3

4 5. Course s Themes Part 1 : HRM and its context Date : September 5, 2011: Labour Day Holiday Date : September 7, 2011 SESSION 1 : Introduction (attendance is required) Content and objectives : Teacher s and students introduction + team formation Presentation of the course s outline, learning objectives, evaluation and typical weekly agenda Date : September 14, 2011 SESSION 2 : Taking ownership of your employees management Content and objectives : Defining why Human resource management is important Identifying the parties involved in HRM and in what roles Describing major HRM approaches Identifying how and why a manager should interact with a HRM service Identifying and describing important factors in solving HRM problems Introduction chapter, p.1 to 30 Date : September 21, 2011 SESSION 3 : HR Management in the years ahead Identifying and analysing internal and external challenges facing managers in the coming years Identifying and describing priorities, tools and approaches to manage these challenges Conclusion chapter, p.425 to 452 Date : September 28, 2011 SESSION 4 : Legal aspects of Human Resource Management Managing individual employment relationships Defining the importance of a good knowledge of the legal environment Human Resource Management - MNG-2002 page 4

5 Defining the goals, roles and responsibilities of the manager in individual relationships Identifying the persons who can help and assist in this area Identifying and defining employer and employees mutual expectations Managing in a unionized environment Defining the importance of managing adequately collective employment relationships Identifying and understanding the steps of the unionization process and how to manage with a union Defining the manager s roles and responsibilities within a unionized context Defining the manager s role during collective bargaining and afterwards with the union as a partner Identifying and analysing how the collective agreement can be a managerial tool Chapter 1 and 2, p.31 to 116 Part 2 : Attracting the best employees Date : October 5, 2011 SESSION 5 : Finding the best employees : attracting good candidates (Staffing-part 1) Evaluating the importance of hiring and staffing decisions Identifying and understanding the steps of the staffing process : from planning to orientation Identifying and defining the manager s roles and responsibilities in staffing work teams Identifying quantitative and qualitative methods of manpower planning Defining and analysing skills, competencies and hiring criteria Defining and analysing appropriate sources and methods of recruiting Chapter 3, p.117 to 152 Date : October 10, 2011 Thanksgiving Holiday Date : October 12, 2011 SESSION 6 : Finding the best employees : choosing and integrating the right persons (Staffing-Part 2) Identifying and defining the manager s roles and responsibilities in choosing and retaining the right persons Analysing and understanding the steps of the selection process Identifying the best selection tools Defining how to prepare a selection interview Defining how to hire the chosen candidates Identifying and defining how to do employee orientation Human Resource Management - MNG-2002 page 5

6 Chapter 4, p.154 to 189 Date : October 19, 2011 : Mid-Term Exam Matter to review : Chapters : Introduction, Conclusion,1, 2, 3 Part 3 : Making the most of employee potential Date : October 26, 2011 SESSION 7 : Optimizing employee potential: fair compensation Defining the importance of good compensation management Identifying and defining the manager s roles and responsibilities in effective compensation Understanding the notions and reality of internal and external equity Defining job evaluation Identifying and defining major compensation components Defining and understanding the issues of salary positioning and variable pay plans Chapter 5, p.193 to 224 Date : October 31-November 5, 2011 : Reading Week Date : November 9, 2011 SESSION 8 : Optimizing employee potential : managing employee performance Defining the importance of managing employee performance effectively Identifying and defining the manager s roles and responsibilities in managing performance Identifying and defining the steps of the performance management process Identifying and analysing the manager s coaching role Defining and understanding performance feedback and evaluation Chapter 6, p.225 to 259 Human Resource Management - MNG-2002 page 6

7 Date : November 16, 2011 SESSION 9 : Optimizing employee potential : training and develop Defining the importance of developing skills and competencies Identifying and understanding the steps of the skill development process Identifying and defining the manager s roles and responsibilities in skill development Defining how to determine which skills and competencies to develop Identifying and analysing skill development strategies Analysing and understanding the process of skills and learning transfer Chapter 7, p.261 to 302 Part 4 : Creating a stimulating work environment Date : November 23, 2011 SESSION 10 : Creating a stimulating work environment: physical and psychological well-being Defining the importance of ensuring employees physical and psychological well-being Identifying and defining the manager s roles and responsibilities in employees security and well-being Identifying and analysing workers and manager rights and obligations Defining and understanding job stress and burn-out Defining and understanding psychological harassment Defining the importance of managing difficult employees adequately and effectively Chapter 9 and 10, p. 329 to 391 Date : November 30, 2011 SESSION 11 : Subject to be defined during the semester Date : December 7, 2011 SESSION 12 : Course review Date: December 14, 2011 Final Exam :: Matter to review: Chapters : 4, 5, 6, 7, 9, X Human Resource Management - MNG-2002 page 7

8 6. Evaluation Structure (Refer to accompanying document) 7. Assignment and report writing norms - All papers should have a title page with the subject written along with each name in alphabetical order - Page set-up : 1,5 interline, 1,25 inch margin, 12 point Times New Roman or Arial police - Quality: Note that the lack of grammatical quality of your text can cost you as much as 10 % of the total 8. Grading Scale «A» «B» «C» «D» «E» A+ 90 % B+ 80,5 % C+ 71,5 % D+ 62,5 % A 86,5 % B 77,5 % C 68,5% D 59,5 % A- 83,5 % B- 74,5 % C- 65,5 % E < 59,5 % Plagiarism and Non Ethical Behaviour at FSA The FSA won t tolerate non-ethical behaviour... Please refer to Règlement disciplinaire à l intention des étudiants ( which cites almost 20 types of academic infraction liable to be penalized. You probably already know the most common ones, but did you know that copying a simple sentence or quotation without mentioning its source is an infraction to the rule? If you don t want to risk receiving an X grade in a course or, at the extreme, being excluded from the university, consult the following Website: You ll find all the information you need to know to protect yourself and prevent plagiarism. For more specific information: - How to evaluate and use quotations? : - How to quote an electronic document? - Disciplinary regulations and bylaws for Université Laval s students: Human Resource Management - MNG-2002 page 8