Course Outline School: Department: Course Title: Business Graduate Studies Human Resources Management in Canada Course Code: HRPD 701 Course Hours/Credits: 42 Prerequisites: Co-requisites: Eligible for Prior Learning, Assessment and Recognition: Originated by: N/A N/A Yes Sheldon Shiewitz Creation : Summer 2014 Revised by: Sheldon Shiewitz, JimMcVittie, Wenlu Feng, Preiti Momaya Revision : Summer 2014 Current Semester: Summer 2015 Approved by: Chairperson/Dean Students are expected to review and understand all areas of the course outline. Retain this course outline for future transfer credit applications. A fee may be charged for additional copies. This course outline is available in alternative formats upon request.
Course Description This survey course provides students with a comprehensive overview of the theory and practice of human resources management (HRM). It presents a survey of the major functional areas of HRM, highlights key issues, and introduces students to a variety of best practices currently in use in high performance organizations. In addition to providing students with a broad knowledge base of the field of human resources management, the course allows the students the opportunity to enhance their knowledge through experiential learning and practical skills development. [This course was formerly designated HRPD401] Program Outcomes Successful completion of this and other courses in the program culminates in the achievement of the Vocational Learning Outcomes (program outcomes) set by the Ministry of Training, Colleges and Universities in the Program Standard. The VLOs express the learning a student must reliably demonstrate before graduation. To ensure a meaningful learning experience and to better understand how this course and program prepare graduates for success, students are encouraged to review the Program Standard by visiting http://www.tcu.gov.on.ca/pepg/audiences/colleges/progstan/. For apprenticeship-based programs, visit http://www.collegeoftrades.ca/training-standards. Course Learning Outcomes The student will reliably demonstrate the ability to: 1. 2. 3. 4. 5. 6. 7. 8. 9. Evaluate the strategic role of human resources management (HRM) to meeting the vision, and mission, and all levels of organizational goals, objectives, and strategies and how HRM provides direction and services to all other areas within the organization. Assess the impact of the legal frameworks which regulate the employment relationship and the practice of human resources management in the Canadian workplace. Assess the efficacy of strategic and operational HRM planning processes, including job analysis, the redesign of jobs and organizations (organizational development) and the use of strategic and operational human resource plans. Develop and evaluate strategies to meet human resource requirements by recruiting, selecting, orienting and using contract and non-standard employment. Design employee performance management processes, and assess the effectiveness of these processes, including orientation, training, development, performance appraisal, counseling and career management. Apply the basic components of a total compensation strategy in order to establish compensation policies in compliance with legal standards to improve employee motivation, performance and job satisfaction. Design and evaluate strategies to manage employee relations, separations/ terminations for redundancy and cause and diversity management. Develop and promote occupational health and safety and employee wellness in modern organizations. Examine why unions are formed and how they gain bargaining rights (certification), trends in union membership, how collective agreements are negotiated, and the administration of the collective agreement including the grievance / arbitration process. THIS COURSE ADHERES TO ALL COLLEGE POLICIES (See College Calendar) 2
10. Explain the purpose and assess approaches used in the evaluation of a Human Resource System including the components of the human resource audit, feedback mechanisms, qualitative approaches and external assessment. 11. Identify emerging issues in human resources management and develop strategies and tactics related to their implications for effective workforce management. 12. Analyze the behavioural and organizational consequences of specific human resources management strategies, policies, and practices. 13. Develop and apply practical skills in the major functional areas of human resources management. Essential Employability Skills (EES) The student will reliably demonstrate the ability to*: 1. Communicate clearly, concisely and correctly in the written, spoken, and visual form that fulfills the purpose and meets the needs of the audience. 2. Respond to written, spoken, or visual messages in a manner that ensures effective communication. 3. Execute mathematical operations accurately. 4. Apply a systematic approach to solve problems. 5. Use a variety of thinking skills to anticipate and solve problems. 6. Locate, select, organize, and document information using appropriate technology and information systems. 7. Analyze, evaluate, and apply relevant information from a variety of sources. 8. Show respect for diverse opinions, values belief systems, and contributions of others. 9. Interact with others in groups or teams in ways that contribute to effective working relationships and the achievement of goals. 10. Manage the use of time and other resources to complete projects. 11. Take responsibility for one's own actions, decisions, and consequences. *There are 11 Essential Employability Skills outcomes as per the Ministry Program Standard. Of these 11 outcomes, the following will be assessed in this course. Global Citizenship and Equity (GC&E) Outcomes N/A Text and other Instructional/Learning Materials Text Book(s): Schwind H., Das, H., Wagar, T., Fassina, N., Bulmash, J. [2013]. Canadian human resource management: A strategic approach, (10th Edition). Toronto, ON: McGraw Hill Ryerson. ISBN - 1259066665 (with Connect Access) Online Resource(s): Provincial legislation via: www.e-laws.gov.on.ca/ Federal legislation via: http://laws.justice.gc.ca/eng/ Scheme VARIOUS In-Class and Homework Exercises [ICHE's]: Instructor will administer assignment[s] c covering material covered in class, a blend of / focusing on in-class work and/or homework assignments THIS COURSE ADHERES TO ALL COLLEGE POLICIES (See College Calendar) 3
Quiz 1: Quiz covering material to date Assignment 1: Team Assignment covering the Planning and Acquisition functions Quiz 2: Quiz covering material to date Assignment 2: Assignment covering next phase of the HR process Assignment 3 - Culminating Interview of HR Practitioner: Team Assignment requiring students teams to interview HR practitioner Final Exam: CUMULATIVE - all material discussed, reviewed, assigned CLO(s) EES Outcome(s) 1, 2, 3, 4, 5, 1, 2, 3, 4, 6, 7, 8, 9, 10, 5, 6, 7, 8, 11, 12, 13 9, 10, 11 VARIOUS In-Class and Homework Exercises [ICHE's] Quiz 1 1, 2, 3, 11, 12, 13 Assignment 1 1, 2, 3, 4, 10, 11, 12, 13 Quiz 2 1, 2, 3, 4, 6, 10, 11, 12, 13 Assignment 2 1, 2, 3, 4, 5, 6, 7, 11, 12 Assignment 3 - Culminating Interview of HR Practitioner 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 12, 13 Final Exam 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 12, 13 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11 1, 2, 4, 5, 6, 7, 8, 9, 10, 11 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11 1, 2, 3, 4, 5, 7, 8, 10, 11 GCE Outcome(s) Weight/100 Total 100% If students are unable to write a test they should immediately contact their professor or program Chair for advice. In exceptional and well documented circumstances (e.g. unforeseen family problems, serious illness, or death of a close family member), students may be able to write a make-up test. 15 7.5 10 7.5 15 20 25 All submitted work may be reviewed for authenticity and originality utilizing Turnitin. Students who do not wish to have their work submitted to Turnitin must, by the end of the second week of class, communicate this in writing to the instructor and make mutually agreeable alternate arrangements. When writing tests, students must be able to produce official College photo identification or they may be refused the right to take the test or test results will be void. Student Accommodation It is College Policy to provide accommodation based on grounds defined in the Ontario Human Rights Code. Accommodation may include modifications to standard practices. Students with disabilities who require academic accommodations must register with the Centre for Students with Disabilities. Students requiring accommodation based on other human rights grounds should talk with their professors as early as possible. Please see the Student Accommodation Policy. THIS COURSE ADHERES TO ALL COLLEGE POLICIES (See College Calendar) 4
Use of Dictionaries Any dictionary (hard copy or electronic) may be used in regular class work. Dictionary use is not permitted in test or examination settings. Program or School Policies N/A Course Policies Human Resources Management is a mandatory course for several professional designations which mandate certain elements, such as content, and required grade achievement by students. HRPA and other professional bodies require students to attain a minimum grade of 65% or 70%. HRPA Standards requires at least 50 percent of the final grade to be based on an assessment of individual learner attainment of the learning outcomes (rather than group work). Students are urged to check with any professional body from whom they wish to receive a professional designation about further requirements. College Policies Students should familiarize themselves with all College Policies that cover academic matters and student conduct. All students and employees have the right to study and work in an environment that is free from discrimination and harassment and promotes respect and equity. Centennial policies ensure all incidents of harassment, discrimination, bullying and violence will be addressed and responded to accordingly. Academic honesty is integral to the learning process and a necessary ingredient of academic integrity. Academic dishonesty includes cheating, plagiarism, and impersonation. All of these occur when the work of others is presented by a student as their own and/or without citing sources of information. Breaches of academic honesty may result in a failing grade on the assignment/course, suspension or expulsion from the college. For more information on these and other policies, please visit www.centennialcollege.ca/aboutcentennial/college-overview/college-policies. Students enrolled in a joint or collaborative program are subject to the partner institution's academic policies. PLAR Process This course is eligible for Prior Learning Assessment and Recognition (PLAR). PLAR is a process by which course credit may be granted for past learning acquired through work or other life experiences. The PLAR process involves completing an assessment (portfolio, test, assignment, etc.) that reliably demonstrates achievement of the course learning outcomes. Contact the academic school to obtain information on the PLAR process and the required assessment. THIS COURSE ADHERES TO ALL COLLEGE POLICIES (See College Calendar) 5
This course outline and its associated weekly topical(s) may not be reproduced, in whole or in part, without the prior permission of Centennial College. THIS COURSE ADHERES TO ALL COLLEGE POLICIES (See College Calendar) 6
Topical Outline (subject to change): Week Topics Readings/Materials Weekly Learning Outcome(s) Instructional Strategies 1 Strategic HRM: Roles Chapter 1 and Functions of Human Resource Management (HRM) 2 The Legal Framework for HRM Chapter 4 Assess the emerging role of HRM as an integral strategic partner within the organization, differentiating between proactive vs reactive and staff and line authority and responsibilities Critique the assumptions which guide HRM practice. Determine how the functional areas within HR would differ based on size and environment of organization. Assess the impact of environmental challenges and trends facing organizations and HRM. Explore the relationship between different human resources strategies with different forms and levels of organizational strategies Explain the purpose the HR Audit. Describe the basic steps to conduct a human resource audit. Describe the reasons for, and the general legal framework affecting, HRM. Identify the main pieces of federal and provincial (Ontario) legislation which affects the practice of HRM; describe the main focus of each, and briefly explain their relevance for HRM practice. Describe the various forms of employment, their legal basis and implications. Recognize situations of legislative noncompliance. Identify measures that could be utilized to mitigate potential legal liability. Discuss the importance of diversity and diversity management in the contemporary workforce and organizational performance. Identify specific challenges presented by a diverse workforce, and assess concomitant managerial strategies and the range of programmes and practices utilized by high performance organizations. Case Analysis Exercise exercise THIS COURSE ADHERES TO ALL COLLEGE POLICIES (See College Calendar) 7
Week Topics Readings/Materials Weekly Learning Outcome(s) Instructional Strategies 3 Strategic and Chapter 3 Operational Human Resource Planning Human Resource Information Systems (HRIS) 4 Job Analysis and Design 5 Recruitment and Selection Chapter 2 Chapter 5 Chapter 6 Chapter 4 (selected sections) Describe the purpose and scope of Human Resource Planning (HRP). Differentiate between successful organizations which use HRP and those which do not. Explain the interconnection between human resources planning and strategy and various levels of organizational strategy and specify the typical concomitant procedures/steps followed in the human resources planning process. Explain the difference between strategic and operational human resource planning. Assess strategies used to promote workforce adaptability. Describe the purpose of an HRIS system. Describe the various techniques used to gather information for HRP. Describe the concept and relevant components of Job Analysis. Explain how Job Analysis integrates with all other HR functions. Describe the various elements of job design and its relationship to Job Analysis. Analyze the relationship between job design and employee motivation. Describe various types of organizational structures. Analyze the factors to be considered in matching organizational structure to organization strategy and objectives. Perform a workflow analysis. Differentiate the purposes of recruitment and selection Develop and assess different Recruitment and Selection strategies including e- recruitment) and audit procedures for recruitment and selection techniques/processes to assess their contribution to organizational goals and legal compliance, including direct and systemic (indirect) discrimination. Describe the tools that may be used in the exercise exercise exercise Assignment 1 Distributed - 10% - DUE WEEK 5 Quiz 1-7.5% Assignment 2 Distributed - 15% - Due Week 8 Assignment 1 DUE week 4 Week 5 THIS COURSE ADHERES TO ALL COLLEGE POLICIES (See College Calendar) 8
Week Topics Readings/Materials Weekly Learning Outcome(s) Instructional Strategies selection process. Identify and discuss how technology has impacted recruitment and selection processes Conduct a structured interview Critically assess common interviewing techniques Describe how recruitment, selection, orientation and contractual / non-standard and other different forms of employment practices are related to other HR functions and the attainment of organizational goals. Assess the advantages and disadvantages of using 3rd party labour market intermediaries in the recruitment and selection process. 6 Training and Chapter 7 Development, Orientation, and Career Management Describe the purpose of employee orientation (on boarding) in the employee development system. Design an employee orientation program articulating its benefits and how it meets the employees and organizational goals Explain the purpose of, and differences between, employee training and development. Explain the contribution of training and development to building a competitive workforce. Assess various types of training programs in meeting specific organizational needs and circumstances. Identify key adult learning principles Identify the main features of an effective training program Incorporate the elements of Instructional Design and Systems Approach (SAT) into the development of a T&D program Conduct a training needs analysis (TNA) and assess various methodologies available to conduct a TNA Develop training proposals for particular occupational categories within prescribed parameters. Critically evaluate methods for determining exercises THIS COURSE ADHERES TO ALL COLLEGE POLICIES (See College Calendar) 9
Week Topics Readings/Materials Weekly Learning Outcome(s) Instructional Strategies the effectiveness of training programs Describe the concept of career management/development and explain its relevance for HRM Explain the importance of coordinating career management/ development with the organization s human resources planning process. Describe the purpose of employee counselling and how it contributes to employee and organizational goals. 7 Performance Chapter 8 Management 8 Compensation Management Chapter 9 Chapter 4 (selected sections) Explain the purpose of performance management. Describe the characteristics and uses of an effective organizational performance management system. Discuss how the balanced score card can aid in assessing the efficiency and effectiveness of the human resource management system. Analyze the factors that influence the design of a performance appraisal system. Critically assess the various methods used in performance appraisal. Identify common errors made in performance appraisals, explain their causes and specify appropriate corrective action. Construct a performance appraisal system. exercises Describe the purpose of employee compensation and the concept of a compensation strategy. Differentiate between, and provide examples of, direct and indirect compensation. Explain the range of criteria utilized by firms in the design of their compensation system exercises and determine the appropriateness in specific organizational and environmental contexts. Identify relevant legislation and their respective impact on the compensation system and strategy Describe the various forms of conventional compensation. Describe the job evaluation process and how Assignment 3 Distributed - Culminating Interview of HR Practitioner - 20% Assignment 2 - DUE Week 8 THIS COURSE ADHERES TO ALL COLLEGE POLICIES (See College Calendar) 10
Week Topics Readings/Materials Weekly Learning Outcome(s) Instructional Strategies to price a job. Describe the concept of a pay structure Analyze and interpret labour market surveys on wage rates for particular occupational categories. Explain the design aspects of skill-based plans and to identify the advantages and disadvantages of such plans. Describe the purpose of incentives in compensation and discuss its importance. Describe the various forms of incentive compensation. Discuss the merits of a pay for time vs. pay for performance. Describe when incentive compensation should be used. Discuss the significant challenges facing organizations contemplating the implementation of pay-for-performance systems and discuss how these could be dealt with. Develop a business case for the implementation of a pay-for-performance system. Critically evaluate the principles usually considered in designing pay-for-performance systems. Assess different types of pay-forperformance systems and identify the advantages and disadvantages of each type. Differentiate the design of payfor performance systems for executives compared to salespersons. 9 Employee Benefits Chapter 10 Quiz 2-7.5% Week 9 and Services Chapter 4 (selected sections) Describe the purpose of employee benefits and discuss their importance to both employers and employees. Describe the trends in employee benefit compensation and administration Describe the concept of employee services / perks and discuss their importance. Explain the purpose of this form of compensation. Describe the design elements of a benefits exercises THIS COURSE ADHERES TO ALL COLLEGE POLICIES (See College Calendar) 11
Week Topics Readings/Materials Weekly Learning Outcome(s) Instructional Strategies package that would support a firm s human resources strategy. Distinguish between a defined benefit retirement plan and a defined contribution retirement plan and indicate the conditions under which each plan would be appropriate. Suggest cost containment strategies for different types of employee benefits. Discuss the administrative complexities of providing a full array of benefits to an organization s workforce and suggest ways to deliver benefits effectively. 10 Managing Employee Chapter 11 Relations Chapter 4 (selected sections) Employee Relations: Explain the concept of employee relations management. Describe the types of issues covered under the heading of employee relations management. Describe why managing employee relations is important for the organization. The Legal Framework: Describe the relevance of Human Rights, Employment Standards and Common Law in the termination of the employment relationship. Describe the enforcement process for each. Employee Separations: Identify costs and benefits of employee separations. Explain the differences between voluntary and involuntary separations. Discuss the implications of early retirement programmes. Evaluate alternatives to layoffs. Present the business case for workforce reductions. Describe the procedures to be followed in terminating/laying off employees for redundancy. Termination/ Discipline: Explain the difference between termination for redundancy and termination for cause. Outline the legal requirements associated exercises THIS COURSE ADHERES TO ALL COLLEGE POLICIES (See College Calendar) 12
Week Topics Readings/Materials Weekly Learning Outcome(s) Instructional Strategies with each. Outline the steps in progressive discipline. Describe the differences between dismissal on basis of single incident and dismissal on the basis of a culminating incident. Describe the procedures to be followed in terminating employees for cause. 11 Employee Health and Chapter 12 Safety 12 The Union Management Framework Chapter 4 (selected sections) Chapter 13 Chapter 4 (selected sections) The Legal Framework: Describe the main legislation relating to the Occupational Health and Safety of Workers. Describe the enforcement process associated with each. Occupational Health and Safety: Describe the purpose of occupational health and safety programs. Describe the extent of employer responsibility to maintain a healthy and safe working environment. Describe the steps that organizations can take to actively promote occupational health and safety in the workplace. Conduct a workplace health and safety audit Workers Compensation: Explain why controlling workers compensation costs is an important issue for organizations. Describe common approaches to reducing workers compensation claims Employee Wellness: Describe the concept of employee wellness and why organizations are paying increasing attention to this issue. Describe the purpose of employee assistance plans and outline the range of issues these programs may be used to address. Describe the main features of labour relations legislation and their impact on unionmanagement relations/ behaviour with special attention to unfair labour practices. Describe related enforcement processes. Explain the importance of fostering good union/ management relations. exercises exercises Assignment 3 - DUE Week 12 THIS COURSE ADHERES TO ALL COLLEGE POLICIES (See College Calendar) 13
Week Topics Readings/Materials Weekly Learning Outcome(s) Instructional Strategies Identify the three main areas of union/ management interaction: union organizing/ the certification process; negotiating collective agreements; administering collective agreements/ grievances and arbitration. Identify the main components of union/labour (organizational) structure. Describe basic trends in union membership and why workers join unions and the logic of collective action. Explain the difference between bread and butter unionism and societal unionism. Describe the principal goals of unions in collective bargaining. Analyze the labour relations goals and strategies available to employers and the factors that influence their choices. Describe how unions gain the legal right to represent a group of workers. Describe the purpose of a collective agreement. Describe the subject matter common to most collective agreements. Describe how unions and management prepare for and conduct contract negotiations Describe the 3rd party assistance available to help union and management negotiate a collective agreement. Explain how the strike threat encourages the parties to make concessions. Negotiate a settlement to a union grievance identifying the main features of the grievancearbitration process 13 Global HRM Evaluating the Efficiency/ Effectiveness of HRM Chapter 14 Material to be supplied by Instructor Specify the human resources management strategies most appropriate for firms at different stages of, and using different strategies for, globalization. Explain the constraints on expatriate assignments and assess HR and other strategies to enhance the expatriate experience Identify human resources management exercises THIS COURSE ADHERES TO ALL COLLEGE POLICIES (See College Calendar) 14
Week Topics Readings/Materials Weekly Learning Outcome(s) Instructional Strategies policies, programs, and practices that would be effective in different national / cultural contexts. Describe the purpose of evaluating the performance of HRM and articulate the steps in the process of conducting an HR audit Describe common quantitative and qualitative approaches to assess the efficiency and effectiveness of the HRM system Describe concurrent and feedback mechanisms that provide the organization with performance information Describe what is involved in an external assessment of HRM systems performance Identify the information needed to assess a particular HR function and explain what constitutes efficient and effective performance of that function Discuss the concept of the balanced score card in assessing the efficiency and effectiveness of the human resource management system 14 Final Test - all course material CUMULATIVE Final Test - 25% Last week of classes THIS COURSE ADHERES TO ALL COLLEGE POLICIES (See College Calendar) 15