OUTLINE SCHOOL: DEPARTMENT: PROGRAM: TITLE: School of Business Business and Management Human Resource Management Human Resource Management CODE: HRMT 301 TOTAL HOURS: 45 PRE-REQUISITES/CO- REQUISITES: ELIGIBILITY FOR PRIOR LEARNING ASSESSMENT AND RECOGNITION (PLAR): None Yes ORIGINATED BY: Jim McVittie REVISED BY: Jim McVittie, May 2007 DATE: FALL 2008 APPROVED BY: Chair/Dean Students should keep all course outlines for each course taken at Centennial College. These may be used to apply for transfer of credit to other educational institutions. A fee may be charged for additional or replacement copies.
Course Title: HR Management CENTENNIAL COLLEGE Course Code: HRMT-301 DESCRIPTION: This course provides students with a comprehensive introduction to Human Resource Management (HRM). It is intended to assist those with little or no prior knowledge of HRM in acquiring a basic level of knowledge/ skill in this subject area. Learners are introduced to the functional areas of HRM and will apply acquired concepts and terminology to solve problems related to the effective human resource management in organizations. LEARNING OUTCOMES: 1 a Describe the role and functions of human resource management in contributing to the goals of an organization and how the HRM department provides direction and services to the b various units within an organization. Apply analytical, organizational and interpersonal skills while performing human resource functions. 2 a Describe the strategic and operational HRM planning process, including job analysis, the redesign of jobs and organizations (organizational development) and the use of strategic and operational human resource plans. b Analyze and interpret the strategic objectives of an organization and develop strategic human resource recommendations that facilitate the attainment of those objectives. 3 a Describe how to meet human resource requirements by recruiting, selecting, orienting, terminating and using contract and non-standard employment. b Meet human resource requirements in an efficient and effective manner by recruiting, selecting, orienting employees in accordance with legal and ethical standards, so the organization has the appropriate human resources. 4 a Describe employee development including the components of orientation, training, development, performance appraisal, counseling and career management. b Establish, monitor and use an employee development system. 5 a Describe the basic components of the employee compensation system and how to establish compensation policies in compliance with legal standards. b Develop compensation policies to improve employee motivation, performance and job satisfaction. 6 a Describe the component parts of an effective employee-employer relationship system, including occupational health and safety, employee wellness, diversity recognition and employee relations. b Establish, monitor and use an effective employee-employer relationship system. 7 a Describe 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. b Analyze and interpret current union-management issues and negotiate effective settlements to disputes. 8 a Describe the purpose and 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. b Identify and recommend an appropriate evaluation approach for the human resource strategies used in an organization to enhance organizational effectiveness. Issued & Revised by COLT: June 2007 THIS ADHERES TO ALL COLLEGE POLICIES (See College Calendar)
ESSENTIAL EMPLOYABILITY SKILLS (EES); This course supports the students ability to: Analyze information and determine relevancy to an organization s financial reporting system. Create and analyze reports Choose the best method to communicate financial results from a variety of reporting choices. Work, individually and in groups, to design and present financial reports. PRIOR LEARNING ASSESSMENT & RECOGNITION PROCESS (ES): This course is available for PLA. The PLA process will include: a) a comprehensive examination and any combination of the following: b) an interview c) case study d) portfolio e) other EVALUATION & GRADING SYSTEM: Final Test (Comprehensive) 30% Term Work* 70% Term work is to be completed on an individual or group basis as assigned and may consist of any or all of the following: quizzes, assignments, presentations, case studies, games, simulations/experimental exercises, etc. Due dates are indicated in the topical portion of the course outline. Total 100% Evaluative instruments worth 40% of the final grade must be administered, graded and returned to students before the deadline for withdrawal without academic penalty. Each instructor will distribute a detailed schedule of term assignments and related due dates. Final examinations should be retained for one year by the College; however, it is college policy to make final examination papers available to students for review on request. STUDENT ACCOMMODATION: All students have the right to study in an environment that is free from discrimination and/or harassment. It is College policy to provide accommodation based on grounds defined in the Ontario Human Rights Code. Accommodation may include changes or modifications to standard practices. Students with disabilities who require academic accommodations must register with the Centre for Student with Disabilities. Please see the Centre for Students with Disabilities for details. Students requiring accommodation based on human rights grounds should talk with their professors as early as possible. Details are available on the Centennial College website (www.centennialcollege.ca ) If students are unable to write an examination due to a medical problem or unforeseen family problems, they should immediately contact their professor or program Chair for advice. In exceptional and welldocumented circumstances (e.g. unexpected family problems, serious illness, or death of a close family member), students should be able to write a make-up examination to replace an examination missed.
TEXT AND OTHER INSTRUCTIONAL/LEARNING MATERIALS: Gary Dessler, Nina D. Cole, Virginia L. Sutherland, Human Resources Management in Canada, Canadian 10 th Edition Prentice Hall, 2008) ISBN: 0132270878 * Additional materials to be provided by the instructor. USE OF DICTIONARIES: Each faculty and the Chair should determine the use or non-use of dictionaries in the class, at test or examinations, to best suit the need of the learning objectives, the students, the academic freedom, based on consensus of the teaching group. Probationary Policy: Please contact your academic department for details.
Course Title: Human Resource Management Centennial College Course Code: HRMT 301 WEEK TOPIC/CONTENT READINGS LEARNING OUTCOMES INSTRUCTIONAL 1 Roles and Functions of Human Resource Management Ch. 1 Roles and Functions of Human Resource Management (HRM): discuss the evolution of HRM from personnel administration to human resource management to strategic human resource management discuss the objectives of HRM discuss the main assumptions of HRM practice identify and describe the main functions of HRM discuss strategic human resource management and its relationship with organizational effectiveness identify and discuss the main environmental challenges to effective HRM describe the organization of the human resource function and how it may vary with the size of the organization discuss the relationship between HR practitioners and line management in the performance of HR functions Lecture Class Discussion Film Overhead Case Analysis Simulation/ Experiential Exercise Term work due last class in week 2 Ch. 2, pp: 24-41. The Legal Framework: describe the general legal framework affecting HRM explain how jurisdiction over employment law is shared between the federal and provincial governments identify the main pieces of legislation (Ontario) that affect 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 2-3 Strategic and Operational Human Resource Planning Ch. 5 Strategic and Operational Human Resource Planning: describe the purpose of Human Resource Planning (HRP) explain the difference between strategic and operational human resource planning describe the steps in the HRP process Issued & Revised by COLT: June 2007 THIS ADHERES TO ALL COLLEGE POLICIES (See College Calendar) Lecture Class Discussion Film Overhead Case Analysis Simulation/ Experiential
explain the concept of Human Resource Strategy@ Exercise Term work due last class in week 4 Ch. 4 Job Analysis: describe the purpose of job analysis, job descriptions and job specifications and their relationship to HRP describe how to conduct a job analysis and how to write a job description and job specification conduct a job analysis and produce a job description and job specification Job Design: describe the concept of Job Design explain why Job Design is an important consideration in HRP Ch. 3 Human Resource Information Systems/ Human Resource Management Systems (HRIS/ HRMS): describe the purpose of an HRIS/HRMS system describe the various techniques used to gather information for HRP 4-5 Meeting Human Resource Requirements Meeting Human Resource Requirements: describe how recruitment, selection, orientation and contractual/ non-standard employment practices are related to other HR functions and the attainment of organizational goals Lecture Class Discussion Film Overhead Case Analysis Simulation/ Experiential Exercise Review Ch. 2, pp: 24-41 The Legal Framework: identify the main features of Human Rights, Employment Standards and Employment Equity Legislation (federal) Issued & Revised by COLT: June 2007 THIS ADHERES TO ALL COLLEGE POLICIES (See College Calendar) Term work due last class in week 6
Ch. 6 Ch.7 describe the importance of each for meeting human resource requirements describe the enforcement process for each differentiate between direct and systemic (indirect) discrimination. Recruitment: describe the purpose of recruitment design a recruitment program audit recruitment processes for direct and systemic (indirect) discrimination. Selection: describe the purpose of selection describe the tools that may be used in the selection process design a selection process audit selection processes for direct and systemic (indirect) discrimination. conduct a structured interview describe and critically assess common interviewing techniques Ch. 6, pp: 152-153. Contract and Non-standard employment Alternatives: describe employment alternatives and associated pros and cons 6-7 Employee Training and Development Employee Training and Development: explain the purpose of the employee training and development Lecture Class Discussion Film Overhead Case Analysis Simulation/ Experiential Exercise Term work due last Issued & Revised by COLT: June 2007 THIS ADHERES TO ALL COLLEGE POLICIES (See College Calendar)
The Legal Framework: describe the relevance of Human Rights, Employment Equity and Freedom of Information legislation for employee development describe/ review the enforcement process for each class in week 8 Ch. 8, pp: 196-201. Ch. 8, pp: 201-223; Ch. 9, pp: 236-245. Ch. 10 Orientation: describe the purpose of employee orientation explain the role of orientation in the employee development system design an orientation program Training and Development: differentiate between training and development describe the techniques available for management and supervisor training and development identify key adult learning principles identify the main features of an effective training program Performance Appraisals: explain the purpose of performance appraisal critically assess the various methods used in performance appraisal describe how to construct a performance appraisal system describe the various uses of performance appraisal information Ch. 9, pp: 224-236. Career Management/Development: 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 Issued & Revised by COLT: June 2007 THIS ADHERES TO ALL COLLEGE POLICIES (See College Calendar)
Counselling: describe the purpose of employee counselling and how it contributes to organizational effectiveness 8-9 The Compensation System The Compensation System: describe the purpose of employee compensation differentiate among: direct, indirect and non-monetary compensation explain the concept of a compensation strategy@ The Legal Framework: describe the importance of Employment Standards, Pay Equity, and Employment Insurance for the Compensation System describe/ review the enforcement process for each Ch. 11 Ch. 12 Conventional Compensation: describe the various forms of conventional compensation describe the job evaluation@ process and how to price a job@ describe the concept of a pay structure Incentives: describe the purpose of incentive 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 Ch. 13 Benefits: describe the purpose of employee benefits and discuss their importance describe the trends in employee benefit compensation and administration Issued & Revised by COLT: June 2007 THIS ADHERES TO ALL COLLEGE POLICIES (See College Calendar)
10-11 The Employee-Employer Relationship Ch. 14 The Employee Maintenance System: describe the purpose of the employee maintenance system The Legal Framework: describe the main features of Occupational Health and Safety and Workers= Compensation Legislation describe the relevance of Human Rights, Employment Standards and Common Law in the termination of the employment relationship describe the enforcement process for each Occupational Health and Safety: describe the purpose of occupational health and safety programs 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 the 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 Ch. 2, pp: 41-43. Ch. 15, pp: 339-406. Recognizing Diversity: explain the concept of diversity management explain the importance of recognizing diversity for organizational performance Employee Relations: explain the concept of employee relations Issued & Revised by COLT: June 2007 THIS ADHERES TO ALL COLLEGE POLICIES (See College Calendar)
describe the types of issues covered under the heading of employee relations describe why managing employee relations is important for the organization Ch. 15, pp: 406-421. Discipline/ Termination: explain the difference between termination for redundancy and termination for cause outline the legal requirements associated with both 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 dismiss an employee for cause 12-13 Labour Relations Ch. 16 Labour Relations: explain the importance of fostering good union/ management relations identify the three main areas of union/ management interaction: Union Organizing/ The Certification Process; Negotiating Collective Agreements; Administering Collective Agreements/ Grievances and Arbitration The Legal Framework: describe the main features of labour relations legislation and its impact on union-management relations/ behaviour with special attention to unfair labour practices describe the enforcement process Unions: identify the main components of union organizational structure describe basic trends in union membership explain the difference between bread and butter unionism and societal unionism describe the principal goals of unions in collective Issued & Revised by COLT: June 2007 THIS ADHERES TO ALL COLLEGE POLICIES (See College Calendar)
bargaining Employers: describe the typical labour relations goals of employers Organizing Unions/ The Certification Process: explain why workers join unions and the logic of collective action describe how unions gain the legal right to represent a group of workers Negotiating Collective Agreements: 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 3 rd party assistance available to help union and management negotiate a collective agreement explain how the strike threat encourages the parties to make concessions Administering Collective Agreements/ Grievances/ Arbitration: describe the main features of the grievance-arbitration process negotiate a settlement to a union grievance 14 Evaluating the Efficiency/ Effectiveness of HRM Ch. 1, pp: 4-5. Evaluating the Efficiency/ Effectiveness of HRM explain the purpose of evaluating the performance of HRM describe common quantitative and qualitative approaches to assessing the efficiency and effectiveness of HRM system describe how to conduct a human resource audit@ Lecture Class Discussion Film Overhead Case Analysis Simulation/ Experiential Exercise Issued & Revised by COLT: June 2007 THIS ADHERES TO ALL COLLEGE POLICIES (See College Calendar)
15 Final Exam: Comprehensive describe the 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 a balanced score card in assessing the efficiency and effectiveness of the human resource management system Term work due last class in week 15 Issued & Revised by COLT: June 2007 THIS ADHERES TO ALL COLLEGE POLICIES (See College Calendar)
POLICY STATEMENTS College Policies The following statements are selected from Centennial College policies approved by the Board of Governors. Student Responsibilities Students are expected to know the contents of the course outline and to discuss with the professor any areas where clarification is required. Students should keep all course outlines for each course taken at Centennial College. These may be used to apply for transfer of credit to other educational institutions. A fee may be charged for additional or replacement copies. Other Policies Students should familiarize themselves with all College Policies that cover students rights, responsibilities, and the Academic Appeal process. For further information, consult the Academic Matters Section in the full-time and continuing education calendars. The Academic Appeal Application form is available from any Enrolment Services (Registrar) Office. Proof of Student Status Students are obliged to produce official photo identification at any time during the semester when requested to do so by any professor. (The official piece is the Centennial Student Card.) Continuing Education students do not have Centennial Student Cards, and so they may use other forms of photo identification, such as a driver s license, health card, or other governmentissued photo identification. Final Examinations When writing a test or examination, students must put their official photo-id cards in full view, for review by the invigilator. Students who do not have official photo-id will be permitted to write the examination with a substitute photo-id, but they will be required to produce photo-id at the program or department office within 24 hours or the next business day following the examination, or else the examination results will be void. Faculty Consultation Professors are available to see students outside of class time. Students can contact professors via voice mail, email, or through their program or department office. Information regarding how to contact teachers will be provided at the beginning of the course and is also available in the program or department office. Human Rights Statement It is the policy of the College that all programs will strive for a learning, teaching, and working environment that promotes inclusion, understanding and respect for all students and employees, consistent with the Ontario Human Rights Code and the Centennial College's Statement of Diversity.