BUS 281 HUMAN RESOURCE MANAGEMENT

DIVISION OF APPLIED SCIENCE & MANAGEMENT School of Management, Tourism & Hospitality Business Administration Fall 2010 COURSE OUTLINE BUS 281 HUMAN RESOURCE MANAGEMENT 45 HOURS 3 CREDITS PREPARED BY: Gabor Gyorgy DATE: Instructor APPROVED BY: Jeff Wolosewich DATE: Dean

YUKON COLLEGE Copyright August, 2010 All rights reserved. No part of this material covered by this copyright may be reproduced or utilized in any form or by any means, electronic or mechanical, traded, or rented or resold, without written permission from Yukon College. Course Outline prepared by, Gabor Gyorgy, August 2010. Yukon College P.O. Box 2799 Whitehorse, YT Y1A 5K4

DIVISION OF APPLIED SCIENCE & MANAGEMENT BUS 281 Human Resource Management 3 Credit Course Fall 2009 Human Resource Management INSTRUCTOR: OFFICE HOURS: OFFICE LOCATION: Gabor Gyorgy Room A2433 - Ayamdigut Campus TELEPHONE/E-MAIL: 668-8754 ggyorgy@yukoncollege.yk.ca FAX: 668-5210 COURSE OFFERING DAYS & TIMES: Friday, September 10 to December 17; 9:00am 12:00pm p.m., RM 2402 COURSE DESCRIPTION To adapt to the continually changing business environment, human resource management (HRM) assumes an increasingly important role within organizations. To survive challenges of the new millennium, organizations must strategically integrate HRM with all aspects of their business planning and operations. Human Resource Management (BUS 281) covers the theory, functions and current practices for human resource management. This course emphasizes practical application of HRM concepts and skills related to environmental and organizational analysis; the legal and regulatory framework; HR planning; recruitment and selection; training, development and performance evaluation; compensation and safety; and employee and labour relations.

LEARNING OUTCOMES: Students will 1. develop a clear and meaningful understanding of human resource management theory, functions and practices; 2. understand the role and value of strategic human resource management in the success of modern organizations; 3. apply human resource management concepts to discussions about organizations, situations and incidents; and 4. Develop a knowledge and skill base that assists in understanding the influence of human resource management issues and problems from the perspective of managers, employees and organizations; and in analyzing and implementing HR solutions. DELIVERY METHODS/FORMAT: The instructor's role is to facilitate learning. Lectures will summarize pertinent content from the text and provide practical examples of human resource management processes, practices and their applications. Readings must be completed prior to the class session they are assigned for. Case studies, simulations, article reviews, small group plenary discussions and whole group class discussions will be used to demonstrate and apply human resource management concepts. To benefit from in-class learning, it is essential to read and analyze the pre-assigned work. Attendance and full participation are equally essential for students to fully benefit from the learning process. The instructor will not cover all of the material in the assigned readings during class and may also cover supplementary material. Supplementary material will be presented during classes. Examination content will include material from assigned readings, supplementary material presented, and in-class discussions and activities.

COURSE REQUIREMENTS: Attendance and Participation Your learning experience depends on personal participation and involvement. Sharing perceptions and ideas with others is central to learning. You should be prepared to take some risks and to be supportive of others efforts to do the same. You will be expected to attend class, to have read and thought about the readings, and to contribute to the class by actively participating in discussions and exercises. As such, marks for participation will be assigned based on observed participation in class that demonstrates a careful study of, and willingness to engage, our subject matter. Classes are three hours in length, and missing a class means that you will have missed a lot of material. Please email beforehand if you plan to be late, or if you cannot make it to class on a given day. Assignments Written assignments must be submitted in hard copy by the class start time on the due date unless the instructor indicates otherwise. Late assignments will have 5% deducted for each day they are late, to a maximum of 50%. EVALUATION A final grade for this course will be assigned on the following basis: CRITERIA ASSIGNMENT VALUE Class Participation This includes attending class, 20% conducting oneself in a professional demeanour, participating in exercises and simulations, demonstrating an understanding of readings, questioning, active listening, and supporting class members.

Mid Term Exam Review of: 15% 1. readings Ch.1, 4-7 2. class lectures and discussions Negotiation Simulation 10% HRM Documents Performance Document 10% Recruitment Document 10% Communication Document 10% Final Examination Cumulative Review of 1. All readings 2. all class lectures/discussions 3. all assignments 25% REQUIRED MATERIALS Schwind, Herman F., Das, Hari & Wagar, Terry H. (2010). Canadian Human Resource Management - A Strategic Approach, 9th Edition: McGraw-Hill Ryerson, 594 pp.

SYLLABUS: Readings refer to the Schwind, Das & Wagar text, 9th Edition. Additional/supplementary readings may be assigned during the term. Class Date Week Topics Text Sept 10 1 Introductions Course Outline Review Ch.1 Sept 17 2 Strategic Importance of Human Resource Management Ch.1 Sept 24 3 Turnover and Orientation Ch. 7 Oct 1 4 Meeting Legal Requirements Ch. 4 Oct 8 5 Human Resource Policy Ch. 4 Oct 15 6 Recruitment and Selection Ch. 5 + 6 Oct 22 7 Mid-Term Examination: Ch 1,4-7 Performance Management Oct 29 8 Ch. 8 Assignments Recruitment Document Due Nov. 5th Performance Document - Due Nov 19th Last Day to Withdraw from Yukon College Courses Without Academic Penalty Nov 5 9 Managing Employee Relations Ch.11 Nov 12 10 Nov 19 11 Nov 26 12 Dec 3 13 The Union-Management Framework Collective Agreements and The Collective Bargaining Process Negotiation Simulation The Future of HRM Ch.14 Ch.14 Course Review Dec 10 14 Course Evaluation Dec 17 Comprehensive Final Examination All Communication Document Due Dec 10

HR RECRUITMENT AD ASSIGNMENT Your wealthy Auntie, the owner of a successful business, has promised to support the cost of hiring you a Personal Assistant. Your personal assistant will be hired through her organization s HR department, and will be considered an employee of her organization, although she is working for you. To assist her HR staff in hiring your personal assistant, she has asked you to develop the HR file for the new position. This includes creating the want ad for the position and drafting 10 interview questions for screened applicants. Your want ad and interview questions will be graded as per the rubric provided below. Ensure that you use the requirements of the rubric to guide you as you prepare your Want Ad and Interview questions. Added background will be provided by the Instructor in class.

WANT AD RUBRIC STYLISTIC CRITERIA Ad addresses the audience and uses a language that the applicant finds comfortable. Ad uses short sentences and familiar words that are action oriented Shows flawless editing for grammar, syntax and punctuation, spelling. Content is sequenced logically and in an engaging manner Ad respects the provisions of human rights and other laws and the dignity of the readers. Ad makes a favorable projection of your corporate image and activities without boasting or making unsupported claims. Ad has exemplary creative appeal that sets it apart from other advertisements with good copy layout, visual balance, visual tension, and contrast Throughout Frequently Sometimes Rarely CONTENT RELATED CRITERIA Ad contains all relevant information about the position and organization, including: Job title Working conditions a clear description of the job training offered organizational and work culture major skills, competencies, and educational requirements career and personal requirements career and personal development possibilities location of the job salary, benefits, and other incentives travel and other requirements other selling points Clear, Concise and Creative Somewhat Clear, Concise and Creative Vague, not fully developed Missing INTERVIEW QUESTIONS Questions relevant, elicit applicant s ability to meet requirements of position as identified in ad Clearly and directly - Highly Creative Throughout Generally Clear, Direct, Creative Somewhat vague, indirect on occasion Unrelated at times, indirectly 3 Behavioral questions 3 situational questions 3+ personal questions

360 PERFORMANCE APPRAISAL ASSIGNMENT Recognized as a human resources expert in the performance management area, you have been asked by a family-coaching organization to develop a 360 degree performance appraisal for families. Applying the same principles and approach used in performance appraisals for the employees of an organization, create a 360 degree performance appraisal document that assesses the performance of parents. PREAMBLE Ensure that you provide detailed instructions and guidelines for completion for all family members participating in the survey. Assume that none of your respondents have participated in a 360 performance appraisal before, so ensure that your preamble includes the rationale for the assessment and why family members participation is important. Ensure that you note whether your assessment is anonymous as well, and explain your reasoning. Refer to the rubric provided for detailed guidelines. APPRAISAL The process of designing the feedback document will require you to 1. build it from the role's key skill areas, 2. break these down into elements and, 3. measure each element via carefully worded questions Your assessment should have a minimum of 10 key skill areas, with at least two elements in each. Your assessment should have no fewer than 25 questions. Refer to the rubric provided for detailed guidelines.

80%-100% 70%-80% 60%-70% 50%-60% Instructions/Guidelines Clear, straightforward, detailed Generally clear, straightforward Somewhat vague or unclear on some points Missing, or unclear Family Mission and Vision Stated Clear, straightforward Straightforward Somewhat unclear Missing or unclear PREAMBLE Nature of Assessment The value of 360 performance appraisal is clearly explained in context Value of 360 performance appraisal explained Value of 360 performance appraisal explained, however somewhat unclearly Missing, or largely unclear Rationale Clearly explains why appraisal is occurring, and how feedback will be used. Explains why appraisal is occurring. Explains rationale, however unclearly on occasions Missing, or largely unclear. Key Skill Areas All relevant and widely applicable to all respondents Most relevant and widely applicable to respondents Some areas seemingly unrelated to parenting Several areas unrelated to parenting APPRAISAL Elements All relevant and widely applicable to all respondents Most relevant and widely applicable to respondents Some elements seemingly unrelated to key skill areas Several elements unrelated to key skill area Questions Clear, relevant, pointed, and applicable to all respondents Questions generally seeking to elicit relevant information from all respondents Questions generally good, however several seem irrelevant or unclear at times, not relevant to all respondents Majority of questions unclear or seemingly irrelevant

Ratings Very practical, allow for straightforward quantifiable results throughout Generally allow for good quantifiable feedback Rating criteria sometimes unclear or not related question Do not adequately allow for quantifiable feedback for question 25+ questions 25+ 22-24 20-22 Less than 20 Conventions Shows flawless editing for grammar, syntax and punctuation, spelling. Grammar, syntax, punctuation, spelling all show signs of editing, however some errors exist. Generally good but either shows a regular pattern of errors or several problems. Some signs of careful crafting. Mechanical errors distract reader, and impede reading. Shows carelessness, lack of editing and proofreading. OTHER Professional Format Document completely professional in tone and format. Document is generally professional in format and tone Document occasionally demonstrates a professional tone/format, however could benefit from significant revisions. Document unprofessional in tone and format, and is not suitable as an HR document. Functionality Appraisal easy to use and understand, consistent in its structure, transparent in its logic, good flow Appraisal generally straightforward and easy to complete Appraisal has difficult sections, disjointed at times Appraisal generally awkward, difficult to follow, disjointed

HR COMMUNICATION DOCUMENT Assuming the role of the senior human resources staff person at an(y) organization (of your choice), write a (minimum two page) communication to the staff informing them of a new strategic program being implemented by your department. Clearly explain; 1. your rationale for implementing this new program and how it aligns and/or furthers the existing strategic goals of the organization 2. what the program will involve and how it will affect employees directly 3. how the program will be implemented In preparing this communication, ensure that you remain entirely professional throughout in tone and in organization/content (using proper Memo format for example), and that you use a minimum of 20 words from the glossary in your textbook. For a detailed outline of this assignment and additional information as to how it will be graded, please refer to the rubric below: RUBRIC FOR HR COMMUNICATION DOCUMENT

LANGUAGE 80% - 100% 70%-80% 60%-70% 50%-60% Glossary Words 20+ 18-19 16-17 15 or less Glossary Words Relevant and in context, well integrated. No fluffing. Few words are relevant, most missapplied Conventions Shows flawless editing for grammar, syntax and punctuation, spelling. Generally well applied, though some words irrelevant and missapplied. Some fluffing. Grammar, syntax, punctuation, spelling all show signs of editing, however some errors exist. Several words seem irrelevant given context and missapplied. Considerable fluffing. Generally good but either shows a regular pattern of errors or several problems. Some signs of careful crafting. Mechanical errors distract reader, and impede reading. Shows carelessness, lack of editing and proofreading. PROFESSIONALISM Professional Appearance Professional Tone Document is entirely professional in appearance, and suitable for distribution within organization. Meticulous, creative display. Document completely professional in tone. Document is professional in appearance, however could benefit from some revisions before distribution within organization. Document is generally professional in tone Document shows some professional features, however needs considerable revisions before distribution. Document occasionally demonstrates a professional tone, however could benefit from significant revisions. Document shows few if any professional features and not suitable as an HR communication. Document unprofessional in tone and is not suitable as an HR communication. PROGRAM CONTENT Strategic Alignment Program Details Implementation Organizational strategy clearly explained with direct linkages to proposed HR program. Program rationale clear and comprehensible Program clearly explained, and relevant within HR context. Implementation methodical, straightforward and realistic within context of organization and program Organizational strategy explained with linkages to proposed HR program s rationale apparent. Program explained, relevant with an HR context Implementation plan generally clear and straightforward and relevant, with few lapses Organizational strategy present, some linkages to proposed HR program tenuous or unclear. Rationale not straightforward. Program description unclear on some points, HR connection tenuous on some points. Implementation plan present, however lapses in clarity and method. Organizational strategy unclear with few if any linkages to proposed HR program. Program unclear and irrelevant in an HR context. Implementation unclear and unrealistic within context of organization and program.