Professional Issues in Human Resources - Central .Professional Issues in Human Resources ... (PIHR)

  • View
    212

  • Download
    0

Embed Size (px)

Text of Professional Issues in Human Resources - Central .Professional Issues in Human Resources ... (PIHR)

  • Professional Issues in Human Resources HRM 595.110 - Fall 2014 CRN: 80272

    Wednesdays 6:00 p.m. 9:00 p.m. Dr. Barbara Lyon, SPHR

    I. COURSE OVERVIEW

    Professional Issues in Human Resources (PIHR) examines contemporary issues in

    human resource management. Emphasis is placed on current issues, ethical decision-

    making processes, work place investigations, and continued professional development.

    Successful completion of a comprehensive competency examination covering the

    principal areas studied within the human resource management functions is required.

    Prerequisite: A minimum of 15 hours in human resource management, educational

    psychology, industrial/organizational psychology or concurrent enrollment. (Note: This

    Professional Issues in Human Resources has required on-line components, using Blackboard applications.)

    II. COURSE OBJECTIVES

    Upon successful completion of the Professional Issues in Human Resources course, each student will be able to demonstrate the following skills and knowledge

    competencies:

    A. Strategic Human Resource Management: Knowledge of strategic management

    concepts (strategy development, macro/micro-economics, human resource law,

    leadership, ethics, scorecard metrics, global HRM, etc.) related to designing and

    implementing effective and efficient human resource management programs.

    Skill in using university library database system.

    Skill in conducting graduate-level secondary research.

    Skill in communicating HRM information.

    Skill in writing business memos.

    Skill in using the SHRM Web site.

    Skill in networking within the HRM professional community.

    Skill in identifying strategic business issues confronting the HRM

    department.

    Skill in using empirical methods to determine long-term impact of HRM

    practices on the organizations bottom line.

  • HRM 595.110 Fall 2014

    Syllabus - Page 2

    B. Workforce Planning and Employment: Knowledge of workforce planning and

    employment concepts (employment laws, job analysis and design, HR forecasting,

    recruiting methods, valid selection practices, etc.) related to designing and

    implementing effective organizational staffing practices.

    Skill in using the EEOC Web site for workforce information and/or

    resources.

    Skill in using empirical methods to forecast staffing requirements to meet

    organizational demands.

    Skill in using the BLS Web site for information and/or resources.

    Skill in using empirical methods to conduct adverse impact analysis.

    Skill in using the O-net Web site for information and/or resources.

    Skill in using the TWC Web site for information and/or resources.

    Skill in analyzing recruitment practices to make recommendations.

    Skill in analyzing legal issues related to organizational staffing activities.

    C. Human Resource Development: Knowledge of human resource development

    concepts (learning styles, training analysis, development, design,

    Implementation, evaluation, etc.) related to designing and implementing

    effective organizational training and development practices.

    Skill in using the ASTD Web site information and/or resources.

    Skill in analyzing learning requirements to assign HRD priorities.

    Skill in analyzing performance management issues to make recommendations.

    Skill in preparing a personal resume related to HRM career development.

    Skill in utilizing a personal profile related to HRM career development.

    D. Compensation and Benefits: Knowledge of total compensation concepts (wages,

    variable pay, benefits administration, pay policy, pay structure, pay philosophy,

    compensation administration, compensation law, etc.) related to designing and

    implementing effective compensation and benefit practices.

    Skill in using the WHD Web site for information and/or resources.

    Skill in applying FLSA guidelines to determine exemption status.

    Skill in developing an organizations pay structure (base pay system).

    Skill in using the BLS Web site for compensation and benefits information.

    E. Employee and Labor Relations: Knowledge of employee and labor relations

    concepts (organizational behavior, fair treatment, discipline, union security,

    management rights, collective bargaining, labor law, risk management etc.)

    related to designing and implementing effective organizational labor practices.

    Skill in analyzing organizational issues to make recommendation.

    Skill in using OSHA Web site for information and/or resources.

    Skill in using AFL-CIO Web site for information and/or resources.

  • HRM 595.110 Fall 2014

    Syllabus - Page 3

    III. INSTRUCTIONAL MATERIALS

    Nkomo, S. M., Fottler, M. D., & McAfee, R. B. (2011). Applications in human

    resource management: Cases, exercises, incidents, and skill builders

    (7th ed.). Cincinnati: South-Western (Cengage). [ISBN-10: 0538468076 | ISBN-13: 9780538468077]

    Mathis, R. L., & Jackson, J. H. (2011 or 2014). Human resource management (13th ed.

    or 14th ed). Florence, KY: Cengage Learning. [ISBN: 978-0-538-45315-8 or ISBN: 0-538-45315-x]

    IV. COURSE REQUIREMENTS and STRUCTURE

    A. Attendance/Withdrawal: Remember that class participation is difficult,

    at best, without class attendance, so make every effort to attend each class

    session. Although attendance is highly encouraged, we recognize that not all

    students are able to attend each class session. In cases where the student will

    miss two or more weeks, please contact the professor or program secretary with

    information as soon as possible. It is the responsibility of each student to submit

    assignments and become aware of other activities missed during absences. Note #1: In accordance with university policy, each faculty member has the

    responsibility and authority to determine whether make-up work can be done because of

    absences. Although Dr. Lyon will generally accept make-up assignments up to one week

    late, no individual additional extra credit activities will be granted. Make-up exams

    are discussed in the exam paragraph.

    Note #2: In rare, emergency cases, students may qualify for an incomplete grade,

    which is recorded as a K on the grade report and transcript. Requests for incomplete

    grades must be made according to TAMU-CT policy and approved by the instructor prior

    to the final week of classes. All requirements must be competed by the end of the next

    long semester or the K automatically changed to an F.

    Note #3: The last day to drop a course with no record this semester is published

    in the University Catalog on the Academic Calendar page(s).

    B. Assignments: Reading assignments will be in accordance with this

    syllabus and as assigned in class. Students are expected to become familiar with

    information and assignments prior to discussion periods scheduled for each class.

    Assignment point values are indicated in the syllabus. Late assignments will

    be down-graded 20% per day (100% per week) and will generally not be scored if

    submitted after more than one week following the scheduled due date. Unless

    otherwise announced in class, workbook assignments are due the day of the week

  • HRM 595.110 Fall 2014

    Syllabus - Page 4

    assigned. Workbook assignments must be submitted by the end of the scheduled

    class period and, if appropriate, may be submitted on the Exercise Book forms

    provided; however, memo assignments must be prepared in typewritten format.

    Students who are absent from class are encouraged to submit their assignments

    early or through Blackboard to avoid late penalties.

    C. Written Work: Unless otherwise indicated, all outside written work must

    be typed double-spaced on white 8-1/2 x 11 paper, using black ink. Students are

    required to use the Publication Manual of the American Psychological Association

    (APA, 6th ed.) as the primary reference as they prepare their formal work for

    submission. Most written work will be submitted for grading with a cover sheet

    (including title of work, student name, university, course and section number,

    professor, date, etc.) and stapled at the upper left-hand corner. Items submitted

    are expected to be of graduate quality, language and depth and in APA format.

    Points will be deducted for poor grammar, spelling and appearance.

    Note #1: All 5-point assignments are exempt from the cover page

    requirement.

    Note #2: No plastic folders will be used, except in such cases as

    specifically necessary to support course objectives.

    Note #3: Items containing more than three errors may be returned for

    correction and resubmission. The highest grade that will be assigned to a

    resubmission is a C.

    D. HRM Research (Class Presentation/Literature Review): Students, working

    individually or in teams of two, will deliver a timed, oral presentation on an

    appropriate topic. Topics will be assigned by the professor and students will be

    assigned specific dates, according to the Course Outline (see last section).

    Presentations will be conducted in a professional manner (including appropriate

    dress) and will range in time from 12 to 15 minutes. Each student must speak during

    a major portion (e.g. not fewer th