Human Resource
Management
MGT 5207
Student Syllabus
Fall Semester 2013
Table of Contents
Course overview
3
Course objectives
3
Learning outcomes
4
Lecture times
5
Course lecture schedule
5
Prescribed text and supplementary reading
7
Additional resources
8
Assessment
8
Grading and appeal of grades
10
Code of conduct
10
Student Advising
11
Contacting the course lecturer
11
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Course overview
Human resource management is critical to the success of every business. HR professionals do the most important work in a business because, ultimately, a business is its people. HR is all about finding, hiring, developing, engaging,
supporting, rewarding, nurturing and keeping the people who make the business work. It is exciting and challenging work but very rewarding.
Even if your major is finance, accounting or marketing you need to know about human resource management. The reason is because you will lead and manage work teams and project teams so you need to know how to support and develop these people. How to get the best out of them. HR is everybody’s business.
This course will give you a strong grounding in all key HR functions. It is a course of many different topics and it is designed with the needs of modern businesses in mind. At the end, you will be proficient in basic strategic human resource management theory and practice.
The course will address issues of ethics as they relate to managing people in organizations. Issues such as honesty, transparency and personal integrity when managing others will be discussed among other pertinent issues.
I wish you well with your study of Human Resource Management and hope that you find the course interesting, enjoyable and worthwhile.
Dr. Paul Davis
Assistant Professor of Management
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Course objectives
The objectives of this course are:
• To teach relevant, practical and applicable human resource management skills to equip the student with the foundation competencies for working as HR practitioners in business.
• To improve the student’s self-confidence to be able to analyze and decide upon HR issues and problems.
• To introduce contemporary theory and practice in modern human resource management and the range of tools and methods available to address HR challenges and problems.
• Apply critical thinking and problem solving skills to the analysis and resolution of human resource problems as presented in case studies.
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Learning outcomes
At the successful completion of this course students will be able to:
• Describe what human resource management is and how human resource management relates to effective and successful organizations.
• Articulate the critical issues and challenges involved in contemporary human resource management.
• Discriminate between different types of human resource strategies, models, theories and approaches.
• Develop plans relating to central HR issues.
• Highlight particular issues that determine the success or failure of human resource management practices.
• Identify the important elements that constitute the roles and functions
associated with human resource management in contemporary organizations.
• Appreciate the importance of ethics to effectively managing people in organizations and how ethical concepts apply in practice.
• Apply critical thinking and problem solving skills to the analysis and resolution of human resource problems as presented in case studies.
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Lecture times
MGT 3204 ~ Human Resource Management
Day Start Finish Duration Room #
Saturday 1000 1115 1hr 15 minutes TBA
Saturday 1130 1245 1hr 15 minutes TBA
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Course lecture schedule
Saturday... Lecture topics
SEP 7, 2013 How does HR add value to the organization? Functions of human resources
Roles of HR specialists Functional and strategic HR
SEP 14 Strategy formulation process
Common competitive business strategies Approaches to HR strategy
Common human resource strategies
Aligning the HR strategy with competitive business strategy
SEP 21 Equal Employment Opportunity and Occupational Safety Strategic design of work tasks
Job analysis and design Work/life balance initiatives
SEP 28 Strategic recruitment 1 Strategic recruitment 2 Employee selection 1 Employee selection 2
OCT 5 Induction and on-boarding new employees Strategic employee retention
Strategic employee separation Discipline and dismissal of employees
OCT 12 Introduction to performance management Strategic performance management Understanding performance
Measuring performance
OCT 19
Assessment Task 1: Case Study
OCT 26 Performance appraisals
Problems with performance appraisals Improving the appraisal process Providing employees with feedback
NOV 2 Introduction to training and development How to make training strategic
Learning styles and assessing training needs Training delivery methods
Return on investment in training initiatives
NOV 9 Strategic career development Tools for career development Integrating development efforts Challenges to career development
NOV 16 Strategic compensation management
Compensation as a tool for motivating employees How to determine pay rates
Compensation structures
NOV 23 Compensation package design Elements of pay
Incentives, bonuses, rewards and benefits Compensation philosophy and total rewards
NOV 30 Tools and techniques for employee involvement Communicating HR issues to the business
Inviting and encouraging employee participation How to deliver bad news to employees
DEC 7 Principles of managing your top talent Talent identification and audit
Talent management challenges and solutions Designing a talent retention plan for your business
DEC 14
End of Semester Quiz/Case Study
DEC 16
Final Assessment Tasks due
NOTE: There is no end of semester exam for this course
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Prescribed text and supplementary reading
The text book for this course is:
Dessler, G. (2008) ‘Human Resource Management’ (11th edition), Pearson Education
International, Upper Saddle River, New Jersey. Look for the newer edition...I ordered it; hopefully it is there.
KIMEP has multiple copies of various editions of this book in the library. Get the most recent edition you can.
While it is not essential that you have your own copy of the book, it is essential to have access to a copy. This will mean spending time in the library accessing reserve copies for your assignments.
There are other books in the library that have chapters relevant to our course topics. Students should find these books and use them for the written paper (see
Assessment section). Those who read most widely invariably produce the best work and earn the best grades.
You should also access the electronic journals through the library. Emerald (one of the publishers of academic journals) has titles on human resource management and many related subjects.
The World Wide Web is today an excellent, convenient and quick resource. Typing in key words such as “human resource management” into a search engine will reveal a wealth of information useful for broad reading and assignments.
Finally, I have several good books and very recent magazines from Australia and USA on HR which I can lend to students. These books/magazines cover many HR related topics and some of them have excellent case studies. Please contact me to find out more about available resources.
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Additional resources
From time to time, additional resources for this course (for example; case studies, articles) will be put on the L Drive. All students have access to the L Drive and they should look in the folder called “Paul Davis”.
While the lecturer may inform students that new material has been put on the L Drive, it is the student’s responsibility to check the folder regularly. It is
recommended that you check the L Drive once a week for new materials.
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Assessment
The assessment for this course is as follows:
• Assessment Task 1 (20%)
This will be an exam of 75 minutes. The exam will be to analyze a case study. In the exam you will have two case studies and you will need to answer 3 questions on one case study. The exam will be conducted during class time but may be in a bigger room – announcement will be made in class.
Assessment Task 1 will be completed in class time on Saturday 19th October (first half of our double class).
• Assessment Task 2 (40%)
This will be an end of semester multiple choice quiz in the first half of our class and a case study during the second half of our class. The quiz will cover
is a review of the entire course. You will have 75 minutes to answer about 50 short multiple choice questions. The quiz will be during class time but maybe in a bigger room. You will be advised closer to the time during a lecture so be sure to come to class. For the case study you will have a choice of two cases. You must choose one case and answer the 3 questions on that case. You will have 75 minutes. The Quiz will be worth 20% and the case study also worth 20%
Assessment Task 2 will be in class on Saturday 14th December 2013
• Assessment Task 3 (40%)
This is your final assessment for the course. It has two parts. Part 1 is a homework portfolio which must have all homework for the semester collected as one document and neatly presented. All homework tasks are in the Homework folder on the L Drive.
Part 2 is to design a human resource management plan for a fictional business. Details are in the Assessment Tasks folder on the L Drive.
Assessment Task 3 must be submitted in person, hard copy (no emails) on Monday 16th December 2013 at my office between 4pm and 7pm.
IMPORTANT NOTE: Monday 16 December is a public holiday in
Kazakhstan and KIMEP is officially closed. However, I will be at KIMEP and you must deliver your work to me on this date. The only other choice you have is to submit your work earlier (for example, at the end of our final class on Saturday 14 December).
Work that is submitted late will be penalized by 5% off for each day late. The percentage is deducted from your final score. For example; if you hand in work 3 days late you will lose 15% of whatever marks the work is given. Work that is 5 or more days late will not be accepted and will score zero.
NOTE: Details of all assessment tasks can be found in the “Assessment Tasks” folder on the L Drive.
Attendance at all lectures is compulsory. An attendance check will be taken each lecture. People with several unexplained absences may be withdrawn from the course. People with perfect attendance (and participation) may
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Grading and appeal of grades
Grading for this course follows the standard KIMEP Grading scale (please refer to the KIMEP Catalogue).
If you wish to appeal your final course grade then you must follow the rules for grade appeal set out in the KIMEP Catalogue. A summary is provided below:
GRADE APPEAL
Page 25 of the KIMEP Catalogue clearly states that an appeal against a grade can ONLY be
made on “the grounds that the PROCESS for determining a grade was wrong.” This means:
1. The answer key for an exam is incorrect
2. The points on an exam are incorrectly totaled or average total points incorrectly calculated
3. The grading formula has been changed without advance notice
The Catalogue goes on to say “A student may not appeal their grade because they are dissatisfied with the grade.”
Further; “A grade review will NOT be considered where the evaluation is subjective.” (Case studies; essays; business plans; proposals etc are, of course, subjective).
Any appeal outside of the above KIMEP policy will not be heard.
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Code of conduct
Students are expected to be aware of the important rules regarding appropriate academic behaviour. If you have not already done so, please read carefully pages 41 – 42 of the online KIMEP Catalogue 2012 – 2013. You will find important
information on:
• Student classroom behaviour • Disruptive behaviour policy • Class attendance policy • Examination rules • Plagiarism
Classes are compulsory and are considered an integral part of the course. Students should contact the lecturer if they are going to be / have been absent and provide a satisfactory explanation for their absence.
Regular absenteeism, whether explained or not, may result in lowered grades or instructor-initiated withdrawal from the course. There will be an attendance sheet to sign at the beginning of each lecture. It is the student’s responsibility to ensure that they sign this sheet.
Mobile phones must be switched off throughout the lecture. If you leave to take a phone call you can not come back to class.
Cheating, either on class assignments or during the final exam, will not be tolerated. Be warned that KIMEP imposes severe penalties on those caught deliberately cheating.
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Student advising
Your lecturer is available to you outside of class times for the purposes of academic advising. If you have any concerns or questions regarding the course, you should contact your lecturer as soon as possible and seek advice.
Scheduled Student Advising Hours ~ Dr. Davis
Monday & Wednesday Tuesday & Thursday Other Times
1600 – 1700 1930 – 2000 By appointment only
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Contacting the course lecturer
Your lecturer is Assistant Professor Paul Davis and he can advise you in three ways:
• By email at [email protected]
• By telephone at +7 727 44 40 (extension 2331)
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Professor's profile
Paul is from Kent, England but lives mostly in Australia. He has also previously lived in Japan. He is a British and Australian citizen. Before joining KIMEP Paul Davis was managing director of an international management consulting company based in Sydney, Australia. Paul founded this business and soon built up a large international client base. Paul has consulted, coached and trained managers and executives from more than 500 organizations representing 63 different countries. His clients included Transocean (USA); Air New Zealand; ING (Hong Kong); RHB Islamic Bank (Malaysia); Local Government Managers’ Association of Australia and Northern Savings Credit Union (Canada). Paul continues to consult internationally and has worked in Australia, New Zealand, Malaysia, Thailand, Indonesia, Brunei, Philippines, Hong Kong, Singapore, Vietnam, United Arab Emirates, Oman, Canada, India, Tanzania and South Africa.
Paul has written and delivered numerous public courses for managers and executives around the world. Topics have included: Corporate Communications; Strategic Human Capital Management; Talent Management; Compensation, Benefits and Total Rewards; Change Management; Human Performance Measurement and Management. He has trained all levels of management with companies including: Nike; Shell; Saudi Aramco; Malaysia Airlines; Dell; Michelin;
PricewaterhouseCoopers; News Limited; HSBC; Allianz; Société Genéralé; Tourism Canada; Commonwealth Bank of Australia; Tenix Aerospace; Sanofi-Aventis; Central Banks of Sudan, Philippines and Vanuatu; Dubai Islamic Bank; China Bank and Singapore Department of Defence. He has published many articles in leading academic journals including: International Journal of
Corporate Communications; International Journal of Corporate Governance; International Journal of Productivity and Performance Management; Training and Management Development Methods and Learning and Development in Organizations. Paul has also published widely in the
Dr. Paul Davis
BA (UNE); GradDipEd (UNE); GradCertVET (CSturt); MPET (Deakin); PhD; (Deakin); DipBus (AIM); CAHRI; SHRMM; FCMI
world’s leading management periodicals. His work has been published nationally in major business magazines in UK; USA; Australia; New Zealand; Canada; South Africa; Israel; Hong Kong and Singapore. He wrote three chapters, including the introductory chapter, for Retaining
Your Top Talent (Key Media, Sydney; 2006). Paul has won three competitive international awards for excellence in published research (awarded in the UK).
Paul is on the advisory board of the International Journal of Corporate Governance and is occasional peer reviewer for two other international journals.
Dr. Davis has been an invited speaker at leading management conferences in numerous countries. He has been a key note speaker at conferences in Canada; Australia; New Zealand; Malaysia and Singapore.
Paul has advised the Australian Federal Government; Government of New Zealand; Government of New South Wales; Government of Queensland; Government of Victoria and Government of British Colombia in Canada. He advised these governments on the strategic management and sustainability of local authorities.
Paul is a graduate of Charles Sturt University; Deakin University; University of New England (all Australia) and the Australian Institute of Management. His PhD is in executive leadership and organizational development. He is currently completing a second PhD in international human resource management.
Research interests:
• Small business / entrepreneurship and gender issues • Franchising
• Training, learning and vocational education • Human Resource Management
