Universidad de especialidades espíritu santo

UNIVERSIDAD DE ESPECIALIDADES ESPÍRITU SANTO

FACULTAD DE ESTUDIOS INTERNACIONALES
SYLLABUS

FOR DAC 11 VER 12 03 09

COURSE: Human Resource Management CODE UARH 353

FACULTY: Miguel Angel Valdivieso, Econ. CRÉDITS: 3 UEES (SNCC 4.8)

CONTACT HOURS: 48 NON-CONTACT 96

YEAR: 2010 PERIOD: Spring II, 2010

DAYS Mon, Tue, Wed and Thu SCHEDULE: 18H00 – 19H20

ROOM: G-208 SYLLABUS DATE: April 6, 2010

1. 
   Course description
   

Students are given the conceptual background and content necessary to understand the relevant issues in HRM. To introduce students to the cotemporary philosophy of the human resources function in business, industry, and other organizations. To develop an understanding and concerning the basic human resource management functions by providing the student with a background information, facts, con concepts and theory, bearing upon current problems, organizational behavior, and the management and direction of people at work. Current personnel techniques in the recruitment, selection, placement, training, compensation, motivation, and adjustment of the employee to the work organization will be discussed.

2. 
   Justification
   

This course introduces the student to the literature and the issues involved in learning and understand how to manage the most important resources of a company, its human resources, as well as how to deal and respond to the challenges from the environment, employees and organization.

3. 
   Objectives
   

1. 
   General
   

This course introduces the technical and legal aspects of human resource management from a strategic business perspective. The course examines how to manage human resources effectively in the dynamic legal, social, and economic environment currently constraining organizations. Among the topics included are: formulation and implementation of human resource strategy, job analysis, methods of recruitment and selection, techniques for training and development, performance appraisal, compensation and benefits, and the evaluation of the effectiveness of HRM systems. Emphasis is placed on integrating human resource management with the overall business strategy.

2. 
   Specific
   

To help students develop:

• 
  An understanding of both theoretical and practical issues in Strategic Human Resource Management
  
• 
  An understanding of the way in which the strategic managing of people offers an organization a competitive advantage in a turbulent environment
  
• 
  An evaluation of the strategic role of the HR department
  

4. Competencies

1. 
   General
   
• 
  Understand human resource management from a systemic, strategic perspective.
  
• 
  Describe the field of "human resource management" and illustrate its relevance to managers and employees in work organizations,
  
• 
  Demonstrate the effectiveness of successful HRM planning
  
• 
  Describe fundamental employment laws, values and mores, 
  
• 
  Identify and describe the terminology associated with human resource management,
  
• 
  Perform a basic job analysis and apply this understanding of job requirements to other human resource management systems such as selection, performance appraisal, and compensation,
  
• 
  Recognize basic human resource management tools such as performance appraisal forms, and understand some of the technical details of human resource management practices,
  
• 
  Apply relevant theories to the management of people in organizations,
  
• 
  Analyze business challenges involving human resource systems,
  
• 
  Critically assess and evaluate human resource policies and practices.
  
• 
  Explain the importance of a compensation and reward system,
  
• 
  Understand the role and scope of organized labor
  

5. COURSE CONTENT OUTLINE

DATES	SPECIFIC COMPETENCIES	CONTENT	Homework/projects/ assignments (Non-Contact Hours)	ASSESSMENT (performance indicators/ markers)
May 3		Icebreakers Syllabus Overview		Class Discussion
May 4	The student understands the concepts of Human Resource Management (HRM) & the development of Strategic Human Resource Management (SHRM).	Managing Human Resources Through Strategic Partnership	Jackson & Schuler Ch 1 pp 2-39	Class Discussion Student elaborates the definition of HRM and compares and contrasts different approached to it.
May 5		Understanding the Global Environment	Jackson & Schuler Ch 2 pp 40-81	Class Discussion Student evaluates HR strategic challenges and suggest appropriate steps to meet them
May 10	The student explains the human resources’ role as a strategic partner in today’s workplace	Creating Organizational Alignment and HR planning for Strategic Change	Jackson & Schuler Ch 4, pp.128-166	Class Discussion Student suggests appropriate indicators and the course of action for the future planned and unplanned change
May 11 May 12		Planning for Strategic Change	Jackson & Schuler Ch 5, pp.172-205 Weekly project analysis	Class Discussion Student reviews major transformations in the structure of the firms.
May 17	The student analyzes & evaluates the process & practices for obtaining suitable employees.	Using Job Analysis and Competence Modeling as the Foundation of the HR System	Jackson & Schuler Ch 6 pp 206-249 (43)	Class Discussion Student reviews job analysis interviews and develop competence based on job descriptions.
May18 May 19	The student analyzes & evaluates the process & practices for obtaining suitable employees.	Recruiting and Retaining Qualified Employee	Jackson & Schuler Ch 7 pp 250- 297 (47) Weekly project analysis	Student develops a recruitment campaign for a selected occupation and position
May 25 May 26	The student analyzes & evaluates the process & practices for obtaining suitable employees.	Midterm	Written Exam Ch 1– 7 (Jackson & Schuler) Jackson & Schuler Ch 8 pp 298-348	Written Exam Class Discussion: Student analyzes & evaluates the selection methods.
				:
May 31	The student examines the systematic approach to training & the role of strategic HRD, and evaluates different training and development methods	Training and Developing a Competitive Workforce	Jackson & Schuler Ch 9 pp 349 -399	Class Discussion Student critiques and reviews various employee training and development methods to achieve competitive advantage
June 1 June 2	The student understands and applies successfully the effective of principles & processes for monitoring & rewarding employees and develops compensation program for a selected group of employees	Developing an Overall Approach to Compensation	Jackson & Schuler Ch 10 pp. 400-451 Weekly project analysis	Class discussion Student evaluates components of the total reward system and develops a sample compensation program for selected group of employees.
June 7	Evaluates different performance appraisal & performance management systems	Measuring Performance and Providing Feedback	Jackson & Schuler Ch 11 pp 452–503	Class Discussion Student evaluates different performance appraisal & performance management systems
June 8 June 9	The student understands and applies successfully the effective of principles & processes for monitoring & rewarding employees and develops compensation program for a selected group of employees	Using Performance–Based Pay to Enhance Motivation	Jackson & Schuler Ch 12 pp 504–553 Weekly project analysis	Class Discussion Student evaluates components of the total reward system and a sample compensation program for selected group of employees (intensive compensation programs)
June 14	The student understands and applies successfully the effective of principles & processes for monitoring & rewarding employees and develops compensation program.	Providing Benefits and Services and	Jackson & Schuler Ch 13- pp 554–589	Class Discussion Student evaluates components of the benefit and wellness program
June 15		Promoting Workplace Safety and Health	Jackson & Schuler Ch 14 pp 596–622	Class Activity: Student evaluates the physical and psychological conditions of a workforce
June 16			Weekly project analysis
June 21		Final Exam,	Ch 8,9,10,11,12,13,14	I Exam
June 22		Project Presentations And review		Oral presentations: presents analysis and findings to the peers using presentation software and/or other appropriate visual aids

6. METHODOLOGY

In addition to academic research and study of effective management and organizational development practices, students will have a hands-on experience in applying their knowledge in team exercises, behavior analysis, case incidents and Internet search exercises. Students are expected to read the material before coming to class. Class sessions will be organized around interactive lectures to enable students participate and share experience with the rest of the group. In-class activities: Role-play, case studies, discussions, and group presentations will be used so that students can implement the theory presented throughout the course into practice.

7. EVALUATION

7.1 Assessment Criteria
Participation and class discussion: Participation extends beyond mere attendance. Participation is ability to answer questions in class when called on, small-group projects and exercises and contribute to class discussion. Students are reminded not to approach the instructor for copies of the previous week’s materials during immediately before, during, or immediately after class. Students are expected to collect materials from their classmates.
In-class and home assignments: Weekly projects and exercises will be assigned and will be due the on Wednesdays. Students are expected to conduct individual and group research, using mostly Internet sources. All home assignments must be word processed and printed out. Email submission would be allowed only in special circumstance and with a prior approval by the instructor. All sources should be documented in the body of the assignments, using footnotes or endnotes.
Exams: Two examinations will be taken, one during week four of the course and a final exam covering the second half of the course content during the final examination period. Test format may combine a mixture of multiple-choice and true-false answer questions covering all readings, lecture, handout, and class discussion content.
Article Review Project: In addition to the textbook, the students are required to read articles on human resource issues/topics and present their analysis on a weekly basis. Academic databases are to be used for research. Assignments are to be word-processed. Continuing and regular use of e-mail is expected
Term research project will be assigned during the bimester that would require applying research methods discussed in class. Additional information of the project will be provided by the instructor. The grading of the project will be as follows:

7.2 Performance Markers

• 
  Defines HRM and compares and contrasts different approached to it, providing examples
  
• 
  Evaluates HR strategic challenges and suggest appropriate steps to meet them
  
• 
  Explains how human resources managers assist in accomplishing the company’s strategic goals
  
• 
  Suggests appropriate indicators and the course of action for the future planned and unplanned change
  
• 
  Conduct job analysis interviews and develop competence based job descriptions.
  
• 
  Analyzes & evaluates different employee recruitment and selection methods, develops a recruitment campaign and a selection process for an assigned occupation and position
  
• 
  Critiques and analyzes various employee training and development methods to achieve competitive advantage
  
• 
  Evaluates different performance appraisal & performance management systems and conducts a mock performance review interview
  
• 
  Evaluate components of the total reward program and develops a sample compensation program for selected group of employees
  
• 
  Orally presents the analysis and findings to the peers using presentation software and/or other appropriate visual aids
  
• 
  Analysis of assigned articles: comprehends the article, summarizes the main points, argues for or against the author’s conclusion(s) with the aid of the independent secondary research and proposes the applications of findings in real – life business situations
  

8. BIBLIOGRAPHY

8.1 Required

COURSEBOOK:

TEXT: Managing Human Resources trough Strategic Partnerships

AUTHOR Jackson, S and Schuler, R.

EDITORIAL: South-Western: Thompson, 2003

EDITION: 8th Edition

8.2 Recommended

TEXT: Human Resource Management

AUTHORS: Torrington, D., Hall, L., and S. Taylor, S.

EDITORIAL: Prentice-Hall

EDITION: 6h Edition, 2005

http://wps.prenhall.com/torrington
8.3 WEBLIOGRAPHY: Harvard Business School Publishing (abstracts for HBR cases, etc.)http://www.hbsp.harvard.edu

This is a list of Internet resources relevant to Human Resource Management.

http://www.nbs.ntu.ac.uk/staff/lyerj/hrm_link.htm
IHRIM International Association for Human Resource Information Management

http://www.ihrim.org

IPMA International Personnel Management Association

http://www.ipma-hr.org

Nijenrode Business Webserver List of Human Resource Management and Organizational Behavior links put together by Nijenrode University, the Netherlands business School

http://www.nijenrode.nl/nbr/hrm

SHRM Online The Society for Human Resource Management is the leading voice of human resource professionals. This site includes HR news online, HR bulletin boards, HR links, HR Magazine and more.

http://www.shrm.org,

Workforce Online (The web site for business leaders in Human Resources. Includes library of articles on HR topics)

http://www.workforceonline.com

9. FACULTY INFORMATION

NAME: Miguel Angel Valdivieso, Econ.
ACADEMIC CREDENTIALS--UNDERGRAD:

B.A. in Economics – Northeastern

GRADUATE:

Master in Economics - De Paul

Master in Business - Governors State
E – mail: [e-mail]
Phone : [phone]


10. - FACULTY SIGNATURE AND OR DEAN/DIRECTOR’S APPROVAL (SIGNATURE)

Prepared by: Miguel Angel Valdivieso, Econ Date: April, 2010
Reviewed by: Dean Monica Reynoso Date: April, 2010