ࡱ> '` Kbjbj{P{P 4::4A'  @<@<@<8x<l<\ _L>@@@@A"A A5_7_7_7_7_7_7_$bh2e[_! ArArA"AA[_ @@r|_6F6F6FA @ @5_6FA5_6F6FV Y@@> Jq@<fCXYL_0_XeCe4Ye Y,AA6FAAAAA[_[_EXAAA_AAAA d2@< @<  THE COURSE OUTLINE (SYLLABUS) Course Name and Code: MGT 357, Human Resources Management Day, Time, Semester: Tuesday, 14:45h - 17:30h, Spring 2010 Instructor: Gabriele Meissner, MBA Contact: HYPERLINK "mailto:g.meissner@thebusinessnetwork.de"g.meissner@thebusinessnetwork.de HYPERLINK "mailto:gabriele.meissner@aauni.edu"gabriele.meissner@aauni.edu Skype-Name: gabymeissner Tel. +49 (0)171 3340766 / +49 (0)30 86422000 HRM Google Group:  HYPERLINK "mailto:g.meissner411@gmail.com" g.meissner411@gmail.com HYPERLINK "http://groups.google.com/group/mgt-357-hrm"http://groups.google.com/group/mgt-357-hrm Group e-Mail: HYPERLINK "mailto:mgt-357-hrm@googlegroups.com"mgt-357-hrm@googlegroups.com Office Hours: Each Tuesday, 10:30h 11:30h and 13:15h 14:45h Please make appointments! Course Prerequisites: MGT 245 Credits: 3 Workload For An Average Student (weekly): Lecture 3 hoursHomework / Readings 2-3 hoursGroup Project 3 hoursMid-Term Exam 3 hours / totalIndividual Assignment / Research Project and Presentation 4 hours / total 9. Course Description: SUBJECT AIMS The purpose of this subject is to provide an overview of human resource management (HRM) from strategic, managerial, and functional perspectives. The focus is first on understanding sound HR practices, and then on evaluating, choosing, and developing human resource practices suited to specific organizational needs and objectives. The course has been developed for the student of general management whose job will involve responsibility for managing people in a global environment. Course Materials: HRM Google Group Hand-Outs, Syllabus, Assessment Procedure Students Handbook Supporting Materials: Optional Readings: Ken Blanchard et al., Leading at a Higher Level, New Jersey (2007) Cynthia D. Fischer et al., Human Resource Management, 5th Ed., Boston (2003) Harvard Business Essentials, Hiring and Keeping the Best People, Boston (2002) Harvard Business Review on Compensation, Boston (1993 2001) Harvard Business Review on Leadership, Boston (1990 - 1998) Harvard Business Review on Managing Diversity, Boston (1990 2001) Harvard Business Review on Organizational Learning, Boston (1994 2001 John Hayes, The Theory and Practice of Change Management, New York (2002) John M. Ivancevich, Human Resource Management, 10th Ed., New York (2007) Rosabeth Moss Kanter, Men and Women of the Corporation, New York (1977 / 1993) Robert S. Kaplan, David P. Norton, The Strategy Focused Organization, Boston (2001) Ed Michaels et al., The War for Talent, Boston (2001) Raymond A. Noe et al., Fundamentals of Human Resource Management, 2nd. Ed., New York (2007) Jeffrey Pfeffer, Competitive Advantage through People, Boston (1994) Jack J. Philips et al., The Human Resources Scorecard, Boston (2001) Alan Price, Human Resource Management, 2nd Ed., London (2004) Peter M. Senge, The Fifth Discipline, New York (1990) Bruce Tulgan, Winning the Talent Wars, London (2001) WEB-SITES: HYPERLINK "http://www.360-degreefeedback.com/"http://www.360-degreefeedback.com/ HYPERLINK "http://www.hrmguide.net/"http://www.hrmguide.net/ HYPERLINK "http://www.ddiworld.com/"http://www.ddiworld.com/ HYPERLINK "http://www.shrm.org/"http://www.shrm.org/ HYPERLINK "http://www.towersperrin.com/tp/lobby.jsp?country=global"http://www.towersperrin.com/tp/lobby.jsp?country=global HYPERLINK "http://en.wikipedia.org/wiki/Human_Resource_Management"http://en.wikipedia.org/wiki/Human_Resource_Management HYPERLINK "http://www.cipd.co.uk/default.cipd"http://www.cipd.co.uk/default.cipd HYPERLINK "http://www.peoplemanagement.co.uk/pm/"http://www.peoplemanagement.co.uk/pm/ HYPERLINK "http://www.monster.com/"http://www.monster.com/ HYPERLINK "http://www.shrmglobal.org"www.shrmglobal.org HYPERLINK "http://www.workforceonline.com"www.workforceonline.com HYPERLINK "http://www.mentor~u.com"www.mentor~u.com HYPERLINK "http://www.jobsmart.org"www.jobsmart.org HYPERLINK "http://www.allthetests.com"www.allthetests.com HYPERLINK "http://www.tcm.com"www.tcm.com HYPERLINK "http://www.hrworld.com/"http://www.hrworld.com/ HYPERLINK "http://www.dhrm.virginia.gov/hrpolicy/policy.html"http://www.dhrm.virginia.gov/hrpolicy/policy.html HYPERLINK "http://humanresources.about.com/cs/policieshandbooks/l/blpolicysamples.htm"http://humanresources.about.com/cs/policieshandbooks/l/blpolicysamples.htm HYPERLINK "http://www.washington.edu/admin/hr/pol.proc/"http://www.washington.edu/admin/hr/pol.proc/ Learning Objectives: By the end of this course, you should be able to: Understand human resource management from a systemic, strategic perspective. Describe the field of "human resource management" and understand its relevance to managers and employees in work organizations especially in a global economy. Conduct 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 contemporary human resource management tools 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. Be aware of current international HRM trends. Explain how human resource management practices can support organizational strategy especially in a global environment. Describe sound practice in the areas of recruitment, selection, training, performance appraisal, remuneration, and retention. Apply knowledge of HRM to critique existing HR practices in a client organization and to develop improved practices and tools to suit the clients specific needs. A major component of the course is the execution of an active learning HR consultancy project. This project allows student groups the opportunity to investigate many of the functional HR activities that we discuss in class, make professional recommendations to a real organization, and obtain practical experience with HRM issues and activities. Teaching Methodology: In this subject, you will participate in the following activities designed to enhance your learning throughout the subject: In-class discussions related to the lecture, cases and videos; role plays; debates; other experiential exercises; feedback on the consultancy project; feedback on individual presentations and exercises, especially Readings, lectures and role plays Team assignment on a life case consulting project and presentation during the course An individual paper/project on HR issues and presentation Class discussions, individual and team exercises We will be taking an active learning approach in this class. Research has shown that active learning is more effective, and interesting for both the students and the instructor Successful active learning does require you to prepare for class every time. This means that you should do the readings before class each week, think about the issues, and be prepared to contribute to class discussions. My goal is to engage your interest and facilitate your learning through highly varied classroom activities. I think it is important to provide expert, logically structured input via lectures, and to orchestrate frequent opportunities for you to participate, think, apply, test your understanding, and build skills via in-class activities. I intend to develop your skills beyond merely learning the material to becoming able to critically and selectively apply and adapt your knowledge to specific contexts and problems in the real world. The HR consultancy team project provides a powerful opportunity to develop and test your skills and understanding of key course concepts. I will provide extensive feedback through all stages of the project to enable you to produce thoughtful, professional, and highly useful recommendations for your sponsor. Topics Covered: Introduction to HRM People management in the globalization age The HR Cycle: planning, recruiting, selecting, rewarding of people in organizations Employee and management development Strategic HRM Leadership Managing Teams Performance management Talent management Corporate social responsibility, culture and diversity Labor relations Google Group HRM/ Project Blog: You will get access to a web-based project blog, where youll find all hand-outs of presentations, additional literature recommendations, and which you can use as communication platform. Please note: You will need top sign up at the library for online literature access, as I will only give additional source recommendations. It is up to you to get these from the library! This is necessary due to copyright reasons. Course Schedule: WeekTopicReadings12/9/2010Course Introduction: What is HRM? Responsibilities of HR Departments Personnel Management versus HRMNoe et al., p. 1-1622/16/2010Strategic HRM HRM in the Converging Economy; Collective Bargaining and Labor RelationsFischer et al., p. 58-70 Noe et al., p. 458-46832/23/2010Multinational HRM / Globalization HR Planning HR and the Knowledge EconomyFischer et al., p. 28-35 Ivancevich, p. 97-110 Noe et al., p.137-15243/2/2010Job Analysis: Concepts, Procedures and Choices *Presentations of Individual Projects*Ivancevich, p. 151-17053/9/2010Recruitment, Selection Concepts and Tools *Presentations of Individual Projects*Fischer et al., p.235-243 Noe et al., p. 174-19963/16/2010Training and Development *Presentations of Individual Projects*Noe et al., p. 208-230 Noe et al., p. 285-30773/23/2010Performance Appraisal and Performance Management Compensation *Presentations of Individual Projects*Ivancevich, p. 327-343 Noe et al., p. 248-268 / p. 285-307 /p. 374-38383/30/2010Talent Management / Hiring and Keeping the Best People *Presentations of Individual Projects*94/13/2010Mid-Term ExamHBE, p. 57-134 Michaels et al., p. 19-39104/20/2010Managing Teamwork *Presentations of Individual Projects*HBE, p. 1-24 / p. 67-89114/27/2010Creating and Maintaining a High Performance Organization Change Management *Presentations of Individual Projects*Noe et al., p. 36-41 / p. 533-552 Price, p. 315-342125/4/2010Leadership *Presentations of Individual Projects*Shaffer, p.107-128 Zalesnik Heifetz / Laurie135/11/2010Culture and HR; Managing Diversity; Corporate Social Responsibility Equal Employment Opportunity *Presentations of Individual Projects*Noe et al., p. 32-36 Price, p. 233-259145/18/2010Group Project Presentations  All readings are included in the course reader which is available at the library! Assessment Procedures: There are a number of assessment activities that will be marked and will determine your final grade for this subject. Please note: where possible, these assessment activities will be used in a developmental way to further enhance your learning in this subject. 15% of grade - participation: in class discussions / preparation (readings, case studies, keeping deadlines) / individual and group exercises / presence 15% of grade - Mid-Term Exam 40% of grade - Group Assignment and Presentation 30% of grade Individual Research Project/Paper and Presentation HR Consultancy Project Teams of students will complete an HR analysis of current practices and provide recommendations for improvements for an organization of their choice via a series of assignments compiled into two parts, plus a shorter version of key recommendations and tools to give the sponsor, plus an oral presentation of the highlights of the consultancy. Specific instructions and detailed assignments for the HR consultancy project are provided in a separate document. This is a major, time-consuming project. It is worth a significant portion of your course grade. Diverse study groups will be set up after add/drop period. It is critical that you dedicate the necessary time to this project. Students will be asked to rate the relative contributions of their team members at the end of the semester. Those who are deemed not to have contributed a fair share to the team may receive a lower mark on the project than the rest of the team. Individual Research Project/Paper: Each student will do a presentation to a topic related to HRM. These topics and the according schedule will be provided by me, while the students decide in class on who is taking which topic. The presentation will take 10 minutes plus 10 minutes discussion which is prepared, led and facilitated by the presenter. Students need to prepare questions for the discussion. Students need to provide all sources they might use in writing using the standard of scientific quoting. This is also valid for internet sources! Presentations will start after add/drop-period. Distribution of topics will be done by the students in class. Specific instructions and detailed assignments for the HR consultancy project are provided in a separate document. Attendance and Participation There will be a number of hands-on activities in class that are essential to the learning experience. Students are expected to 1) be present in class, and 2) be prepared for class, by doing assigned reading and case preparation in advance, and 3) participate fully in class discussions and activities. Mere attendance is not sufficient to obtain good marks for participation. Consistent with motivation theories, superior attendance will be rewarded and poor attendance will be penalized. At each class session, a sign-in sheet will be circulated - if you are here, it is your responsibility to sign the sheet. At the end of the semester, excellent attendance (missing 0 or 1 classes) will result in a 2% bonus on your final course mark. Missing 2 classes will neither help nor hurt you. Each unexcused absence after the second will cost you 1.5% off your final course mark. Professional Behaviour in Class Think of the following as an Employee Handbook setting out expected behavior and mutual obligations between us, similar to that which would exist between employer and employee. I undertake to treat students with respect, be well prepared for class at all times, provide extensive developmental feedback, and respond quickly to your inquiries. Reciprocity in the form of professional behavior is expected from you. You should behave as if employed by a major organization, taking responsibility for your actions and treating your colleagues with respect. Class will begin in time. Lateness, taking phone calls, sending SMS, browsing the internet or checking e-mails, private conversations especially during a presentation of your class mates, wandering in and out at will, eating and other unprofessional behaviors are rude, inappropriate, disrupt the learning of others, and may result in sanctions being applied. School Policies: LATE WORK: Grade lowered one level MISSED EXAMS: Grade will be F CHEATING AND PLAGIARISM Course lecturers will mark down or give a failing grade to any piece of work that they feel shows clear signs of having been plagiarized. The extent to which a piece of work is marked down will depend upon the lecturers judgment of the extent of the plagiarism involved. Students caught cheating in examinations will be expelled from the examination room and given a failing grade for the examination concerned. Cheating and plagiarism may also lead to course failure or expelling from the school. Students caught indulging in behavior which is suggestive of cheating (e.g. whispering or passing notes) must, at a minimum, be warned, and in the case of continued misbehavior must be expelled from the examination room and given a failing grade for the examination concerned. Plagiarism in a form of materials on the Internet, which can be cut and pasted into a paper or essay, will be treated in the same manner as in cases where the more traditional methods of cheating have been discovered. All Lecturers are expected to enforce AAUni policy on cheating and plagiarism. To prevent any misunderstanding, plagiarism is defined: PLAGIARISM the unauthorized use or close imitation of the language and thoughts of another author and the representation of them as ones own original work. - Taken from the Random House Unabridged Dictionary, 2nd Edition, Random House, New York, 1993. 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