Vous êtes sur la page 1sur 16

Sabharwal/ PA 3333

PA 3333-001
HUMAN RESOURCES MANAGEMENT
Spring 2010

Monday: 12:30 p.m.-3:15 p.m. – WSTC 1.224

Professor: Dr. Meghna Sabharwal


Office Hours: Monday 5-6 p.m., and by appointment
Office Location: WSTC 1.212
Phone: 972-883-6473
E-mail: meghna.sabharwal@utdallas.edu

Course Description and Objectives

This introductory course provides an overview to public human resource management,


emphasizing both theoretical and applied topics. The role of the human resource manager
is changing from compliance monitoring to strategic planning. Human resource managers
are further challenged in the current economic downturn with budget shortfalls, layoffs,
hiring freezes, closures, mergers, and buy-outs. The course will thus examine the
environment employees and employers operate in with special emphasis on the various
paradoxes that surround the field of human resource management. The class consists of
several in-class exercises, case studies, and class discussions, all aimed at understanding
the complexities that surround human resource management.

Course Objectives:

1. Introduce students to the study of human resource management


2. Understand the challenges involved in achieving a diverse workforce and how to
manage it.
3. Understand the legal environment under which human resource management
operates.
4. Understand the recruitment and selection process.
5. Examine ways to motivate employees and compensate employees.
6. Examine various job analysis and evaluation methods.
7. Examine emerging trends and practices that will affect the way organizations
manage their human resources in the future.
8. Examine the various paradoxes that confront human resource professionals and
employees.

1
Sabharwal/ PA 3333

Required Texts

Berman, M. E., Bowman, S. J., West, P. J., & Van Wart, R. M. (2010). Handbook of
Human Resource Management in Government (3rd ed.) Thousand Oaks, CA: Sage
Publications Inc. ISBN: 9781412967433 (Henceforth referred to as Berman)

Reeves. T. Zane. (2006). Cases in Public Human Resource Management (2nd ed.)
Belmont, CA: Thomson-Wadsworth. ISBN: 9780534602406 (Henceforth referred to as
TZR)

In addition to the texts, articles from journals available electronically through the
McDermott library are assigned as readings throughout the semester. Students are
expected to access the journal articles themselves. If you need assistance in making use
of the electronic features of the library, please contact the professor.

Class Requirements

Class participation – 10%

Each student should be prepared to participate in each class. Participation requires


reading the material in advance and being on time for class. Each student is expected to
fully participate in chapter discussions, case discussions, and in-class exercises. In short,
your absence will impact your participation grade. In addition, tardiness to class and early
departure will also lead to reduced participation grades. If you know that you will not be able
to attend class for personal or work related reasons, make sure you inform the professor in
advance and submit your assignment.

Attendance will be taken in every class; absence in one class is equivalent to missing 9% of
the entire course. Absence in two classes will automatically drop the students grade by one
grade (an A will become an A-, an A- will become a B+; B+ will become a B and a B
becomes a B-). In short, come to class, read the material, take notes, and participate.
Remember every student’s opinion counts, and the more you participate the more meaningful
your learning experience will be.

Quiz – 10%

Five surprise quizzes will be given during the course of the semester. Questions could
range from one word answers to multiple choice responses.

Case study presentation – 10%

Groups of 3-4 students will present a case study from the Reeves text. Students should be
prepared to make presentations using PowerPoint on a case that they choose (20 minute).
The presentation should: describe the case, present brief background/history revolving
around the case, describe the actors involved, discuss the environment surrounding the

2
Sabharwal/ PA 3333

case, i.e., specific constraints and opportunities affecting the decision. Finally,
recommendations should be offered if you must find yourself in a similar situation.
Students are encouraged to be creative in presenting their case. Presentations will be
followed by a 5-to-10 minute session for questions and answers.

Assignments – 10%

Two experiential exercises, the details of which will be provided on a separate handout
will be due on February 8, 2010 and April 12, 2010. Each assignment comprises 5
percent of your final grade. The write up should not exceed 3 pages, and should not be
less than 2 pages double space.

Midterm examination – 20%

There will be an in-class closed book midterm examination on March 1, 2010. The
examination is designed to test the student’s ability to understand and critically evaluate
the reading, lecture, and discussion materials covered during the semester. The format for
the test will be: multiple-choice, true/false, and short essay questions. A review session
will be conducted a week prior to the test.

Human Resource Journal - 20%

Every week you are required to write a 1-2 page reaction to the assigned readings. Please
keep in mind that it is not an exercise in summarizing the readings. Students should
provide a critique of the material and connect it to their personal experiences. In addition,
students should include newspaper articles or interesting reports that relate to the topics
each week. Each article/report should be printed out and followed by a half page
summary. The journal is due at two different times during the course of the semester
(March 8th and April 26th). You are not required to submit a reaction paper for the first
week of class (January 11th). Overall, you should have 10 entries in the journal.

Final research paper – 20%

In groups of 3-4 students you are required to write and present an 8-10 page research
paper assessing a key issue area in public human resource management. You may
examine the practice of any aspect of human resource management (from the list below)
in a public sector or a non-profit organization of your choice in the greater Dallas area.
The student will contact the person in charge of human resources, report basic facts about
the organization (population, number of employees, etc.), problems faced related to the
topic chosen, and possible solutions to the problem that you as a human resource expert
might come up with. A minimum of 5 professional journals should be used in the
preparation of your paper. Students are required to make a brief presentation of their
findings (15 minutes) followed by a five-minute round of questions and answers near the
end of the semester (April 26th and May 3rd).

No two groups can choose to work on the same topic. Topics are due by February 1, 2010

3
Sabharwal/ PA 3333

Students must submit a one page outline for approval by the instructor no later than
February 22nd. Students are encouraged to discuss the progress of their research with the
instructor during office hours or by appointment. A first draft of your paper is due for
review on March 22nd, this will not be graded but the instructor will provide necessary
feedback. The paper comprises 20 percent of your final grade (15 points for the written
paper and 5 points for presentation). Final papers are due on May 3rd no later than 12pm.
A handout will be provided with details of various components of the paper.

Groups can research from any of the following topics:

1. Equal employment opportunity and affirmative action.


2. Background checks and negligent hiring.
3. A closer look at the connection between workplace violence and employer
4. Actions such as grievance handling, disciplinary action, and terminations.
5. The importance of performance appraisals to the organization and its employees.
6. Trends and innovations in compensation: A link between pay and performance.
7. Accident prevention: the development of safety programs.
8. Job accountability: Should companies use performance appraisals?
9. Employee development: The value of a well-trained workforce.
10. Trends in employee training programs.
11. Pros and cons of employee selection tests.
12. Interviewing 101: Ways to make the interviewing process a more valid predictor
of employee success.
13. Workforce discrimination: Does it still exist?
14. Managing the diverse workforce.
15. Job applications and interviewing: Legal implications and other related issues.
Sexual harassment issues at work.
16. Company-sponsored wellness programs.
17. The role of labor unions in today’s workforce
18. Reverse discrimination
19. Spirituality in workplace
20. Demographic changes and their effects on the work force.
21. Flexible work arrangements
22. Any other topic (subject to approval by the professor)

Guidelines for writing the research paper

The Public Affairs Graduate Faculty has adopted the Turabian Manual for Writers…, 7th
Edition as its exclusive reference manual. Professors expect PA graduate students to use
Turabian for all written assignments. Citations must be used in all assignments where
appropriate. Students should only use footnotes for further explanation of a topic in the
paper; footnotes should not be used for reference citations.

4
Sabharwal/ PA 3333

Aesthetic guidelines:

One-inch margins on all sides


12-point font size
Times New Roman or comparable sized font style
Double spacing
Left justification (right justification is optional)
Number the pages
Cover page including, at a minimum, student name, ID number, assignment title, and date
Page limitation – 10 – 15 pages

Note: LATE ASSIGNMENTS WILL NOT BE ACCEPTED except under exceptional


documented circumstances at the sole discretion of the instructor. Students who miss
class are responsible for all announcements, class discussions, and changes made to the
course outline during class meetings.

Grading

Class Participation – 10%


Case Study – 10%
Quizzes – 10%
Assignments – 10% (two 5% each)
Human Resource Journal – 20%
Midterm Examination – 20%
Research Paper – 20% (25% written and 5% presentation)

Grading Scale

Grades are awarded to reflect students’ performance on assignments/exams and students’


useful contributions to class. Students earning 90 points or above on the graded
assignments will earn an A+A/A-; grades of 80-89 represent a B-/B/B+; grades of 70-79
represent a C-/C/C+ .

UTD Policy on Cheating

Policy on Cheating: Students are expected to be above reproach in all scholastic


activities. Students who engage in scholastic dishonesty are subject to disciplinary
penalties, including the possibility of failure in the course and dismissal from the
university. "Scholastic dishonesty includes but is not limited to cheating, plagiarism,
collusion, the submission for credit of any work or materials that are attributable in whole
or in part to another person, taking an examination for another person, any act designed
to give unfair advantage to a student or the attempt to commit such acts." Regents' Rules
and Regulations, Part One, Chapter VI, Section 3, Subsection 3.2, Subdivision 3.22.

A very useful statement on plagiarism (with good definitions, etc.) is available at


http://www.rbs2.com/plag.htm

5
Sabharwal/ PA 3333

Classroom Behavior

 All students are expected to conduct themselves in a manner that reflects the
highest behavioral standards.
 Students are expected to arrive on time for class.
 Electronic devices during the class meeting should be turned off. In the event that
a student legitimately needs to carry a pager or cell phone to class, prior notice
and approval of the instructor is required.
 Discussion, inquiry, and expression are encouraged in this class.
 Classroom behavior that interferes with either (a) the instructor’s ability to
conduct class or (b) the ability of students to benefit from the instruction is
unacceptable. Examples include routinely leaving the classroom early, using
cellular phones, repeated talking in class without being recognized, talking while
others are speaking, or arguing in any way that is perceived as “crossing the
civility line.” If the instructor feels that a behavior is disruptive, the student will
be asked to leave the classroom for the day. If classroom behavior is determined
to be inappropriate and cannot be resolved between the instructor and the student,
the behavior may be referred for academic or disciplinary review.

6
Sabharwal/ PA 3333

Course Calendar

Meeting Date Topics Covered Readings Assignment

January 11 Introductions and Overview of


Human Resource Management
January 25 Human Resource in an Era of Chapter 1 Berman Case presentation – Group 1
Reform Case 7 TZR

February 1 Workforce Diversity Articles to read Movie – “Crash”

Case 14 TZR Final paper topic due


February 8 Legal issues in Human Resource Chapter 2 Berman Case presentation – Group 2
Management
Case 13 TZR Assignment 1 due (ADA)
February 15 Unions and Collective Chapter 11 Berman Case presentation – Group 3
Bargaining
Case 10 TZR

February 22 Recruitment and Selection Chapters 3 and 4 Berman Case presentation – Group 4

Midterm Review Case 1 TZR Outline of your final paper


due
March 1 In-class Midterm
March 8 Motivating and Compensating Chapter 6 and 7 Berman
Employees Journal Due
Case 4 TZR
Case presentation – Group 5
March 22 Position Management Chapter 5 Berman Case presentation – Group 6

Case 18 TZR First draft of your paper due


March 29 Job Appraisal, Evaluation, and Chapter 10 Berman Case presentation – Group 7
Assessment
Case 19 TZR
April 5 Training and Development Chapter 9 Berman Case presentation – Group 8

Case 20 TZR
April 12 ASPA Conference Work on your final
Papers Assignment 2 due

April 19 Workforce Arrangements/Future Chapter 8 Berman and Case presentation – Group 9


of Human Resources Conclusion Chapter

Case 5 TZR
April 26 In-class presentations Journal Due
May 3 In-class presentations Final Papers Due

7
Sabharwal/ PA 3333

Human Resource Journals

There are relatively few academic journals that focus on the topic of public human
resources management. Two high quality journals that focus on public HRM are Review
of Public Personnel Administration and Public Personnel Management. Public
Administration Review, Public Performance and Management Review, Public Personnel
Management, and The Journal of Public Administration Research and Theory, are all top
academic journals that include articles on the topic of public HRM. You can access the
full-text of many of the journals noted above through the University’s web site. You will
need your student I.D. to gain such access.

Note: The instructor reserves the right to makes changes to the syllabus.

8
Sabharwal/ PA 3333

Detailed Course Schedule

1. January 11, 2010

Introductions
Signing up for case presentation and final paper
Overview of Human Resource Management

2. January 25, 2010

Readings

• Chapter 1 Berman
• Case 7 TZR
• Battaglio Jr, R. P. and S. E. Condrey. Civil service reform: Examining
state and local government cases. Review of Public Personnel Administration 26,
no. 2 (2006). : 118-138.

3. February 1, 2010 – Workforce Diversity

Readings

• Case 14 TZR
• Movie – “Crash”
• Carrell, M. R. and E. E. Mann. Defining workforce diversity in public
sector organizations. Public Personnel Management 24, no. 1 (1995). 99-111.
• Riccucci, N. M. Cultural diversity programs to prepare for work force
2000: What's gone wrong? Public Personnel Management 26, no. 1 (1997). 35-
41.
• Von Bergen, C. W., B. Soper, and T. Foster. Unintended negative effects
on diversity management. Public Personnel Management 31, no. 2 (2002). : 239-
252.

Due
Topic for your final paper

4. February 8, 2010 – Legal Environment under which HR operates

Readings

• Chapter 2 Berman
• Case 13 TZR
• Bleau, Denise. The ADA amendments Act of 2008. Labor Law Journal
59, no. 4 (2008). : 277-296.

Due

9
Sabharwal/ PA 3333

Assignment 1 due on ADA – no more than 3 pages double space


5. February 15, 2010 – Unions and Collective Bargaining

Readings

• Chapter 11 Berman
• Case 10 TZR
• Peters, J. B. and J. Masaoka. A house divided: How nonprofits experience
union drives. Nonprofit Management and Leadership 10, no. 3 (2000). : 305-317.

6. February 22, 2010- Recruitment and Selection

Readings

• Chapters 3 and 4 Berman


• Case 1 TZR

Due
One page outline of your final paper due

7. March 1, 2010

In-class Midterm Examination

8. March 8, 2010 – Motivating and Compensating Employees

Readings

• Chapters 6 and 7 Berman


• Case 4 TZR

Due
Journal Due

9. March 22, 2010 – Position Management

Readings

• Chapter 5 Berman
• Case 18 TZR
• Selden, S. C., P. W. Ingraham, and W. Jacobson. Human resource
practices in state government: Findings from a national survey. Public
Administration Review 61, no. 5 (2001). : 598-607.

Due
First draft of your final paper due

10
Sabharwal/ PA 3333

10. March 29, 2010 - Job Appraisal, Evaluation, and Assessment

Readings

• Chapter 10 Berman
• Case 19 TZR
• Van Thiel, S. and F. L. Leeuw. The performance paradox in the public
sector. Public Performance & Management Review 25, no. 3 (2002). : 267-281.
• Campbell, D. J. and C. Lee. Self-appraisal in performance evaluation:
Development versus evaluation. Academy of Management Review 13, no. 2
(1988). : 302-314.

11. April 5, 2010 – Training and Development

Readings

• Chapter 9 Berman
• Case 20 TZR
• Brown, J. Training needs assessment: A must for developing an effective
training program. Public Personnel Management 31, no. 4 (2002). : 569-578.

12. April 12, 2010

No class. ASPA conference. Work on your final papers.

Due

Assignment 2 due –Identify job-related skills and knowledge that your employer
should provide. How likely is it that your employer will actually help you acquire
these skills? How will not acquiring these skills or knowledge affect your job
performance and career? What can you do to acquire these KSAs? Give your
response in no more than 3 pages.

13. April 19, 2010

Readings

• Chapters 8 and Conclusion chapter Berman


• Case 5 TZR
• Bing, J. W., M. Kehrhahn, and D. C. Short. Challenges to the field of
human resources development. Advances in Developing Human Resources 5, no.
3 (2003). : 342-351.
• Facer, R. L. and L. Wadsworth. Alternative work schedules and work-
family balance: A research note. Review of Public Personnel Administration 28,
no. 2 (2008). : 166-177.

11
Sabharwal/ PA 3333

• Wrap up and re-cap of the semester


14. April 26, 2010

In-class presentations

Due

Final journal due

15. May 3, 2010

In-class presentations

Due

Final papers due by noon

12
Sabharwal/ PA 3333

ADDITIONAL UNIVERSITY DISCLAIMERS

Student Conduct & Discipline

The University of Texas System and The University of Texas at Dallas have rules and
regulations for the orderly and efficient conduct of their business. It is the responsibility
of each student and each student organization to be knowledgeable about the rules and
regulations which govern student conduct and activities. General information on student
conduct and discipline is contained in the UTD publication, A to Z Guide, which is
provided to all registered students each academic year.

The University of Texas at Dallas administers student discipline within the procedures of
recognized and established due process. Procedures are defined and described in the
Rules and Regulations, Board of Regents, The University of Texas System, Part 1,
Chapter VI, Section 3, and in Title V, Rules on Student Services and Activities of the
university’s Handbook of Operating Procedures. Copies of these rules and regulations
are available to students in the Office of the Dean of Students, where staff members are
available to assist students in interpreting the rules and regulations (SU 1.602, 972/883-
6391).

A student at the university neither loses the rights nor escapes the responsibilities of
citizenship. He or she is expected to obey federal, state, and local laws as well as the
Regents’ Rules, university regulations, and administrative rules. Students are subject to
discipline for violating the standards of conduct whether such conduct takes place on or
off campus, or whether civil or criminal penalties are also imposed for such conduct.

Academic Integrity

The faculty expects from its students a high level of responsibility and academic honesty.
Because the value of an academic degree depends upon the absolute integrity of the work
done by the student for that degree, it is imperative that a student demonstrate a high
standard of individual honor in his or her scholastic work.

Scholastic dishonesty includes, but is not limited to, statements, acts or omissions related
to applications for enrollment or the award of a degree, and/or the submission as one’s
own work or material that is not one’s own. As a general rule, scholastic dishonesty
involves one of the following acts: cheating, plagiarism, collusion and/or falsifying
academic records. Students suspected of academic dishonesty are subject to disciplinary
proceedings.

Plagiarism, especially from the web, from portions of papers for other classes, and from
any other source is unacceptable and will be dealt with under the university’s policy on
plagiarism (see general catalog for details). This course will use the resources of
turnitin.com, which searches the web for possible plagiarism and is over 90% effective.

13
Sabharwal/ PA 3333

Email Use

The University of Texas at Dallas recognizes the value and efficiency of communication
between faculty/staff and students through electronic mail. At the same time, email raises
some issues concerning security and the identity of each individual in an email exchange.
The university encourages all official student email correspondence be sent only to a
student’s U.T. Dallas email address and that faculty and staff consider email from
students official only if it originates from a UTD student account. This allows the
university to maintain a high degree of confidence in the identity of all individual
corresponding and the security of the transmitted information. UTD furnishes each
student with a free email account that is to be used in all communication with university
personnel. The Department of Information Resources at U.T. Dallas provides a method
for students to have their U.T. Dallas mail forwarded to other accounts.

Withdrawal from Class

The administration of this institution has set deadlines for withdrawal of any college-level
courses. These dates and times are published in that semester's course catalog.
Administration procedures must be followed. It is the student's responsibility to handle
withdrawal requirements from any class. In other words, I cannot drop or withdraw any
student. You must do the proper paperwork to ensure that you will not receive a final
grade of "F" in a course if you choose not to attend the class once you are enrolled.

Student Grievance Procedures

Procedures for student grievances are found in Title V,


Rules on Student Services and Activities, of the university’s Handbook of Operating
Procedures.

In attempting to resolve any student grievance regarding grades, evaluations, or other


fulfillments of academic responsibility, it is the obligation of the student first to make a
serious effort to resolve the matter with the instructor, supervisor, administrator, or
committee with whom the grievance originates (hereafter called “the respondent”).
Individual faculty members retain primary responsibility for assigning grades and
evaluations. If the matter cannot be resolved at that level, the grievance must be
submitted in writing to the respondent with a copy of the respondent’s School Dean. If
the matter is not resolved by the written response provided by the respondent, the student
may submit a written appeal to the School Dean. If the grievance is not resolved by the
School Dean’s decision, the student may make a written appeal to the Dean of Graduate
or Undergraduate Education, and the deal will appoint and convene an Academic
Appeals Panel. The decision of the Academic Appeals Panel is final. The results of the
academic appeals process will be distributed to all involved parties.

Copies of these rules and regulations are available to students in the Office of the Dean of

14
Sabharwal/ PA 3333

Students, where staff members are available to assist students in interpreting the rules and
regulations.
Incomplete Grade Policy

As per university policy, incomplete grades will be granted only for work unavoidably
missed at the semester’s end and only if 70% of the course work has been completed. An
incomplete grade must be resolved within eight (8) weeks from the first day of the
subsequent long semester. If the required work to complete the course and to remove the
incomplete grade is not submitted by the specified deadline, the incomplete grade is
changed automatically to a grade of F.

Disability Services

The goal of Disability Services is to provide students with disabilities educational


opportunities equal to those of their non-disabled peers. Disability Services is located in
room 1.610 in the Student Union. Office hours are Monday and Thursday, 8:30 a.m. to
6:30 p.m.; Tuesday and Wednesday, 8:30 a.m. to 7:30 p.m.; and Friday, 8:30 a.m. to 5:30
p.m. The contact information for the Office of Disability Services is:

The University of Texas at Dallas, SU 22


PO Box 830688
Richardson, Texas 75083-0688
(972) 883-2098 (voice or TTY)

Essentially, the law requires that colleges and universities make those reasonable
adjustments necessary to eliminate discrimination on the basis of disability. For example,
it may be necessary to remove classroom prohibitions against tape recorders or animals
(in the case of dog guides) for students who are blind. Occasionally an assignment
requirement may be substituted (for example, a research paper versus an oral presentation
for a student who is hearing impaired). Classes enrolled students with mobility
impairments may have to be rescheduled in accessible facilities. The college or university
may need to provide special services such as registration, note-taking, or mobility
assistance.

It is the student’s responsibility to notify his or her professors of the need for such an
accommodation. Disability Services provides students with letters to present to faculty
members to verify that the student has a disability and needs accommodations.
Individuals requiring special accommodation should contact the professor after class or
during office hours.

Religious Holy Days

The University of Texas at Dallas will excuse a student from class or other required
activities for the travel to and observance of a religious holy day for a religion whose
places of worship are exempt from property tax under Section 11.20, Tax Code, Texas
Code Annotated.

15
Sabharwal/ PA 3333

The student is encouraged to notify the instructor or activity sponsor as soon as possible
regarding the absence, preferably in advance of the assignment. The student, so excused,
will be allowed to take the exam or complete the assignment within a reasonable time
after the absence: a period equal to the length of the absence, up to a maximum of one
week. A student who notifies the instructor and completes any missed exam or
assignment may not be penalized for the absence. A student who fails to complete the
exam or assignment within the prescribed period may receive a failing grade for that
exam or assignment.

If a student or an instructor disagrees about the nature of the absence [i.e., for the purpose
of observing a religious holy day] or if there is similar disagreement about whether the
student has been given a reasonable time to complete any missed assignments or
examinations, either the student or the instructor may request a ruling from the chief
executive officer of the institution, or his or her designee. The chief executive officer or
designee must take into account the legislative intent of TEC 51.911(b), and the student
and instructor will abide by the decision of the chief executive officer or designee.

16

Vous aimerez peut-être aussi