Faculty Contact Information:
Instructor: Dr. Robert E. Mann
Mailing Address: CMR 420 Box 1643 APO AE 09063
Email Address: mannr@bunt.com
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Consultation:
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Consultation: Before class, during class breaks or after class at the students convenience
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Required Texts and Readings:
Texts and readings used exclusively in this course--
Gomez-Mejia, L.R., Balkin, D.B. & Cardy, R.L. (2004). Managing human resources, (4th ed.). Upper Saddle River, NJ: Prentice Hall
Kauffman, N. & Massey, C. (2000). Human capital applications using Microsoft Office 2000. Upper Saddle River, NJ: Prentice Hall.
Civil Service Reform Act 1978. Retrieved January 29, 2004 from http://www.dol.gov/esa/regs/compliance/olms/complcsra.htm
Hatch Act. Retrieved January 29, 2004 from http://www.osc.gov/hatchact.htm
Pendleton Act of 1883. Retrieved January 29, 2004 from http://www.ourdocuments.gov/doc.php?doc=48
Office of Personnel Management Strategic Plan 2002-2007. Retrieved January 29, 2004 from http://www.opm.gov/gpra/opmgpra/sp2002/appendices/statutes.asp
Text used in multiple courses --
American Psychological Association. 2001. Publication manual of the American Psychological Association, (5th ed.). Washington DC: Author
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Supplementary Readings:
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Recommended Journals:
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Course Description:
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Prerequisite: Undergraduate principles of management or permission of the Program Director. Provides students with an understanding of the problems, issues, and opportunities in managing the procurement, development, utilization, and maintenance of an effective, productive, and satisfied work force.
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Course Goals:
As a required course in the Management Track of the MPA, this course analyzes:
- Basic functions of HRM, including recruitment and selection, training and development, rewarding and compensating, layoffs and firing employees
- Role HRM plays in the strategic management and decision making of public, private and nonprofit organizations
- Strategies used to maximize the efficiency and effectiveness of an organizations human resources
- Major theories that influence the practice of HRM, including motivation, teambuilding, problem solving, decision making, negotiation and conflict management
- Major U.S. public policies, laws and courts cases that structure the practice of human resource management in the public sector and differentiate it from the private sector
- Current issues facing HR managers and organizational leaders in the public, private and nonprofit sectors
- Current best practices employed by managers in public, private and nonprofit organizations
- Increased importance of the Internet and other electronic and technological solutions on-going training and development of employees as well as in the planning, implementation and evaluation of HRM
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Course Objectives:
At the conclusion of this course the student will be able to:
- Analyze the conflicting demands on human resource managers and the values that underlie those conflicting demands.
- Apply theoretical perspectives to practical problems in HRM.
- Investigate current issues and best practices in HRM
- Utilize electronic and technological solutions to realize basic HRM activities.
- Utilize electronic resources to find primary source documents, data, statements on best practices, and research articles related to issues in HRM.
- Develop and present viable strategies and/or policy recommendations relating to important HR issues.
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Grading Information:
Grades for this course will be assigned as follows:
A 93% +
B 80 – 92%
C 70 – 79%
F Below 70%
F(a) or regular non-attendance F(n)
Please note that Bowie State University does not use "D" for graduate students. The grade F(a) is used to designate academic failure. F(n) is used to designate failure for non-completion. Grades of Incomplete or Withdrawal are governed by UMUC-Europe policies. For further details, please refer to the UMUC-Europe Graduate Catalog. Hard copies of the catalog are available at your local Education Center.
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Course Requirements:
Graduate school at the masters level focuses on helping students obtain the education needed for success as professionals in their chosen fields. Thus, UMUC-Europe Graduate Programs and Bowie State University share the common goals of promoting excellence in academic scholarship through thoughtful inquiry and the skillful application of knowledge and theory for the betterment of society. In order to maximize your graduate educational experience in general and this course in particular, you are required to:
Midterm Examination: 30%
Final Examination: 30%
Papers (2 X 15%) 30%
Participation 10%
Total 100%
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Description of Course Requirements:
Successful graduate students in American universities dedicate approximately three hours of preparation/study time for every hour spent in the face-to-face classroom. Thus, the following course requirements were developed on the assumption that students would be prepared to spend approximately 150 hours of their own time working on them. In an 8-week term, that is the equivalent of a half-time job. Most 14-week graduate distance education courses require at least 10 hours per week of dedicated time, plus time spent in the virtual classroom.
Participate in classroom discussions: You are expected to come to class prepared to engage in all discussions in a professional and informed manner.
Write graduate level papers or case studies: You are required to conduct professional-level research, including appropriately citing works of others and avoiding plagiarism. Resubmission of course work from previous classes (whether or not taken at UMUC, UMUC-Europe or BSU), partially or in its entirety, is not acceptable in this course and will result in an automatic failure on the assignment.
Orally/visually present prepared material: You are required to present your research in a professional manner. In a face-to-face course, this typically means an oral presentation accompanied by appropriate visual material. In a DE class, this means creating a visual/textual presentation for your instructor and classmates.
Complete one or more written examination(s): The examination process in this class will assist you in developing the writing and critical thinking skills necessary to successfully passing the comprehensive exam required of all graduate students. The questions used for this course will either be taken directly from past comprehensive exams or written as though to be included on a comprehensive exam.
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Course Schedule:
Module Date Topics Assignments
1 4 June 05 Introduction & Overview
Sat Meeting Present and Emerging Strategic Human
Resource Challenges Chap 1
Morning
Assign First Paper--Due seventh module
2 4 June 05
Sat Managing Work Flows and Conducting Job
Analysis Chap 2
Afternoon
3 5 June 05
Sun Understanding Equal Opportunity and the Legal
Environment Chap 3
Morning
4 5 June 05
Sun Managing Diversity Chap 4
Afternoon
Recruiting and Selecting Employees Chap 5
Human Capital Applications Exercise 1&2
5 18 June 05
Sat Managing Employee Separations, Downsizing, and
Outplacement Chap 6
Morning
6 18 June 05
Sat Appraising and Managing Performance Chap 7
Afternoon
7 19 June 05
Sun Training the Workforce Chap 8
Morning
Developing Careers Chap 9
Review for Mid-term Chap 1-9
First Paper Due
8 19 June 05
Sun
Afternoon Mid-term Examination Chap 1-9
9 9 July 05
Sat Managing Compensation Chap 10
Morning
10 9 July 05
Sat Human Capital ApplicationsAssign
Exercise 4&5
Afternoon
Second Paper--Due fifteenth Module
11 10 July 05
Sun Rewarding Performance Chap 11
Morning
12 10 July 05
Sun Designing and Administering Benefits Chap 12
Afternoon
Developing Employee Relations Chap 13
13 23 July 05
Sat Respecting Employee Rights and Managing Discipline
Morning Chap 14
Working with Organized Labor Chap 15
14 23 July 05
Sat Managing Workplace Safety and Health Chap 16
Afternoon
Human Capital Applications Exercise 8
Meeting the International HRM Challenge Chap 17
Review for Final Chap 10-17
Second Paper Due
15 24 July 05
Sun
Morning Final Examination Chap 10-17
16 24 July 05
Sun
Afternoon Special projects
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Academic Policies:
The University has a license agreement with Turnitin.com, a service that helps prevent plagiarism from internet resources. I may be using this service in this class by either requiring students to submit their papers electronically to Turnitin.com or by submitting questionable text on behalf of a student. If you or I submit part or all of your paper, it will be stored by Turnitin.com in their database throughout the term of the University's contract with Turnitin.com. If you object to this temporary storage of your paper, you must let me know no later than two weeks after the start of this class. Please Note: If you object to the storage of your paper on Turnitin.com, I may utilize other services to check your work for plagiarism.
The official university policy on Plagiarism and Academic Dishonesty can be found at http://www.umuc.edu/policy/aa15025.shtml. Section I.C. states: "Faculty may determine if the resubmission of course work from previous classes (whether or not taken at UMUC), partially or in its entirety, is acceptable when assigning a grade on that piece of course work. Faculty must provide this information in their written syllabi. If the resubmission of course work is deemed to be unacceptable, a charge may not be brought under this Policy and will be handled as indicated in the written syllabi."
Please refer to Description of Course Requirements for specific information on how resubmissions will be treated in this course and to the UMUC-Europe Graduate Catalog for information on the following:
Academic Integrity
Course Load
Exception to Policy
Grade Appeal Process
Make-up Examinations
Nondiscrimination
Students with Disabilities
Hard copies of the catalog are available at your local Education Center.
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Faculty Bio:
Hello, my name is Bob Mann and I will be your instructor for this course for the next several weeks.
I grew up in the northern Rocky Mountain area where I obtained my education through the undergraduate level. I spent some time in the military: in command of lower level field artillery units, teaching, various staff jobs as a human resource manager, comptroller, special operations, manpower staffing and other odd jobs in several parts of the world. The opportunity become available to join private industry, so for several years I worked for various companies ranging in size from 4 to 45,000. In private industry the jobs were varied: as an analyst, functional expert, project leader, resource management and human resource manager.
My current full-time job is as a collegiate professor for UMUC-Europe at the undergraduate and graduate level. I have been teaching for over twenty years in the European program.
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