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Human Resources Management
	HRS 101 - Introduction to Human Resources Management 3 Credits, 3 Contact Hours 3 lecture periods 0 lab periods Practical applications for success in personnel management. Includes human resources management in perspective, meeting requirements, the challenge, function/environment, recruitment, compensation, incentive plans, training and development, and labor relations. Course Learning Outcomes Apply HR related legislation affecting HR subject matters. Demonstrate a basic understanding of recruitment, selection, and organizational needs. Understand components of bargaining processes, management rights, and the role of labor unions in the private and public sectors. Identify ethical and unethical behavior in analyzing related HR policies. Recognize different compensation resources, and explain implementation processes to meet competitive practices. Performance Objectives: Identify how firms gain sustainable competitive advantage through people. Discuss some of the challenges that have an impact or influence on human resources management (HRM). Discuss the primary demographic and employee concerns pertaining to HRM. Explain the reasons behind passage of EEO legislation and discuss the major laws affecting equal employment opportunity. Describe sexual harassment, bona fide occupational qualification, and religious preference as equal employment opportunity issues. Describe affirmative action and the basic steps in developing an affirmative action program. Discuss the relationship between job requirements and the performance of HRM functions. Explain the various sections of job descriptions and list the various factors that must be taken into account in designing a job. Discuss basic approaches to human resources planning. Explain the advantages and disadvantages of recruiting from within the organization and of external recruitment Explain the objectives of the personnel selection process and identify the various sources of information used for personnel selection. Explain the value of different types of employment tests. Discuss the different approaches to conducting an employment interview and describe the various decision strategies for selection. Explain employer concerns in developing a strategic compensation program. Discuss various factors that influence the setting of wages and the issue of equal pay for comparable worth. Discuss the major provisions of the federal laws affecting compensation. Describe the characteristics of a sound benefits program and list the types of benefits that an employer may provide. Discuss the recent trends in retirement policies and programs and describe the major factors involved in the management of pension plans. Discuss the basic requirements for successful implementation of incentive programs and the reasons for implementing incentive plans. Discuss the need for training and development and describe training programs that are currently popular. Explain how a career development program integrates individual and organizational needs. Discuss the conditions that help to make a career development program successful. Discuss due process, the employment-at-will principle, and the implied contract and the job expectancy rights of employees. Explain the process of establishing disciplinary policies and discuss the meaning of discipline and how to investigate and correct a disciplinary problem. Discuss the role of ethics in the management of human resources. Discuss the principal federal laws that provide the framework for labor relations. Cite the reason employees join unions and discuss the reasons unions organize employees and gain recognition as their bargaining agent. Discuss the overall structure of the labor movement and the functions labor unions perform at the national and local levels. Discuss the differences between private-sector and public-sector labor relations. Discuss some of the effects that changing conditions are having on labor organizations. Discuss the bargaining process and describe the forms of bargaining power that a union and an employer may utilize to enforce their bargaining demands. Give examples of current collective bargaining trends. Discuss the major provisions of a labor agreement and the issue of management rights. Outline: The Challenge of Human Resources Management Competitive challenges Going global Embracing new technology Managing change Developing human resources Responding to the market Demographic and employee concerns Demographic changes Social issues Cultural changes The partnerships of line managers and human resources (HR) departments Responsibilities of the HR manager Competencies of the HR manager Role of Line Manager The Human Resources Function and Environment Equal employment opportunities Historical perspective Government regulations Other EEO issues Enforcing EEO legislation Affirmative action The Legal and Regulatory Environment Meeting Human Resources Requirements Job requirements and employee contributions Human resources planning and recruitment Selection Recruitment Relationship of job requirements and HRM functions Job analysis and design Human resources planning (HRP) Elements of effective HRP Recruiting within and outside the organization and protected classes Matching people and jobs Sources of information about job candidates Employment tests The employment interview Reaching a selection decision Compensation Strategic compensation planning Components of the wage mix Job evaluation systems The compensation structure Governmental regulation of compensation Significant compensation issues Employee benefits programs Employee benefits required by law Discretionary major employee benefits Employee services Reasons and requirements for incentive plans Setting performance measures Incentive Plans Non-management Management Executive Developing Effectiveness in Human Resources Training Career development Appraising and improving performance Labor Relations Employee rights Disciplinary policies and procedures Appealing disciplinary actions Alternative dispute-resolution procedures Organizational ethics in employee relations Governmental regulation of labor relations The labor relations process Structures, functions, and leadership of labor unions Labor relations in the public sector Contemporary challenges to labor organizations The bargaining process Trends in collective bargaining The labor agreement Administration of the labor agreement
	HRS 102 - Human Resource Law 3 Credits, 3 Contact Hours 3 lecture periods 0 lab periods Legal issues associated with human resources management. Includes hiring, personnel practices, wages and hours, taxes employee benefits, family and medical leave, health and safety, illegal discrimination, workers with disabilities, and termination. May also include issues associated with independent contractors, unions, and lawyers and legal research. Course Learning Outcomes Describe how various state and federal laws affect the employment relationship, including statutes concerning discrimination, a safe and healthy workplace, and wage and hour basics. Identify key provisions of the Family and Medical Leave Act and Americans with Disabilities Act. Identify the various race and color, national origin, gender, sexual orientation, religious, age, and disability issues encountered when considering discrimination claims and related employer liability. Explain the role and advantages of adopting an employee handbook. Performance Objectives: Describe the legal protocol; set out by many state and federal laws and court decisions, for every phase of the employment relationship, including the hiring process. Explain how creating or having an existing employee handbook can help the employer and employees reach an amicable resolution, and if needed, help the company defend itself in legal proceedings. Describe statutes and laws concerning wage and hour basics, and potential problem areas. Explain how the tax laws affect the employer and how the pieces of the tax system fit together. Discuss the advantages and disadvantages of offering employee benefits; which benefits will the federal tax laws allow the employer to deduct as a business expense. Describe what the Family and Medical Leave Act means to the employer and the employee. Discuss the federal and state laws and local ordinances that require the employer to make the workplace save and healthy. List some of the advantages to the employer to keep the workplace safe and healthy. Elaborate on the different laws that prohibit discrimination (and the many types of discrimination) in the workplace. Describe what the Americans with Disabilities Act means to the employer. Discuss the issues that an employer must be aware of concerning terminations and preventing possible wrongful termination claims. Explain the advantages and disadvantages of hiring independent contractors; how they differ from employees, and discuss the legal issues of which an employer should be aware. (Optional) Describe the issue of Unions in the workplace and basic workers’ rights, as well as employers’ rights. (Optional) Discuss cost-effective ways employers can use lawyers and other legal resources available to employers. (Optional) Outline: Hiring Legal guidelines for hiring employees Job descriptions Job advertisements Job applications Interviews Testing Investigations Making a job offer Personnel Practices Employee files Employee handbooks Employee performance reviews Disciplining employees Wages and Hours The Fair Labor Standards Act (FLSA) coverage Pay requirements Calculating pay Calculating work hours Keeping records Child labor Payroll withholding Taxes Employer identification numbers Federal employment taxes Self-employment taxes Tax deductions for salaries and other expenses Independent contractors Statutory employees Employee Benefits Healthcare coverage Retirement plans Other employee benefits Family and Medical Leave Who is covered Reasons for taking a leave Scheduling leave Temporary transfer to another job Substituting paid leave Advance notice of leave Certification Health benefits Returning to work Related laws Enforcement Health and Safety The Occupational Safety and Health Act (OSHA) Getting help State OSHA Laws Hazardous chemicals Workers’ compensation Disease prevention Tobacco smoke Drug and alcohol abuse Repetitive stress disorder Illegal Discrimination Title VII of the Civil Rights Act Sexual harassment Age Pregnancy National origin Gay and lesbian workers State and local laws Workers with Disabilities The Americans with Disabilities Act Businesses that are covered Who is protected Exceptions to coverage Providing reasonable accommodations Financial assistance Health and safety standards Medical exams Enforcement Termination Wrongful discharge cases Guarding against legal claims Guidelines for firing employees Investigating complaints against workers Alternatives to firing The firing process Heading off trouble Final paycheck Continuing health insurance Unemployment compensation Protecting your business information Handling post-employment inquires Independent Contractors (Optional) Comparing employees and independent contractors The IRS rules Workers automatically classified as employees State laws The risks of misclassification Hiring independent contractors Unions (Optional) The National Labor Relations Act Unionizing a workplace Employer rights and limitations Making unions unnecessary Lawyers and Legal Research (Optional) Getting help Paying a lawyer Resolving problems
	HRS 103 - Benefits and Compensation 3 Credits, 3 Contact Hours 3 lecture periods 0 lab periods Study of benefits and compensation management. Includes strategic compensation planning, components of the wage mix, job evaluation systems, the compensation structure, governmental regulation of compensation, significant compensation issues, employee benefits programs, employee benefits required by law, discretionary major employee benefits, employee services, reasons and requirements for incentive plans, setting performance measures, administering incentive plans, incentive for non-management employees, incentive for management employees, incentives for executive employees, and gain-sharing incentive plans. Course Learning Outcomes Identify the various factors that influence the setting of wages, including major provisions of federal laws affecting compensation. Identify the characteristics of a sound employee benefits program, including those benefits required by law, and discuss management concerns about their cost. Explain the characteristics, advantages and disadvantages of profit-sharing plans. Describe the mechanics of each of the major job evaluation systems. Discuss the current issues of equal pay for comparable worth, pay compression, and low wage budgets. Performance Objectives: Explain employer concerns in developing a strategic compensation program. Identify the various factors that influence the setting of wages. Discuss the mechanics of each of the major job evaluation systems. Explain the purpose of a wage survey. Define the wage curve, pay grades, and rate ranges as parts of the compensation structure. Identify the major provisions of the federal laws affecting compensation. Discuss the current issues of equal pay for comparable worth, pay compression, and low wage budgets. Describe the characteristics of a sound benefits program. Discuss management concerns about the costs of employee benefits and discuss ways to control costs. Explain the employee benefits required by law. Discuss suggested ways to control the costs of health care programs. Describe those benefits that involve payment for time not worked. Discuss the recent trends in retirement policies and programs. Describe the major factors involved in the management of pension plans. List the types of service benefits that employers may provide. Discuss the basic requirements for successful implementation of incentive programs. List the types of and reasons for implementing incentive plans for nonmanagement employees. Explain why merit raises may fail to motivate employees adequately and discuss ways to increase their motivational value. Identify and discuss the advantage of each of the principal methods used to compensate salespersons. Explain what profit-sharing plans are and the advantages and disadvantages of these programs. Differentiate how gains may be shared with employees under the Scanlon, Rucker, Improshare, and earnings-at-risk gainsharing systems. Describe the main types of ESOP plans and discuss the advantages of ESOPS to employers and employees Outline: Strategic Compensation Planning Linking compensation to organizational objectives The pay-for-performance standard The motivating value of compensation The bases for compensation Components of the Wage Mix Internal factors External factors Job Evaluation Systems Job ranking system Job classification system Point system Factor comparison system Job evaluation for management positions The Compensation Structure Wage and salary surveys The wage curve Pay grades Rate ranges Alternatives to traditional job-based pay Governmental Regulation of Compensation Davis-Bacon Act of 1931 Walsh-Healy Act of 1936 Fair Labor Standards Act of 1938 (as Amended) The Federal Minimum Wage Poster Significant Compensation Issues The issue of equal pay for comparable worth The issue of wage-rate compression The issue of low salary budgets Employee Benefits Programs Information technology and employee benefits Requirements for a sound benefits program Concerns of management A personalized statement of benefits Employee Benefits Required by Law Social Security Insurance Unemployment Insurance Workers’ Compensation Insurance Leaves without pay The Family and Medical Leave Act (FMLA) Discretionary Major Employee Benefits “Your Rights”: another federally required poster Health care benefits Payment for time not worked Supplemental unemployment benefits Life insurance Long-term care insurance Retirement programs Pension plans Maximizing employee savings with a Tax Shelter Annuity (TSA) Employee Services Employee assistance programs Counseling services Educational assistance plans Child and elder care Other services Reasons and Requirements for Incentive Plans Incentive plans as links to organizational objectives Requirements for a successful incentive plan Setting Performance Measures Organizational Management Employee Administering Incentive Plans Benefits Challenges Incentives for Nonmanagement Employees Incentives for hourly employees Standard hour plan Incentives for Management Employees Merit raises Lump-sum merit pay Merit pay guideline charts Incentives for sales employees Incentives for professional employees Incentives for Executive Employees Components of executive compensation The issue of amount Most prevalent executive perks Gainsharing Incentive Plans Profit-sharing plans Designing effective gainsharing programs Four unique bonus plans Stock ownership Employee Stock Ownership Plans (ESOPs)
	HRS 104 - Job Requirements, Recruitment, and Personnel Selection 3 Credits, 3 Contact Hours 3 lecture periods 0 lab periods Concepts, techniques, and regulation that apply to job requirements, recruitment, and personnel selection. Includes relationships of job requirements and HRS functions, job analysis, job design, matching people and jobs, sources of information about job candidates, employment tests, the employment interview, and reaching a selection decision. Course Learning Outcomes Apply different key components of recruitment activities to formulate effective decision making solutions in relation to a recruitment cycle. . Identify selection measurements to use in making effective selection decisions. Explain the importance of strategic planning, and the role it plays in cultivating diversity and EEO initiatives. Identify the different job characteristics and techniques used to motivate employees and maximize their contributions. Differentiate between reliability and validity within an HR selection context. Performance Objectives: Discuss the relationship between job requirements and the performance of Human Resource Management (HRM) functions. Describe the methods by which job analysis typically is completed. Explain the various sections of job descriptions. List the various factors that must be taken into account in designing a job. Describe the different techniques used to maximize employee contributions. Discuss the various job characteristics that motivate employees. Explain the different adjustments in work schedules. Identify the advantages of integrating human resources planning and strategic planning. Describe the basic approaches to human resources planning. Explain the advantages and disadvantages of recruiting from within the organization. Explain the advantages and disadvantages of external recruitment. Describe how recruitment activities are integrated with diversity and equal employment opportunity initiatives. Explain the objectives of the personnel selection process. Identify the various sources of information used for personnel selection. Explain the value of different types of employment tests. Discuss the different approaches to conducting an employment interview. Describe the various decision strategies for selection. Outline: Relationship of Job Requirements and HRM Functions Recruitment Selection Training and development Performance appraisals Compensation management Job Analysis The job analyst’s responsibilities Gathering job information Controlling the accuracy of job information The Department of Transportation (DOT) and job analysis Approaches to job analysis Job analysis in a changing environment Job descriptions Job descriptions for an employment assistant Problems with job descriptions Writing clear and specific job descriptions Job Design Industrial engineering considerations Ergonomic considerations Designing work for employee contributions Examples of employee empowerment What self-managed teams manage Adjustments in work schedules Human Resources Planning (HRP) Importance of HRP HRP and strategic planning HRP and environmental scanning Elements of Effective HRP Forecasting demand for employees Forecasting supply for employees Balancing supply and demand considerations Recruiting Within the Organization Advantages of recruiting from within Methods of locating qualified job candidates Limitations of recruiting from within Guidelines for setting up an on-line job posting system Recruiting Outside the Organization The labor market Outside sources of recruitment Eight points for developing effective newspaper advertisements Improving the effectiveness of external recruitment Recruiting Protected Classes Recruitment of women Recruitment of minorities Recruitment of the disabled Steps in diversity planning Recruitment of older persons Matching People and Jobs Beginning with job analysis The selection process Obtaining reliable and valid information Sources of Information about Job Candidates Application forms Biographical information blanks Background investigations Polygraph tests Honesty and integrity tests Employee polygraph protection act Graphology Medical examinations Drug testing Employment Tests Nature of employment tests Classification of employment tests The Employment Interview Interviewing methods Sample situational interview question Guidelines for employment interviews Major findings from research studies on the interview Types of pre-employment questions to ask Reaching a Selection Decision Appropriate and inappropriate interview questions Summarizing information about applicants Decision strategy Final decision
	HRS 105 - Training and Development 3 Credits, 3 Contact Hours 3 lecture periods 0 lab periods Introduction to training, career development, and appraising and improving performance. Includes the scope of training; conducting, implementing, and evaluating training programs as well as special topics in training and development; elements of career development programs and management succession, career development for a diverse workforce, and personal career development are also explored. Also includes performance appraisal programs, developing an effective appraisal program, performance appraisal methods, and appraisal interview. Course Learning Outcomes Apply a systems approach model that utilizes different types of training programs to meet company learning needs. Apply each of the types and levels of needs analysis. Explain how a successful career development program integrates individual and organizational needs, and cite ways in which employers can facilitate such a program for women, members of minority groups, and dual-career couples. Describe the types and characteristics of an effective performance appraisal program. Discuss why performance appraisals fail and problems associated with appraisals. Recognize different technology methods that influence training and development. Performance Objectives: Discuss the systems approach to training and development. Describe the components of training-needs assessment. Identify the principles of learning and describe how they facilitate training. Identify the types of training methods used for managers and nonmanagers. Discuss the advantages and disadvantages of various evaluation criteria. Describe the special training programs that are currently popular. Explain how a career development program integrates individual and organizational needs. Describe the conditions that help to make a career development program successful. Discuss how job opportunities can be inventoried and employee potential assessed. Describe the methods used for identifying and developing managerial talent. Cite the ways in which employers can facilitate the career development of women. Cite the ways in which employers can facilitate the career development of members of minority groups and of dual-career couples. Describe the various aspects of personal career development that one should consider. Explain the purposes of performance appraisals and the reasons they fail. Identify the characteristics of an effective appraisal program. Describe the different sources of appraisal information. Explain the various methods used for performance evaluation. Outline the characteristics of an effective performance appraisal interview. Outline: The Scope of Training Investments in training A systems approach to training Conducting the Needs Assessment Organization analysis Who should conduct training assessments? Task analysis Person analysis Tips for conducting a competency assessment Designing the Training Program Instructional objectives Trainee readiness and motivation Principles of learning Characteristics of instructors Implementing the Training Program Training methods for non-managerial employees Job instruction training Advantages of computer-based training Methods for management development Evaluating the Training Program Reactions Learning Behavior Results Special Topics in Training and Development Orientation training Benchmarking HR training Basic skills training Team training Diversity training Elements of Career Development Programs Determining individual and organizational needs Creating favorable conditions Inventorying job opportunities Gauging employee potential Career Development and Management Succession Inventorying management talent Using assessment centers Determining individual development needs Mentoring Career Development for a Diverse Workforce Career development for women Maximizing the human resources of female and male managers Career development for minorities Dual-career couples Personal Career Development Stages of career development Developing personal skills and competencies Choosing a career Campbell Interest and Skill Survey: Individual Profile Choosing an employer The Plateauing Trap Becoming an Entrepreneur Keeping a career in perspective Performance Appraisal Programs Purposes of performance appraisal Reasons appraisal programs sometimes fail Developing an Effective Appraisal Program Establishing performance standards Complying with the law Deciding who should appraise performance Putting it all together: 360-Degree Appraisal Training appraisers Performance Appraisal Methods Supervisor’s checklist for the performance appraisal Trait methods Graphic rating scale with provision for comments Example of mixed-standard scale behavioral methods Sample items from behavior observation scales Results methods Which performance appraisal method to use? Example of goal-setting worksheet Appraisal Interviews Three types of appraisal interviews Conducting the appraisal interview Improving performance
	HRS 106 - Labor Relations 3 Credits, 3 Contact Hours 3 lecture periods 0 lab periods Exploration of issues in the area of labor relations. Includes employee rights, disciplinary policies and procedures, appealing disciplinary actions, organizational ethics in employee relations, government regulation of labor relations, the labor relations process, structures, functions, and leadership of labor unions, labor relations in the public sector, contemporary challenges to labor organizations, the bargaining process, trends in collective bargaining, the labor agreement, and administration of the labor agreement. Course Learning Outcomes Describe key elements in the labor relations process in terms of organizations, work rules, principal federal laws, changing conditions, the labor movement, and key organizing participants. Understand the bargaining process, goals, strategies, rights of entities, and trends affecting economic and negotiation pressures, and be able to identify examples of outcomes. Differentiate between administering contracts, arbitrations, and employee discipline. Apply different theories as to why labor relations processes exist in a systematic way. Performance Objectives: Explain due process, the employment-at-will principle, and the implied contract. Identify the job expectancy rights of employees. Explain the process of establishing disciplinary policies, including the proper implementation of organizational rules. Discuss the meaning of discipline and how to investigate a disciplinary problem. Explain two approaches to disciplinary action. Identify the different types of alternative dispute-resolution procedures. Discuss the role of ethics in the management of human resources. Identify and explain the principal federal laws that provide the framework for labor relations. Cite the reason employees join unions. Describe the process by which unions organize employees and gain recognition as their bargaining agent. Describe the overall structure of the labor movement and the functions labor unions perform at the national and local levels. Describe the differences between private-sector and public-sector labor relations. Discuss some of the effects that changing conditions are having on labor organizations. Discuss the bargaining process and the bargaining goals and strategies of a union and an employer. Describe the forms of bargaining power that a union and an employer may utilize to enforce their bargaining demands. Cite the principle methods by which bargaining deadlocks may be resolved. Give examples of current collective bargaining trends. Identify the major provisions of a labor agreement and describe the issue of management rights. Describe a typical union grievance procedure. Explain the basis for arbitration awards Outline: Employee Rights Employment Protection Rights Job Expectancy Rights Examples of employment-at-will statements Alternatives to body-fluid testing Disciplinary Policies and Procedures The results of inaction Setting organizational rules The Hot-Stove Approach to rule enforcement Defining discipline Investigating the disciplinary problem Approaches to disciplinary action Compiling a disciplinary record Discharging employees Appealing Disciplinary Actions and Procedures Process Organizational policy and procedures Organizational Ethics in Employee Relations Policy Procedure Governmental Regulation of Labor Relations The Railway Labor Act The Norris-LaGuardia Act The Wagner Act The Taft-Hartley Act The Landrum-Griffin Act The Labor Relations Process Why employees unionize Organizing campaigns How employees become unionized Impact of unionization on managers Structures, Functions, and Leadership of Labor Unions Structure and functions of the AFL-CIO Structure and functions of national unions Structure and functions of local unions Union leadership approaches and philosophies Labor Relations in the Public Sector Public-sector legislation Political nature of the labor-management relationship Strikes in the public sector Contemporary Challenges to Labor Organizations Foreign competition and technological change Labor’s unfavorable public image Decrease in union membership Employers’ focus on maintaining nonunion status Strategies to remain union-free The Bargaining Process Good-faith bargaining Preparing for negotiations Conducting the negotiations The union’s power in collective bargaining The employer’s power in collective bargaining Resolving bargaining deadlocks Trends in Collective Bargaining Changes in collective bargaining relationships Facilitating union-management cooperation Definition and forms of cooperation Joint Union-Management Cooperation Committee: Statement of Principles and Philosophy Concessionary bargaining The Labor Agreement Items in a labor agreement The issue of management rights Forms of union security Administration of the Labor Agreement Negotiated grievance procedures Grievance mediation Grievance arbitration

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Course Descriptions

HRS 101 - Introduction to Human Resources Management

HRS 102 - Human Resource Law

HRS 103 - Benefits and Compensation

HRS 104 - Job Requirements, Recruitment, and Personnel Selection

HRS 105 - Training and Development

HRS 106 - Labor Relations