Virtual Class Syllabus
AMGT 374 Human Resource Management
A Project of the USC Beaufort Business Faculty
REQUIREMENTS: Short tests or quizzes will be given over a few chapters at a time. Students will be allowed to take a retest within 10 calendar days of the original test date (by arrangement with the instructor). The retest will be designed to be more difficult and could include information not included on the original test. A final comprehensive examination will also be given. No retests will be scheduled for the final examination.
A number of project assignments will be made in class. The assignments will include outside work by the student and a presentation to the class.
Grading Scale 90 - 100 = A; 80 - 89 = B; 70 - 79 = C; 60 - 69 = D; < 60 = F
ATTENDANCE POLICY: An approximation of the USCA attendance policy will be followed. To earn credit for the course, students must contact the instructor weekly and report on progress. The progress should exceed what one would expect of one attended at least 75% of the classes.
DISABLED STUDENTS: If you have a learning or physical disability which might affect your performance in this class, please inform your instructor as soon as possible and Mr. Vince Mesaric, USC Beaufort Associate Dean of Students Affairs, in order to verify your status and provide you with appropriate assistance.
REFUND INFO: JAN. 19, 1996, IS THE LAST DAY TO RECEIVE 100% REFUNDS!
DROP DATE: FEB. 23, 1996, IS THE LAST DAY TO DROP WITHOUT A "WF" BEING RECORDED!
SPRING TERM 1996
19 Overview of the course
26 Ch. 1 Introduction to Personnel/Human Resource Management: Philosophy and Plan
2 Ch. 2 Equal Opportunity and the Law
9 Ch. 3 Job Analysis
16 Ch. 4 Personnel Planning and Recruitment
23 Ch. 5 Employee Testing and Selection
1 Ch. 6 Interviewing Candidates and Building a Total Selection Program
8 Ch. 7 Orientation and Training
15 SPRING BREAK
22 Ch. 8 Developing Managers
Ch. 9 Managing Quality and Productivity
29 Ch. 10 Appraising Performance
Ch. 11 Managing Careers
5 Ch. 12 Establishing Pay Plans
12 Ch. 13 Pay for Performance and Financial Incentives
Ch. 14 Benefits and Services
19 Ch. 17 Guaranteed Fair Treatment
26 Ch. 18 Employee Safety and Health
Ch. 19 Strategic Issues in Human Resource Management
9 FINAL EXAM
HUMAN RESOURCE MANAGEMENT
SPRING TERM 1996
Due: February 9
Team members will select a job which at least one knows well. They will conduct a job analysis and produce the resulting description and specification. The presentation to the class will include information about how the process went and any problem areas encountered. The three products will be distributed to the class. Any existing documentation, such as job description, etc., will not be used in producing the new materials.
Due: February 23
Team members will work to identify appropriate testing and/or selection techniques to evaluate candidates.
Due: March 8
The team will outline a training program for new employees.
Due: March 29
The team will design a performance appraisal system for the job previously analyzed.
Due: May 9
This project will involve locating and reporting on topics using the Internet. Possible topics include (but are not limited to): Telecommuting, Intranet (Use of Internet resources for communication among members of an organization.), Virtual organizations, and Career Planning/Development.
HUMAN RESOURCE MANAGEMENT
SPRING TERM 1996
at USC Beaufort
1. Explain the role of Human Resource Management (HRM) and how it relates to the management process and strategic issues in organizations. Include the different roles of line and staff managers in the HRM process.
2. Name and explain the major laws relating to Equal Employment Opportunity. (Include at least the following: Equal Pay Act of 1963, Civil Rights Act of 1964 - Title VII, Age Discrimination in Employment Act of 1967, Pregnancy Discrimination Act of 1978, Americans with Disabilities Act or ADA.)
3. Define each of the following and explain their importance: sexual harassment, adverse impact, bona fide occupational qualifications, and affirmative action.
4. Describe the job analysis process. Outline the uses of the job analysis.
5. Explain human resource planning and recruitment. Compare and contrast internal and external sources of candidates.
6. Name the steps in the employee selection process. Define validity and reliability and explain the importance of each to the ethical and legal testing and selection of employees. Describe the different types of tests available and the appropriate use of each type.
7. Give the types of interviews and the legal issues related to interviewing job candidates. Specify the components of an effective interview.
8. Discuss the orientation and training process. Explain the importance of socialization in gaining employee commitment. Outline the basic steps in training. Describe the major training techniques and list advantages and disadvantages for each method.
9. List and explain the various management development methods.
10. Relate the role of HRM in the implementation of quality circles, total quality management (TQM), and self-directed teams. Explain how these methods can influence productivity.
11. Describe the primary performance appraisal methods and give the advantages and disadvantages of each. Explain what the manager should do to involve the employee in the appraisal interview.
12. Explain how organizations can use career planning and development to help meet the needs of employees and the organization.
13. Give the primary methods for compensation. Outline the legal considerations in compensation. Describe the steps in establishing pay rates.
14. Explain the use of pay-for-performance to motivate employees and managers. Include the role of group and organization-wide incentive plans in the explanation.
15. Discuss the use by organizations of benefits and services to compensate employees. List the various methods used, emphasizing the ones required by law.
16. Describe the role of HRM professionals in labor relations. Name the laws which relate to labor relations explain the importance of each. Give the steps through which a union might gain recognition in an organization.
17. Relate the collective bargaining process, including "good faith," strike, lockout, mediation, arbitration, and grievance.
18. Give the responsibilities of organizations for the safety and health of employees. Specify the legal requirements of the Occupational Safety and Health Act and the role of the Occupational Safety and Health Administration (OSHA).
19. Explain the relationship between HRM and strategic planning.
20. State the implications for HRM in selecting and training organization members for international operations.
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