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| BSA 504 CONTEMPORARY ISSUES IN HUMAN RESOURCE MANAGEMENT |
| April 2000 |
AVERETT COLLEGE GRADUATE AND PROFESSIONAL STUDIES
Addendum to the Published Student Module (April 2000)
Course Number and Title
BSA 504, Contemporary Issues in Human Resources Management
Course Description
This course is a study of the contemporary issues facing managers. While the course will draw heavily on the field of human resource management, it is meant not just for HRM practitioners, but also for managers and future managers in their dealings with their human resources. Although presuming students have a fundamental awareness of the field, it will provide sufficient reading materials for those who do not. It is designed as a "readings" course, interspersed with cases and experiential exercises designed to promote understanding. In addition to assigned readings, students are asked to regularly report on outside readings from the business press that support or amplify concepts and issues discussed in class. As a "contemporary" issues course, it is expected to evolve as the issues evolve.
Professor and Contact Numbers
Dr. Brian Satterlee
(804) 791-5837
satterle@averett.edu
Textbook and Other Instructional Materials
· Ferris, G. R. & Buckley, M. R. (1996). Human Resources Management: Perspectives, Context, Functions, and Outcomes (3rd ed.) Englewood Cliffs: Prentice-Hall.
· Hilgert, R. L. & Ling, C. C. (1996). Cases and Experiential Exercises in Human Resource Management (2nd ed.). Upper Saddle River: Prentice Hall.
· Maidment, F. H., ed. (2000). Annual Editions - Human Resources 00/01 (10th ed.) Guilford, CT: Dushkin/McGraw-Hill.
· www.maxpages.com/drsatterlee
Course Objectives
· Analyze the current state of Human Resource Management within organizations.
· Identify and assess the role of Human Resource Management in the development of corporate strategies.
· Identify the current legal issues impacting the employee/employer relationship.
· Examine the current state of human resource planning and staffing issues and their influence on organizations.
· Assess the impact of compensation and reward systems on employee performance.
· Identify and analyze performance evaluation systems and their impact on organizational performance.
· Identify and discuss issues related to organizational exit and turnover.
· Examine and assess the current issues in Union/Management relations.
· Identify the "new" workforce and their expectations relating to work.
· Compare and contrast current thinking on an important Human Resource area with the actual handling of this area by students' own employers.
· Formulate a strategy for appropriate handling of an important Human Resource issue by organizations.
Grading Policy
Performance in this course will be assessed as follows, on a 100-points scale:
Weeks One through Five
· Study Team Case/Presentation (50 points total 10 points each week)
· Individual Article or Website Review (10 points total 2 points each week)
Week Six
· Individual Final Paper (30 points total)
· Project Presentation w/presentation graphics (10 points total)
Assignments
Read the published Student Module prior to each class. Averett College Graduate and Professional Studies employs a modular approach to instructional delivery. Each course is developed and published as a series of modules. The modules are distributed to students upon registration. The purpose of this addendum is to provide additional information to students enrolled in this course.
This course will, for the most part, follow the published Student Module list of activities. During the first session, students will be informed of any adjustments to the required assignments for this course.
Grading Criteria
· A = 94 to 100
· B = 86 to 93
· C = 85 to 78
· D = 77 to 70
· F = below 70
Expectations
Attendance and participation is mandatory. Unexcused absences will result in the lowering of one letter grade. Two unexcused absences will result in failure of the course.
Academic Integrity
Refer to Averett College Honor Code
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