Human Resource Design Department
Fall - 2007
HRD 300 – Principles of Human Resource Management
Instructor:
Stephen D. Schuster, Ph.D.
Office hours: Before or after class and by appointment Phone: 818/774-1817
See “Meet your Prof” information
Required texts :
Managing Human Resources, 14 th Ed.
George Bohlander, Scott Snell
Thomson – Southwestern Publishers ISBN: 0-324-42238-5
Annual Editions – Human Resources 06-07 16 th ed . F. Maidment
(editor), Mcgraw-Hill/Dushkin Publ. ISBN
– 0-07-352838-2
Highly Recommended Reading:
Wall Street Journal; HR Magazine; Any business periodical
– e.g.
Fortune,
Business Week, Inc., etc.
Course Description:
About 8 years ago, the Human Resource function in the organizational world came under heavy criticism – and it still is a frequent target. Many serious executives question its “business” place. From the ensuing self-examination, HR began a trend towards what is being called “strategic partnering.” There is no doubt organizations need a function that focuses on their immense investment in human resources. There should also be no doubt that, when performed in a professional manner, a human resource function optimizes the output of the human resource just as purposefully as an astute finance manager maximizes returns by managing financial resources. The trick is in being able to accurately assess the internal and external environments in these hyper-dynamic times, choose the appropriate response in keeping with the needs and goals of the organization, and manage the implementation process.
This course is designed to facilitate the learning process by using real world situations to illustrate theoretical principles. The emphasis is on the use of a systematic professional approach to problem solving: precise analysis, use of appropriate tools, selection of the best solution, implementation, evaluation and follow-up. Real world examples from all sorts of organizations will provide the learning platform. Students will be expected to help provide these examples from their own real world experiences and will also be expected to demonstrate an ability to transfer knowledge gained from the class back to their real world.

HRD 300 Fall, 2007 Claremont Graduate University Syllabus Page 2
Course Format:
With an emphasis on real life examples, the course will be taught through lecture, text-book, videos, in-class exercises and cases along with a heavy emphasis on group discussions. To facilitate discussions, it is crucial for everyone to be prepared for classes by having done the readings and any assignments. It is also crucial for everyone to participate to ensure maximum learning for you, your fellow students, and your professor. Since real world management involves working with others, this course is designed with team-work in mind.
Evaluation/Grading:
Class participation: 5% (includes attendance, quality of participation)
Real World/Case Insight Reports: 4 reports @ 5% each = 20%
Team Project/Presentation: 25% (Shared grade = 15% + 5% peer review)
First-half exam: 25 %
Final exam: 25%
Real World Insight Reports:
Periodically, students will turn in short (1 – 2 page papers) describing some aspect of their environment (work, home, school) that illustrates some principle discussed either in class or in the text. These are to show that the student recognizes how an “academic” principle or theory is actually used in the real world.
While your actual environment is the ideal place to look, cases discussed in class or read about either inside or outside of class are acceptable.
These papers should be an “AHA” experience where you actually witness or are told about some situation that reminds you of something we’ve discussed (or you read about). For example, we may have discussed common mistakes in interviewing candidates and you then are interviewed yourself and suddenly recognize mistakes the interviewer is making.
Papers should be brief – more than 2 pages is unacceptable. Just describe what you witness, related it to a concept, and tie it up with a ‘what-you-learnedfromit’.
Team Project:
Each team will select a specific organization, and report on the overall HR function including philosophy, structure, programs, etc. Research should be gathered from actual interviews, organizational publications, and/or other published material.
Students will turn in a written outline of their part in the presentation.
Presentations should last about 30 minutes, including time for class questions and discussion. Grading will be based on thoroughness, interest, and creativity in presentation style.

HRD 300 Fall 2007 Claremont Graduate University Syllabus Page 3
NOTE: For all written assignments grading will be based on:
1. Content – pertinence to topic, depth of understanding and insight
2. Clarity of writing – IN THIS CLASS, SPELLING AND GRAMMAR WILL
COUNT.
Half-term Exams:
Two short exams testing comprehension will be given during the term.
These may include short answer, definitions, etc. and cover material covered in class or in the text.
Grades will be assigned using the University criteria:
A+ = truly exceptional performance. Rarely given
A = excellent performance
A- = Very good performance
B+ = Good performance
B = Acceptable graduate level performance
B- = marginally acceptable performance
C+ = Passing, but below expectations for graduate work
C = Weak performance
C- = Minimum passing grade. Very weak performance
My target is to give out 40% in the “A” category; 55% in the “B” category, and 5%
C+ or below.
Timeliness:
All assignments are expected to be turned in on time. Points will be taken off for missed deadlines.
Students are also expected to attend all classes and to be punctual.
Tardiness in arriving to class is rude and disruptive.
NOTE: Accommodations will be made for students having documented special needs. Any student requiring an accommodation MUST identify him/herself to me at the first meeting so that we may discuss what can and can’t be done.

5
6
4
3
HRD 300 – CGU Fall, 2007
Class Date Topic Assignments
1 Sep 10 Introductions
The HR job
HR as a “profession”
Bohlander: Ch 1
Readings: Articles 3, 5, 6, 7
2. Sep 17 The HR environment Bohlander: Ch 2,3
The legal Environment (Basic) Readings: 4,8,9,10,11,33, 44
Sep 24
Oct 1
Oct 8 Training and Development Bohlander: 7
RWAP 2 due Reading 6,22,23,25
Oct. 15
Work analysis, Planning
RWAP 1 due
Recruiting and
Selection
Bohlander 4
Readings: 14,,16,17,24
Bohlander: 5,6
Reading: 15,, 42
First-half exam
Performance Appraisal I Bohlander: 8
Reading 18, 36,37
7. Oct 22 Performance Appraisal II
Compensation &
Benefits
Bohlander: 9, 10, 11
Readings: 18, 27, 28 29 30,31,34,35
11
12
13
8. Oct. 29
9 Nov 5 OSHA
RWAP 3 due
10 Nov 12 Privacy & Ethics/
Employee rights
Nov 19
Compensation &
Benefits
Bohlander: 9, 10, 11
Readings: 18, 27, 28 29 30,31,34,35
Labor Relations
Bohlander: 12
Readings:: 8,10,13,32,33
Bohlander: 13
Bohlander: 14
Nov. 26 Sexual Harassment & Other legal issues
Dec. 3 Team Presentations
RWAP 4 due
14. Dec. 10 Second Exam