HUMAN RESOURCES MANAGEMENT – LEND PAD823/HLTH 701 SPRING 2022 Professor: Arthur Bowes, EMBA, CAGS Phone: 617-763-6736 Email: abowes@suffolk.edu abowes441@gmail.com Schedule: January 15, 2022 – February 19, 2022 – Six classes Hours: 9:00AM – 3:00PM COURSE OVERVIEW The objective of this course is to understand and appreciate the importance and value of strategic Human Resource Management as an integral component of effectively managing Health Care Organizations. Instructor will use a variety of both textbook materials and cases to support the objectives of the course. The course will focus on key applications and practices of effective Human Resource Management. Topics discussed include but are not limited to: Management Theory; Recruitment, Staffing and Selection; Interviewing Skills; Equal Opportunity, Affirmative Action and Diversity& Inclusion; Performance Management; Compensation & Benefits; Labor and Employee Relations and the Legal Environment of Human Resources Management Course objectives will be met through lectures, readings, case analysis, group exercises and class discussions. Student interaction and participation is a key component to accomplishing course. objectives PRE-CLASS ASSIGNMENT Prior to class access Wikipedia and look up: (1) Henry Fayol (2) Frederick Taylor (3) Frank Gilbreth This is not a mandatory assignment but will enhance our first-class discussions. Total assignment should not take more than 15 minutes and can be accomplished just prior to the start of class COURSE OUTCOMES At the end of the course health care professionals will: - Understand the key drivers of effective human resource management programs and the positive impact on organizational effectiveness - Develop and enhance management tools and skills to implement in the workplace - Develop strategies to identify and access external resources to further enhance HR effectiveness in their organizations. The instructor may change the syllabus assignments and due dates to ensure key topics are covered thoroughly. COURSE MATERIAL Required text: Human Resource, An Applied Approach, Third edition Author: Jean Phillips Publisher: Chicago Business Press 5 Additional cases/articles will be supplied by the instructor in class. HUMAN RESOURCES LIBRARY Professor will provide relevant articles and PowerPoints throughout the course for the purpose of providing a robust HR Library resource for your personal and professional development. GRADING Classroom participation: 15% 6 written case/articles: 60% Individual HR project: 25% 1. 2. 3. 4. 4. 5. 5 WRITTEN GRADED CASES/ARTICLES Merkley – Provided by instructor Making People Decision – Provided by instructor SJ Cowan, Part A – Provided by instructor SJ Cowan, Part B – Provided by instructor Boston Research and Manufacturing – Provided by instructor Market Basket – Provided by instructor Assignments submitted after the assignment due date will be graded one grade lower. For example, an “A” paper will receive a grade of “B.” The reason for this approach is that we discuss the graded assignments in class when assignment is due thus the correct answer is publicly available. If you have a reason for a late submission, please discuss with me prior to the due date and we can discuss possible options. INDIVIDUAL HR PROJECT Identify a position within your organization and develop an HR plan for that position. Selecting your own position is also an option. Report should include but not limited to: 1. Job Title 2. Why did you select this position 3. List challenges in hiring and maintaining staff for this position Develop an HR plan for this position 1. Develop a detailed and specific job description using available resources such as “O*NET” and the textbook. 2. Research and identify a job description template and write a job description for the position 3. Determine a market driven salary range using survey sources such as O*Net, BLS.Gov, Salary.com, Glassdoor. Document sources used. 4. Develop a comprehensive recruitment plan - How are you going to recruit for this position and why - List your approach and strategy and explain why - Develop and create an employment advertisement you will use for this position 5. Develop Interview questions - 5 technical questions - 5 behavioral questions 6. Develop an interview assessment tool based on the interview questions you developed 7. Reference text pages 265-270, select one or two Performance Management Methods you would recommend for the position you have selected. 8. If you could customize an “Individual Benefits Program” based solely on the position, what benefits would you offer and why? 9. Based on the position you selected - Outline an on-boarding” strategy - Outline what training and development initiatives you would propose over the next 1-3 years. - As a mentor to this employee, identify career development approach you would implement COURSE AND ASSIGNMENT OUTLINE Class 1 – January 15, 2022 Class 1 will include multiple foundational topics related to the core principles and concepts of management, leadership, and human resource management. The topics are presented to develop the building blocks for the course 1. Class introductions 2. Overview and evolution of “Traditional Management” – Henri Fayol, Frederick Taylor, et al 3. Overview and evolution of “Behavioral Management” – Review and discussion of various 20th century theorists and their impact on management today 4. Distinguish between the perceived differences of “Management” and “Leadership.” 5. Overview of the Human Resources Management function and the role it plays in organizational effectiveness 6. Discussion of the HR challenges present in non-profit social service agencies. Are they different? from other industries? 7. Introduction to case analysis, problem solving and decision making 8. Introduction to the Merkley Company Case. Review Merkley case template 9. Introduction to “Individual Project Assignment” 10. When reading and assessing both text cases and instructor supplied cases determine if issues presented in the cases are like issues you may have experienced or witnessed in a health care environment 12. Review chapters 1, 2 and 3 for class #2 Assignments for Class 2 – January 22, 2022 Read chapter 1, 2 and 3 of the text. Complete the first written assignment - The Merkley Case Class 2 – January 22, 2022 1. Continue review of Management, Leadership and Human Resource Management 2. Students assigned to study groups and breakout rooms to develop group consensus of the Merkley case. 3. One study group is selected to present their findings and recommendations of the Merkley case. 4. All class assessment of the Merkley Case. 5. Presentation and discussion on Problem Solving and Decision Making 6. Presentation/discussion of interviewing and selection skills 7. Distinguish between technical skills and performance skills in the interviewing/selection process 8. Introduce the concept of Behavioral Interviewing 9. Introduction of written case assignment #2 – SJ Cowen, Part A. Instructor reviews SJ Cowen template 10. Introduction of written case assignment #3 – SJ Cowen, Part B, Instructor will provide guidelines. 10. Introduction of “Making People Decisions” – Written assignment #3. Instructor will provide assessment guidelines 11. Instructor reviews chapters 1,2 & 3. Assignments for Class 3 – January 29, 2022 1. Read chapters 4, 5 & 6 2. Individual analysis and recommendations of the “SJ Cowen Case” Part A and Part B 3. Individual analysis and assessment of the “Making People Decisions” article Class 3 – January 29, 2022 1. Study groups meet in breakout rooms to determine group consensus of SJ Cowen Case 2. Each group reports group decision of Cowen Case and reports back to whole class. 3. Study groups meet in breakout rooms to discuss individual assessment of the “Making People Decisions” article. No group consensus required just an active exchange of individual assessments. 4. Study groups reconvene to discuss assessment of the “Making People Decisions” case Assignments for Class 4 – February 5, 2022 1. Read chapters 8, 9 & 11 Class 4 – February 5, 2022 1. Instructor will introduce the significance and importance of Compensation/Wage & Salary Management. Major goal will be to demystify the topic and provide information to understand the importance of Compensation Management 2. Instructor reviews the BM&R case and provides template for completion. 3. Instructor reviews; Performance Management, Employee Relations and Labor Relations 4. Instructor discusses Market Basket and introduces The Market Basket Assignment Assignments for Class 5 – February 12, 2022 1. Read chapters 12, 13 & 14. 2. Complete the BM&R case 3. Complete the Market Basket assignment CLASS 5 – February 12, 2022 1. Study groups are assigned to breakout rooms to reach consensus on the BM&R case 2. Study groups reconvene, and each group reports their recommendations for the BM&R case 3. Instructor leads discussion on the chapters 12, 13 & 14 4. Instructor discusses the importance of Positive Employee Relations Programs. 5. Study groups reconvene to discuss their assessment of the Market Basket assignment. A group consensus is not required 6. Instructor introduces and discusses Labor Unions and Labor Relations emphasizing the pros and cons 7.Open forum to answer questions related to HR Management and topics presented in the course. 8. Check in on final project CLASS 6 – February 19, 2022 Class 6 is structured to ensure all topics scheduled to be presented during classes 1 – 5 are covered thoroughly. Also during class 6 current topics and issues in HR will be presented and discussed. Students will provide a summary of the results of their final HR project HR FINAL PROJECT DUE DATE February 26, 2022 COURSE MANAGEMENT AND LOGISTICS Instructor will establish “study groups” during the first day of class. Study groups WILL NOT be required to meet outside of class meeting times. Instructor firmly believes that collaboration and sharing different ideas and perspectives to problem solving is a very effective tool for successful leaders. Every attempt will be made to ensure members of study groups represent different functional areas, for example, a study group composed of a Finance person, Operations person, Registered Nurse, and a pharmacist will create a more dynamic outcome then a study group composed of all Registered Nurses. Required text: Human Resource Management, An Applied Approach, Third Edition. Jean Phillips, Chicago Business Press Instructor will also use Blackboard and Suffolk Group email to post additional material during the term. Written assignments are due on the date posted in the syllabus. Late work will not be accepted for grading unless there is a discussion and approval for late submission by the instructor BASIC CERTIFICATE REQUIREMENTS • Completion Requirement: Students must successfully complete (receive a passing grade) at least 80% (eight of ten modules/ten of twelve modules) of the offered courses. • Passing grade: A passing grade is completion of a course’s specifically outlined requirements at a “C” or higher level. • Graduating with Distinction: In order to graduate with distinction, a student must receive an “A” in all the modules/blocks. • Graduate Credit Waivers: For courses which have a Suffolk University public management graduate course equivalent, graduate credit waivers may be available at Suffolk University (credit waivers at other colleges and universities are discretionary according to individual schools’ policies) for students who complete the specifically outlined graduate level course requirements at a minimum “B” or 85% level. In addition to receiving a “B” in any individual course, a student must successfully complete the full requirements and graduate from the certificate program (i.e., pass eight of ten modules/four of five blocks). Suffolk may also grant course requirement waivers to substitute an elective course. Incompletes: “I” (Incomplete) indicates that a student has done passing work in a course (C or better) but has not yet submitted all the work required for a final evaluation. The “I” is awarded at the instructor’s discretion only if the student has successfully completed at least half the course requirements and there is a reasonable expectation that the work can be completed within one (1) calendar year. If the work is not completed within that time, then the “I” automatically converts to an “F” grade. Students may request individual course grades or a full transcript of their certificate work by sending an email to cpm@suffolk.edu Transcripts and diplomas will identify the specific certificate earned, along with any advanced study components… i.e., Certificate in Health and Community Health Center Management Students who wish to enroll in the MPA Program at Suffolk University, must take a minimum of ten courses on the Suffolk campus. Forty-two credits (14 courses) are required to complete the program. Certificate program eligible courses may be used to waive up to twelve credits of the forty-two required. Other Suffolk programs, such as the MBA or MHA, make their own decisions regarding credit and or requirement waivers. For further information, please contact CPM@suffolk.edu or 617-573-8437 LEARNING ASSESSMENT Grades are assigned as follows: Numerical Letter...what does it mean? Grade Point Score 95 – 100 90 - 94 An Exceptional Work A- Excellent Work 4.0 3.7 87-89 84 - 86 80 - 83 75 - 79 Below 75 B+ Good Work B Acceptable Graduate Work B- Acceptable Certificate Work C Acceptable Certificate Work F Failure 3.3 3.0 2.7 2.3 0.0 Instructor typically utilizes letter grades and is committed to returning assignments the week following week after submission ATTENDANCE POLICY Attendance and participation in all classes in key for securing a good grade. The course is structured for “active” learning and both group interaction and instructor/class interaction thus 100% attendance is essential. Obviously, situations occur for both students and instructors that are unavoidable. Please notify instructor as soon as possible if you are unable to attend a class and a mutually agreed upon plan will be developed to address an excusable absence. ACADEMIC INTEGRITY Academic integrity is expected of all who are affiliated with Suffolk University. When citing words phrases or ideas of another person from published work, on the Internet or created by another individual, you must provide footnotes or quotation marks. Plagiarism includes but is not limited to submission of work by another author; a work from the web; a substantial portion of a paper submitted for another class at Suffolk or elsewhere; and a paper or substantial portion written for you by someone else. Violations of academic integrity policies may result in course or assignment failure.
