BSMM-8380: Human Resources Management
Master of Management
Summer 2023
Class section
Class meetings
02
Tuesday and Thursday 8:00pm-9:50pm OB B20
Instructor
Diana Sarkis, MIR, CHRL, CHRP
Office hours
Tuesday and Thursday 2:00pm3:50pm
Office
Room 326 OB
Telephone
519-564-7312
E-mail
diana.sarkis@uwindsor.ca
Course Website
https://brightspace.uwindsor.ca
Textbook
Schwind, H., Uggerslev, K., Wagar, T., and Fassina, N.; Canadian Human
Resource Management: A Strategic Approach, McGraw-Hill Ryerson; 13th Edition
Academic Director
Dr. Brent Furneaux
Email
TBD
Email
Samantha DesRosiers
Email
Samantha.Desrosiers@uwindsor.ca
Clementa Stan
Email
cstan@uwindsor.ca
Lisa Power
Email
lisa.power@uwindsor.ca
Program
Administrator
Student Experience
Coordinator
Career Advisor
Coordinator
Graduate Secretary
brent.furneaux@uwindsor.ca
The Odette School of Business and the University of Windsor sit on the Traditional territory of the Three
Fires confederacy of First Nations, comprised of the Ojibway, the Odawa, and the Potawatomie.
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CALENDAR DESCRIPTION:
A study of the role of human resources activities in facilitating the achievement of organizational
effectiveness. Exposure to both management and labour perspectives with regards to human resources
issues will be provided by this course. Particular attention will be placed on the roles of labour relations
and trade unionism as they pertain to human resources activities. Students will gain an understanding of
the principles of human resources management and develop the skills required to solve people
problems in the workplace.
LEARNING OBJECTIVES:
At the completion of this course, students should be able to:
• Understand the purpose and different aspects of general human resource management
• Acquire knowledge and understanding about cross-cultural issues in businesses and use the
knowledge to solve relevant global and local business issues though critical thinking and
evaluation;
• Acquire and have a high level of understanding of the legal acts applicable to the practice of
human resource management and use this knowledge to identify, evaluate and solve problems
of different legal aspects including but not limited to: EEO; Family-medical leave; Harassment
and similar
• Learn the basic concepts and mechanisms of selection, performance management and appraisal
and apply them to case studies and real-world management situations;
• Learn how to assess and apply relevant selection and performance management methods with
the aim of selecting the most appropriate methods with the highest value to companies;
• understand and apply basic concepts used to evaluate training and experimental designs
MASTER OF MANAGEMENT COMPETENCIES:
For BSMM-8380 the following competencies are taught and tested:
Program Competencies
Course Competencies
Problem Solving
C3 Apply an evidence-based decision
model to evaluate and recommend
the best available alternative to
resolve an international business
problem.
Apply an evidence-based decision
model to evaluate and recommend
the best available alternative to
resolve an international business
problem.
Tested by
Case Discussion
Oral Presentation
(Group)
HRM Issue Audit
Report (Group)
Research and Critical Thinking
C2 Ability to undertake research to
define specified international
business issues and access, retrieve,
and evaluate the relevance of data,
and apply it to making a business
decision.
Ability to undertake research to
define specified international
business issues and access, retrieve,
and evaluate the relevance of data,
and apply it to making a business
decision.
Case Discussion Oral
Presentation (Group)
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Program Competencies
Literacy and Numeracy Skills
C4 Analyze both qualitative and
quantitative data and findings,
distinguishing and evaluating their
relevance to the resolution of
international business issues.
Interpersonal and Communication
Skills
C6 Ability to demonstrate
professionalism in appearance,
behaviour in written and verbal
communications.
Ability and Desire for Continuous
Learning
Apply acquired knowledge to resolve
international issues.
Responsible Behaviour to Self,
Others, and Society
C5 Ability to recognize differences
among the ethical and legal
environments to evaluate and
exercise responsible social
behaviours in the international
context.
Course Competencies
Analyze both qualitative and
quantitative data and findings,
distinguishing and evaluating their
relevance to the resolution of
international business issues.
Ability to demonstrate
professionalism in appearance,
behaviour in written and verbal
communications.
Apply acquired knowledge to resolve
international issues.
Ability to recognize differences among
the ethical and legal environments to
evaluate and exercise responsible
social behaviours in the international
context.
Tested by
HRM Issue Audit
Report (Group)
Midterm Exam
Final Exam
Case Discussion
Oral Presentation
(Group)
HRM Issue Audit
Report (Group)
Weekly Journals
HRM Issue Audit
Report (Group)
Weekly Journals
Teamwork and Personal Group
Leadership
C7 Identify and apply appropriate
team skills to constructively deploy
diversity within teams to inform the
resolution of international business
issues.
Identify and apply appropriate team
skills to constructively deploy diversity
within teams to inform the resolution
of international business issues.
Case Discussion
Oral Presentation
(Group)
HRM Issue Audit
Report (Group)
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COURSE CONTENT:
Date
May 23
Topic
Introduction and Course Overview
May 25
The Strategic Role of Human Resources
Management
Job Analysis and Design
May 30
Human Resources Planning
June 1
Legal Requirements – Employment Law
Overview and Diversity, Equity and
Inclusion
June 6
June 8
June 13
Legal Requirements – Employment Law
Overview and DEI
Recruitment
Reading Assignment
Read Course Outline
Chapter 1
Chapter 2
Chapter 3
Review Employment Law Resources on
Brightspace
Chapter 4
Review Employment Law Resources on
Brightspace
Chapter 5
June 15
Selection
Chapter 6
Onboarding, Training & Development and
Chapter 7
Career Planning
Reading Week, June 19 – 23
June 27
Midterm Exam
Chapter 1-7
June 29
Performance Management
Chapter 8
July 4
Compensation Management
Chapter 9
July 6
Employee Benefits
Chapter 10
July 11
Managing Employee Relations
Special Topics in Human Resources –
Employee Discipline, Performance
Improvement Plan (PIP) and Termination
The Union-Management Framework
Special Topics in Labour Relations Collective Agreement Administration,
Grievance Procedures and Arbitration s
Case Discussion Oral Presentation – Day 2
Chapter 11
July 13
July 18
July 20
July 25
Case Discussion Oral Presentation – Day 1
Special Topics in Human Resources Aug 1
People Analytics and Data-Driven Decision
Making in Human Resources Management
Aug 3
Health and Safety in the Workplace
Final Exam
TBD
TBD by Registrar’s Office
The above schedule is subject to change. Students will be
may be assigned as necessary.
Review Case Study on Brightspace prior to
class
Chapter 13
Review Sample Collective Agreement on
Brightspace prior to class
July 27
Review Case Study on Brightspace prior to
class
Chapter 12
Chapter 8-12 and Resources
notified of any changes. Additional readings
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KEY DATES FOR EXAMS/ASSIGNMENTS:
Date
Weekly – Sunday at
11:59pm EST
June 27, 2023
July 13, 2023
July 25 or July 27,
2023
Exam/Assignment
Personal Journals – Due May 26; June 2, 9, 16, 30; July 7, 14, 21, 28; Aug 4
Midterm Exam
HR Audit Assignment Report (Group)
Case Discussion Oral Presentation (Group)
Final Exam
TBD by Registrar’s Office
*Final exams will take place during the university specified final exam period. Students are advised to
read Senate Policy on the Conduct of Tests and Exams.
TBD
IMPORTANT PROGRAM DATES:
A list of important program dates can be found on the Brightspace Master of Management Program
page at https://brightspace.uwindsor.ca/d2l/le/calendar/136263.
GRADING:
Grades will be assigned on the following basis:
Midterm Examination
Final Examination
Case Discussion Oral
Presentation (Group)
HRM Issue Audit Report (Group)
Participation (5% classroom +
5% weekly journal)
TOTAL
%
20%
30%
20%
20%
10%
100
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GRADING SCALE POLICIES:
All course work is to be marked and final grades submitted using the 100% scale beginning September 1,
2013. In accordance with the Senate resolution, instructors are to submit whole numbers (e.g., 88, 76, etc.)
as percentages. The following University-wide grade descriptors are in effect and will be printed on the
back of transcripts:
Letter Grade
A+
A
AB+
B
BC+
C
CF
Percentage Range
90-100
85-89.9
80-84.9
77-79.9
73-76.9
70-72.9
67-69.9
63-66.9
60-62.9
0-59.9
EXAM/ASSIGNMENT DESCRIPTIONS:
Midterm Examination (20%)
This examination is scheduled for June 27, 2023 during class. It will cover all assigned readings as well as
all materials presented or discussed in class up to that date.
Final Examination (30%)
This examination date and time will be announced once it is available by the Registrar’s Office. The first
part of the final exam is not cumulative from the start of the course and will cover material since the
Midterm exam. The second part of the final exam will be a case study that is cumulative and includes all
assigned readings as well as all materials presented or discussed in class.
Group Human Resources Management Issue Audit Assignment (20%)
Early in the course, you will be assigned to teams of 3–5 students (depending on your class size) for the
purpose of preparing a final summary audit paper. You will be provided with a case early on in the
course. You should hone in on some aspects of human resource management that interest your team
and are relevant to the case you have been provided. Your case audit should be analytical and issueoriented, not merely descriptive. The due date for the submission will be July 13, 2023 in class. Your
paper must utilize APA referencing format and include at least 5 sources of reference. Your paper must
be typed, double-spaced, and numbered pages of text in 12 points font, Times New Roman, with 1”
margins.
Gather relevant information. Familiarize yourself with the organization and use what you have learned
from the course to guide you in deciding what information is “relevant” given your topic of interest.
Remember to make use of information sources such as (i) the organization’s website, (ii) books about
the organization (if any), (iii) magazine articles about the organization, (iv) academic literature/scholarly
publications about the organization or industry, (v) case studies (HBS or other) about the organization,
(vi) press releases or newspaper coverage, (vii) Securities Commission or other governmental filings,
(viii) analyst reports, and (ix) trade publications
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Analyze HRM related problems or issues. Given the information you have gathered about the
organization’s HRM issue, try to draw some conclusions about the issues you are studying. Draw on the
HRM literature relevant to the issue topic to help you analyze it. Your analysis should be clear, logical,
and based on what you have learned from the course.
Generate suggested solutions. Given your analysis of the HRM issues at hand, generate key steps the
organization can take to improve any problems and build on any strengths. Your suggestions should
involve things the organization could actually do given its constraints. It might be helpful to first lay out
all possible solutions, including the ideal ones in a world without constraints, and then select from
those, attempting to approximate ideal ones. Your suggestions should be based whenever possible on
principles of HRM knowledge learned in this course.
Case Discussion Oral Presentation (Group) (20%)
An important part of the course applying theory and evidence-based research to human resources case
studies to illustrate principles learned. Each student group (3-5 students) will be required to lead class
discussion around the topic on July 25 or July 27, 2023. A list of case studies and the dates will be made
available on May 30, 2023 for groups to make a selection and pick a date to present.
The Case Discussion Oral Presentation involves developing and addressing critical questions around the
topic of the day as well as using the assigned case to illustrate points made. Students should mix both
case and question discussion in a seamless session. Groups are welcome to use the method they prefer
to structure this discussion. Marks will be assigned based on the thoroughness of the analysis and the
skill at leading the discussion.
Further details will be distributed separately.
Class Participation and Weekly Journal Entries (10%)
A key element of the learning process in this course results from attendance and active participation in
every class. It is essential that you read assigned material in advance and be fully prepared for class
discussion. Simply attending class will not result in an “A” grade for participation. Effective participation
will consist of answering questions and offering comments in class, as well as asking questions following
each individual presentation. Effective class discussion will consist of analysis, synthesis and effective
argument. Good listening skills and respect for differing viewpoints must be demonstrated.
The online journal portion of participation will be logged using Brightspace. This weekly online journal is
worth 5% of your total 10% participation mark for of this course.
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DIGITAL LEARNING RESOURCES:
Digital resources may be used in this course. They may be required resources which will be used for
assessment purposes. The assessments that will rely on these resources constitute 0% of the grade for
this course. These resources can be purchased from Not Applicable . The assignment of digital learning
resources at the University of Windsor is governed by a policy entitled The Use of Digital Learning
Resources for Instructional an Assessment Purposes, which can be reviewed at
https://www.uwindsor.ca/provost/sites/uwindsor.ca.provost/files/digital_learning_resource_policy_fin
al_with_link_0.pdf
Should you have any concerns about the assignment of digital learning resources for this course, please
let the Master of Management Program Director know in writing, as the University regularly reviews this
policy based on campus community feedback.
ODETTE SCHOOL OF BUSINESS COURSE POLICIES:
Please refer to the Odette School of Business Course Policies document for specific information
on the following subjects. This Course Policies document is available electronically on each course
website, on the Brightspace Master of Management Program page at
https://brightspace.uwindsor.ca/d2l/le/content/136263/viewContent/654482/View?ou=13626
3 and also in paper form outside each Area Secretary’s office on the 4th floor of the Odette
building. (Adopted Fall 2009).
Academic Integrity and Code of Conduct
Missed Exams and Late Assignments
Registration, Adding, and Dropping Courses
Odette School of Business Grade Conversion Scale
Odette School of Business Grading Policy
Student Evaluation of Teaching (SET)
MASTER OF MANAGEMENT PROGRAM ETIQUETTE:
The Master of Management program is a culturally inclusive program where it is expected that students,
faculty, and staff will recognize, appreciate, and benefit from diversity so as to enhance the learning
experience. Promoting a culturally inclusive learning environment encourages individuals to collaborate
and develop intercultural respect. The following outlines the protocol for Master of Management
students while they are at the University of Windsor:
•
•
All students will communicate in English at all times. It is important for students to continually
improve language skills and be inclusive of others from different backgrounds.
Students will demonstrate respectful behavior toward their peers and professors, regardless of
culture, language, values, beliefs, or ideas.
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SECONDARY DATA USE, EVALUATION, FOCUS GROUPS AND INTERVIEWS:
This course will be evaluated as part of internal or external quality assurance processes and reporting
requirements to funding agencies and as research data for scholarly use. As a student in this course your
online student data will be used for evaluating the course delivery and your engagement in the various
aspects of the course. This will only occur after final grades have been submitted and approved so it will
no effect on your grade. This course data provides information about your individual course usage and
activity during the time that you are enrolled in the course. Your anonymized, aggregated data may also
be used in the future in reports, articles or presentations.
During the final week of the course you may also be invited to participate in further research about the
course. If you decide to participate you may be asked to fill out anonymous online questionnaires that
solicit your impressions about the course design and student learning in the course. The survey
participation is voluntary and no questions of a personal nature will be asked. Your participation will
have no effect on your grade and your instructor will not know who participated in the surveys.
Finally, at the end of the survey you may also be asked if you want to participate in a focus group or
interviews after final grades have been assigned to gather yours and other student opinions about
specific course delivery methods and technologies used.
COMMITMENT TO STUDENT WELLNESS:
Feeling Overwhelmed?
From time to time, students face obstacles that can affect academic performance. If you experience
difficulties and need help, it is important to reach out to someone.
For help addressing mental or physical health concerns on campus, contact (519) 253-3000:
- Student Health Services at ext. 7002 (http://www.uwindsor.ca/studenthealthservices/)
- Student Counselling Centre at ext. 4616 (http://www.uwindsor.ca/studentcounselling/)
- Peer Support Centre at ext. 4551
24 Hour Support is Available
- My Student Support Program (MySSP) is an immediate and fully confidential 24/7 mental health
support that can be accessed for free through chat, online, and telephone. This service is available to all
University of Windsor students and offered in over 30 languages. Call: 1-844-451-9700, visit
https://keepmesafe.myissp.com/ or download the My SSP app: Apple App Store/Google Play.
A full list of on- and off-campus resources is available at http://www.uwindsor.ca/wellness.
Should you need to request alternative accommodation contact your Instructor, Program Administrator,
or Director.
APPENDICES:
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