TUSCULUM COLLEGE
GRADUATE AND PROFESSIONAL STUDIES
COURSE SYLLABUS
ADVANCED HUMAN RESOURCE MANAGEMENT IN ORGANIZATIONS MGMT 507
MAOM ______
Instructor Name
Phone (w)
E-mail
Course Dates
(h)
Course Description:
The interaction between strategy and human resources is discussed from the
perspective of general management. This includes investment orientation
toward human resources and comprehensive discussions of the environment of
human resources, strategy formulation, human resource planning, strategy
implementation, the performance impact of human resource practices, and
human resource evaluation. Case studies are utilized. (3 credit hours).
Required Texts:
Greer, C. R. (2001). Strategic human resource management: A general
managerial approach Upper Saddle River, NJ: Prentice Hall.
Stevens, G. E. (1996). Cases and exercises in human resource management
Boston: Irwin
Indicate any other supplemental materials.
Course Goals:
This course will present:

an investment perspective of human resources.

the human resource environment.
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
the legal environment of human resources management.

the relationship of strategy formulation and human resource management.

the growing strategic role of human resource planning.

strategy implementation as it relates to workforce utilization and employment
practices.

strategy implementation as it relates to reward and development systems.

the performance impact of human resource practices.

the process for evaluation of human resources management and the human
resource function.
Course Objectives:
Upon completion of this course, the student will be able to:

describe the investment considerations in human resources.

explain the ethical implications of employment practices.

describe nontraditional investment approaches.

describe the influences of technology and organizational structure on human
resource management.

explain the trends in worker values and attitudes, management of human
resources, demographics, and the utilization of human resources.

identify the various equal employment opportunity laws.

explain how the various laws impact compensation.

explain how the various laws affect employee relations.

identify the major laws governing labor relations and collective bargaining.

describe the theoretical foundations of strategy formulation.

explain how human resource management contributes to strategy.
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
explain the integration of strategy and human resource planning.

describe the considerations involved in selecting forecasting techniques.

explain techniques for forecasting the supply of human resources.

explain techniques for forecasting the demand for human resources.

describe ways of utilizing human resources efficiently.

describe ways of dealing with employee shortages and surpluses.

explain considerations in selecting employees.

describe strategically oriented performance measurement systems.

describe strategically oriented compensation systems.

explain individual high-performance practices.

compare and contrast universal practice versus contingency perspectives.

describe the considerations involved in performing human resource
evaluation.

describe approaches to the evaluation of human resource management and
the human resource function.

identify major and secondary problems described in a case study.

identify the relationships of factors that influence situations described in a
case study.

develop alternative solutions to situations described in a case study.

prepare recommendations to management on how to implement the best
solution to a situation described in a case study.
Advanced Competencies:
The five Advanced Competencies must be addressed in the course.
The Advanced Competencies are:
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1. Critical Thinking—narrowing of focus, sorting ideas generated,
identifying the most reasonable ones. This involves recognizing
opinions vs. facts, being honest with oneself, resisting manipulation,
overcoming confusion, asking questions, acknowledging complexity,
finding connections between subjects, and being intellectually
independent.
2. Synthesis of Information—taking independent bits of information,
understanding their relevance, and bringing them together into a
meaningful order.
3. Problem Solving—defining the problem, thinking about problem is both
narrowed and expanded, possibilities are generated, a plan is created
and performed.
4. Ethical Decision Making—values and plan in life are clear to the
student, information needed to make decisions is available, values are
applied to information, and action is taken.
5. Data Analysis and Interpretation—organizing qualitative and/or
quantitative data, selecting appropriate analyses or statistical tools,
gleaning for similar content/calculating, deriving a finding, interpreting,
and practically applying it.
These competencies will be addressed in this course. You should indicate how
each is addressed in your course format. Some suggestions are listed below,
in italics.

Critical Thinking - Students will apply textbook theories to current events
through case studies. Students will assume the role of management and
address issues involving hiring/firing/promotion/demotion of an employee.
This role will require them to balance personal moral beliefs with political,
legal, and economic constraints. As no clear correct course of action will
exist, the student must use logical and analytical skills in reaching an optimal
solution.

Synthesis of Information – Through case studies that require the evaluation
of a potential new hire or an existing employee, students will gather
information from a variety of sources (i.e. recommendations, personal
statements, performance evaluations). The student must assimilate the
information according to its relevance and reliability to aid in the decision
making process.

Problem Solving – Students will apply alternative solutions to management
problems through case studies and current events. More than one potential
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solution may arise, requiring the students to select a course of action,
implement the change, and justify their actions should any questions arise.

Ethical Decision Making – Students must balance personal moral beliefs
with political, legal, and economic constraints in evaluating a potential new
hire or an existing employee. The course will address the ethical reasoning
behind certain political and legal standards and will discuss specific examples
of company violations of these standards.

Data Analysis and Interpretation – Students will apply theoretical models
(i.e. job analysis, statistical selection methods, performance measurement) to
various employment situations.
Students With Disabilities:
Tusculum provides individuals with disabilities reasonable accommodations to
participate in educational programs, activities, and services. Students with
disabilities requiring accommodations to participate in class activities or meet
course requirements should contact Lori McCallister at (423) 636-7300,
extension 651 or 1-800-729-0256, extension 651.
Tusculum College Learning Center:
If any student requires additional academic support, they may obtain it through
the Tusculum College Learning Center. For this service, please contact Lori
McCallister at (423) 636-7300, extension 651; 1-800-729-0256, extension 651; or
by email at lmccalli@tusculum.edu. The Learning Center is located in Room 100
of Annie Hogan Byrd. The mailing address is Tusculum College Learning Center,
Box 5025, Greeneville, Tennessee, 37743.
Course Schedule:
Include a description of Weekly Individual Assignments and a description of
Weekly Study Group Assignments. Include both individual and study group
assignments prior to the first class meeting.
Grading System:
Instructors must reveal their own grading system.

The grading system should include the relative weights and percentages of
assignments, tests, etc.

Instructors should be specific on how the percentages are derived and what
assessment measures are utilized to determine the grade. Separate criteria
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to measure a particular assignment should be included either here in the
syllabus or provided as an attachment to the syllabus. Grading criteria
should be aligned with the learning outcomes.

Grading for study group assignments should be included in the system (the
study group assignments should equal around 20% of the grade). Individual
performances of study group members should be evident in the grading of
study group assignments. Instructors should guard against some members
of the study group “carrying” weak students.
Grading Scale:
The scale set forth by Tusculum College must be used for all courses. The
grading system used by instructors must be converted to this grading scale.
95 - 100
90 - 94
87 - 89
83 - 86
80 - 82
77 - 79
73 - 76
70 - 72
0-69
A
AB+
B
BC+
C
CF
Explanation of Assignments:
All assignments should be described. Information may include nature and
objectives of assignments, length, grading criteria, due date, and any other
relevant information. Collectively, all of the assignments, tests, and any other
activities should contribute to measuring the extent to which students are
performing on the course objectives and the Advanced Competencies. All
individual and study group assignments should be included in this section.
Research Assignment:
Faculty members should ensure that there is a specific research assignment that
requires the students to utilize the Tusculum College library resources either in
person or via the Tate Library website: http://library.tusculum.edu. Librarians
are available to assist faculty in developing assignments and in instructing and
assisting students in their research. Several of the online resources may also be
accessed from home with a username and password provided by library staff.
For more information, contact Anne Reever, Asst. Library Director for Distance
Education, in Greeneville at 423-636-5320 or 1-800-729-0256 extension 5801 or
Mary Halliburton, Distance Education Librarian Southeast, in Knoxville at 865693-1177 or 1-800-729-0116 extension 5016.
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Course Attendance Policy:
The Tusculum College Professional Studies attendance policy is found in the
college catalog. Please note that attendance is mandatory and is monitored
across the program, as well as in individual courses. Sanctions may be imposed
for excessive misses across the program. Within each course, any student
missing more than one third of any course will receive an “F”. Instructors must
adhere to Tusculum’s policy, but may specify additional policies on attendance,
lateness, and making up work.
Instructors must carefully document student attendance including late arrivals
and early departures. Any combination of missing that is greater than 1/3 of the
class time is an automatic “F” and the student is to be assigned the “F” by the
instructor. Instructors are expected to hold students accountable for class time
missed due to absences. Instructors are encouraged to require additional
assignments/activities be completed to ensure that the student has covered the
material missed. A statement to this effect and how the absence may affect the
grade should be included.
Academic Dishonesty:
Plagiarism is a violation of the Ethics of Social Responsibility competency. As
stated in the Graduate and Professional Studies Student Handbook and
Research Guide, and in the Tusculum College Catalog, plagiarism is a form of
academic dishonesty. It consists of knowingly presenting in writing or in speech
the intellectual or creative work of others as if it were one’s own. This includes,
but is not limited to:
1. Failing to identify direct or word-for-word quotations by use of appropriate
symbols and reference to the source
2. Restating in your own words the work (ideas, conclusions, words) of
another without reference to the source
3. Presenting as your own the creative work (for instance, music or
photographs) of another without proper acknowledgement.
See the Graduate and Professional Studies Student Handbook and Research
Guide and the Tusculum College Catalog for other forms of academic dishonesty
and the sanctions for dishonest performance.
Other Policies:
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Instructors should provide students with any other policies to which they will
adhere during the course.
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NOTE TO INSTRUCTORS: The following section is for your use only and
serves as a guide in establishing Study Group activities. It is not to be
included in the syllabus given to the students.
Sample Study Group Activities
(Make sure that students have meaningful assignments that fulfill the
requirement of meeting an additional four hours per week in study group. The
faculty member may want to have a weekly assignment as well as a large project
that will take several weeks of preparation.)


Assign case studies involving assessment of a human resource department
from a selected company. Student teams must present orally and in writing
concerning the effectiveness of the assigned company’s human resource
department and any recommendations to improve the company’s
management system.
Read and analyze cases, identifying problems and creating solutions.