BUSI 3102G
Introduction to Human Resource Management
Winter 2012
INSTRUCTOR:
OFFICE:
TELEPHONE:
E-MAIL:
OFFICE HOURS:
CLASS:
COURSE WEB PAGE:
John Johnston
TBD Dunton Tower
(613) 859-2730
john_johnston@carleton.ca
Thursday 5:00-6:00 pm, by appointment.
Thursday 6:05 – 8:55 pm, Location TBD
webct.carleton.ca
PREREQUISITES:
BUSI 2101, BUSI 2702, or BUSI 3602.
The School of Business enforces all prerequisites.
This course is a prerequisite to
1. BUSI 4104 (with a grade of C- or higher)
2. BUSI 4108 (with a grade of C- or higher)
3. BUSI 4706 (with a grade of D- or higher)
4. BUSI 4609 (with a grade of D- or higher)
REQUIRED TEXTBOOK AND MATERIALS:
1. Schwind, H.F., Das, H., & Wagar, T.H. (2010). Canadian Human Resource
Management: A Strategic Approach (9th Edition). McGraw-Hill: Toronto
2. Smith, J.R. & Golden, P.A. (2010). HRManagement: The Human Resource
Management Simulation. Interpretive Simulations: Charlottesville, VA.
COURSE DESCRIPTION:
This course provides an introduction to the main functions and topic areas in Human
Resource Management (HRM). Topics include job analysis and design, recruitment and
selection, training and development, performance evaluation, compensation, diversity
management, and occupational health and safety. Strategic and operational challenges
in managing human resources will be highlighted throughout the course. The pedagogy
will include lectures, in-class quizzes, discussions, guest presentations, and the HRM
simulation project.
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COURSE LEARNING OBJECTIVES:
Following completion of this course, students should be able to:
1. Understand the basic principles, concepts, and practices of HRM,
2. Appreciate the contribution of HRM to organizational effectiveness,
3. Effectively utilize their knowledge and analytical skills in the application of HRM, and
4. Appreciate the complex role of HRM in meeting the demands of individuals,
organizations, and society.
COURSE FORMAT AND GRADING SCHEME:
Grades will be determined based on the following components:
HRM Simulation Quiz
Other in-class quizzes
HRM Simulation Project
Midterm Exam
5%
20%
25%
25%
Final Exam
25%
Total:
100%

HRM Simulation Quiz (5%)
o Will be completed in class on Jan 30. Covers material in the HRM Simulation
Manual (to access, students must log in at: http://www.interpetive.com) and
information related to the simulation presented in this course outline.

Other in-class quizzes (20%)
o Weekly quizzes (10) will be based on assigned weekly reading and
completed in class. (Schedule is on page 6). Please ensure you attend all
classes and read the assigned chapters ahead of time. Failure to attend a
class and complete the quiz will result in a grade of zero for that quiz. To
make up the points for a missed quiz, students can submit a thorough
summary of the chapter that was covered that week, before the next class.

HRM Simulation Project (25%)
o Detailed information on the HRM Simulation group project is provided on
pages 3 - 5 of this outline. Decisions and incident responses for the
simulation are to be submitted on-line by 12 p.m. on the Friday following
classes. A detailed schedule is provided on page 5. The final project report is
due Dec 3 at 6 pm. Reports should be slid under the door of my office (DT
TBD) by 6 p.m on Dec 3. Late reports will be penalized by 10% per day.

Midterm (25%) and Final Exam (25%)
o There are two exams for this course. The midterm is scheduled for Oct 18.
The date, time, and location of the final exam will be announced later in the
term. Both exams will consist of multiple choice and short answer questions
and will be based on the textbook and material covered in class, including
lectures, guest lectures, in-class activities, and discussion.
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INSTRUCTOR’S NOTES:
1. My primary means of communication will be using your (and my) Carleton Connect
email accounts. It is your responsibility to check your email regularly for any
course updates / announcements.
2. Please also check your WEBCT on a regular basis. It is your responsibility to
access this site regularly for any course updates / announcements.
3. It is strongly recommended that you read the assigned textbook chapters before
coming to class. All quizzes will be based on the reading for that week.
4. Please arrive to class on time, and turn off all cell phones, lap tops, and personal
entertainment and communication devices.
HRM SIMULATION PROJECT
Each student will participate in the HRM Simulation (http://www.interpretive.com) which
highlights the principles taught in the course and provides players with simulated real
world experience in making HR decisions and observing their impact. You will be
assigned to groups of 4 or 5 for this project. The HRM Simulation will require groups to
work collectively to manage a budget and make a series of HR decisions throughout the
term, hand in a final report at the end of the course, and complete peer performance
evaluations. You must purchase a simulation access code in order to participate
and receive a grade.
At the beginning of the simulation, your group will meet together to set goals on the
various parameters of the simulation. After your goals have been set, there will be 1
“practice” simulation decision followed by 6 “actual” decision periods (each decision
period is a fiscal quarter, so there will be a total of 6 quarters after the practice decision).
The simulation decision period for a given week will be opened during class time
(Monday) and closed at 12:00 PM on the Friday following class. The “practice” round
will be played in “benchmark model” (i.e., against the computer) and will allow you to
play and replay the round as many times as you wish. When the “actual” simulation
begins, it will be played in “direct competition mode” (i.e., each team will be competing
against other teams in their industry) and decisions are final once they have been
submitted. Each team must appoint a team leader who will finalize and “lock down” the
team’s decisions.
The HRM Simulation Project is worth 25% of the final course grade, calculated as
follows:
Incident Decisions
6 marks
Industry Rankings
Simulation Report
4 marks
15 marks
Total:
25 marks
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Incident Decisions (6 marks – 6 incident decisions @ 1 mark each)
At the time of each decision, you will also need to respond to an HR-related incident that
is described in the “Special” section of the Decisions tab of the simulation. Your
response will consist of two components. First, when making your on-line decision for
the simulation, you will indicate the option that you select in the “Special” section of the
Decisions tab. Second, you will be required to submit a file (in MS Word format)
containing a written response in which you briefly describe; a) what challenge the
incident presents to the organization (i.e., the problem), b) what you would do to address
the incident (i.e., the incident decision you made), and c) why you made that decision
(i.e., the rationale – this rationale must be supported by information from the
simulation manual and/or the text book, and the material must be referenced
appropriately). This should not exceed 1 page and must be submitted to your T.A. by
the same Friday in which that particular simulation decision is due. Procedures for
submitting these incident responses will be described during class.
The narrative incident responses will be graded based on the following criteria:
(1) the extent to which the response represents a good understanding of the incident
and the challenge it presents to HR and the organization; (.5 marks)
(2) the quality of the rationale (see above) that is provided for the proposed
incident decision (.5 marks).
Industry Rankings (4 marks)
After decisions 4 and 6, your team’s ranking within the industry will be determined based
on the balanced scorecard metric provided under the “Comparative Results” section of
the simulation. After quarter 6, teams will be awarded marks for their ranking as
follows: 4 Marks - Teams ranked in the top quartile, 3 Mark - Teams ranked in the
second quartile, 2 Marks - Teams in the third quartile, and 1 Marks - Teams in the
bottom quartile. Teams that exceed their budgets in quarters 4 and 6 will be penalized
(in the simulation) for exceeding the budget.
Final Report (15 marks)
The report is intended to be a Management Audit of your team’s simulation goals,
strategies, decisions, and outcomes. In essence, you should describe the goals that you
set, the strategies that you used, and the decisions that you made throughout the
simulation. You should discuss the strengths and weaknesses of these decisions in light
of what you have learned about HRM from the text, lectures, and other empirical work.
Your analysis must be based on the text book, lectures and other empirical
evidence, and those works must be properly referenced in your paper.
Key Questions. In your analysis, you should consider key questions such as:




Why did you make certain decisions? What effects did you think they would have
on the various indicators of the simulation (e.g., morale, turnover, etc.)?
What decisions worked for you as you thought they would? Why?
What decisions did not have the effects you thought they would? Why not?
What would you do differently if you completed the simulation again?
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If your group experienced any major deviations (especially budget), you should include a
section in which you discuss: a) the source of the deviation and b) what remedial action
was taken or should be taken in the future to address it.
The report should be typed using Times New Roman or Calibri 12-point font, doublespaced, and max. 7 pages in length, PLUS graphs or other appendices. The report
should be sufficiently detailed to explain the HRM simulation results to someone who
has no familiarity with the decisions you made during the project. Writing quality (e.g.,
spelling, grammar, structure, etc.) is very important.
The Final Report will be graded according to the following criteria:
(1) Completeness (3 marks)
 All key questions are addressed (See “Key Questions” above.
(2) Depth of analysis (8 marks)
 Discussion of the possible reasons for the effectiveness or ineffectiveness
of various decisions is thorough
 Potential linkages between decisions and various performance indicators
are discussed, drawing on the text, lectures and other empirical work
as appropriate to make these linkages
(3) Clarity and quality of structure and writing (4 marks)
 Layout and format of report is professional
 Writing quality: spelling, punctuation, grammar, sentence structure, etc.
Peer Evaluations
Each team member will be required to evaluate the contributions of other team members
in relation to the overall performance and functioning of the team. These evaluations will
be completed independent from other team members and kept confidential from them.
Although in most cases individual group members will receive the same final grade on
the simulation project, the instructor reserves the right to adjust individual grades
downward if it is determined that certain individuals’ contributions to the project were
inadequate, and upward if any team member contributed significantly more than others.
HRM Simulation Schedule
Simulation decisions are scheduled for completion in the following classes and are due
the next day (Friday) before 12 p.m.
Decision #
1
2
3
4
5
6
Date
4 Oct 12
11 Oct 12
25 Oct 12
1 Nov 12
8 Nov 12
15 Nov 12
Incident
Job Analysis
Recruiting for Temporary Positions
Selection of Employees
Self-Managed Work Teams
Performance Appraisal
Compensation Planning
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TENTATIVE CLASS SCHEDULE
WEEK
1
DATE
6 Sept 12
2
13 Sept 12
Chapter 1
Strategic Importance of HRM
Quiz 1
3
20 Sept 12
Chapter 4, Chapter 12
Legal Requirements
Managing Diversity
Quiz 2
4
27 Sept 12
Chapter 11
Managing Employee Relations
Human Resource Management
Simulation
HRM Simulation Quiz
Goal Setting Exercise
Practice Round
Chapter 2
Job Analysis and Design
Quiz 3
HRM Simulation – Decision #1
Chapter 5
Recruitment
Quiz 4
HRM Simulation – Decision #2
Midterm Exam
Chapters, 1, 4, 12, 11, 2, 5
Chapter 6
Selection
Quiz 5
HRM Simulation – Decision #3
Chapter 7
Orientation and Training
Quiz 6
HRM Simulation – Decision #4
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4 Oct 12
6
11 Oct 12
7
18 Oct 12
8
25 Oct 12
9
1 Nov 12
Assigned Reading / TOPIC
Introduction and Course Organization
Activities
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8 Nov 12
Chapter 8
Performance Management
Quiz 7
HRM Simulation – Decision #5
11
15 Nov 12
Chapters 9, 10
Compensation and Benefits
Quiz 8
HRM Simulation – Decision #6
12
22 Nov 12
Chapter 13
Health and Safety
Quiz 9
13
29 Nov 12
Catch Up
** HRM Simulation Report due Monday, December 3 at 6 p.m.**
**Peer evaluations due Monday, December 3 at 10 pm.**
Final Exam date TBD. Includes chapters 6, 7, 8, 9, 10, and 13.
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Required calculator in BUSI course examinations
If you are purchasing a calculator, we recommend any one of the following options:
Texas Instruments BA II Plus (including Pro Model), Hewlett Packard HP 12C (including
Platinum model), Staples Financial Calculator, Sharp EL-738C & Hewlett Packard HP
10bII
Group work
The Sprott School of Business encourages group assignments in the school for several
reasons. They provide you with opportunities to develop and enhance interpersonal,
communication, leadership, follower-ship and other group skills. Group assignments are
also good for learning integrative skills for putting together a complex task. Your
professor may assign one or more group tasks/assignments/projects in this course.
Before embarking on a specific problem as a group, it is your responsibility to ensure
that the problem is meant to be a group assignment and not an individual one.
Medical certificate
Please note that in all occasions that call for a medical certificate you must use or furnish
the information demanded in the standard university form.
http://www2.carleton.ca/registrar/forms/
Persons with disabilities
Students with disabilities requiring academic accommodations in this course must
register with the Paul Menton Centre for Students with Disabilities (PMC) for a formal
evaluation of disability-related needs. Documented disabilities could include but are not
limited to mobility/physical impairments, specific Learning Disabilities (LD),
psychiatric/psychological disabilities, sensory disabilities, Attention Deficit Hyperactivity
Disorder (ADHD), and chronic medical conditions. Registered PMC students are
required to contact the PMC, 613-520-6608, every term to ensure that I receive your
Letter of Accommodation, no later than two weeks before the first assignment is due or
the first in-class test/midterm requiring accommodations. If you only require
accommodations for your formally scheduled exam(s) in this course, please submit your
request for accommodations to PMC by the deadlines published on the PMC website.
Religious observance
Students requesting academic accommodation on the basis of religious observance
should make a formal, written request to their instructors for alternate dates and/or
means of satisfying academic requirements. Such requests should be made during the
first two weeks of class, or as soon as possible after the need for accommodation is
known to exist, but no later than two weeks before the compulsory academic event.
Accommodation is to be worked out directly and on an individual basis between the
student and the instructor(s) involved. Instructors will make accommodations in a way
that avoids academic disadvantage to the student. Students or instructors who have
questions or want to confirm accommodation eligibility of a religious event or practice
may refer to the Equity Services website for a list of holy days and Carleton's Academic
Accommodation policies, or may contact an Equity Services Advisor in the Equity
Services Department for assistance.
Pregnancy
Pregnant students requiring academic accommodations are encouraged to contact an
Equity Advisor in Equity Services to complete a letter of accommodation. The student
must then make an appointment to discuss her needs with the instructor at least two
7
weeks prior to the first academic event in which it is anticipated the accommodation will
be required.
Plagiarism
The University Senate defines plagiarism in the regulations on instructional offenses as:
"to use and pass off as one's own idea or product work of another without expressly
giving credit to another."
Borrowing someone else's answers, unauthorized possession of tests or answers to
tests, or possession of material designed in answering exam questions, are also subject
to university policy regarding instructional offences. For more information on Carleton
University's Academic Integrity Policy, consult:
http://www1.carleton.ca/studentaffairs/academic-integrity/
Important Dates & Deadlines - Fall Term 2012
September 1, 2012

Last day for receipt of applications from potential fall (November) graduates.
September 3, 2012

Statutory holiday, University closed.
September 4, 2012

Fall term begins.
September 4-5, 2012

Academic Orientation. All students are expected to be on campus. Class and
laboratory preparations departmental introductions for students and other
academic preparation activities will be held.
September 5, 2012

Orientation for Teaching Assistants.
September 6, 2012

Fall and fall/winter classes begin.
September 19, 2012


Last day for registration.
Last day to change courses or sections for fall/winter and fall term courses.
September 30, 2012

Last day to withdraw from fall term and fall/winter courses with a full fee
adjustment.
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
Last day for receipt of applications for review of final grades in summer term
courses.
September 28-29, 2012

Summer deferred final examinations to be written.
October 5, 2012


University Day at Carleton. Undergraduate classes suspended.
December examination schedule (fall term final and fall/winter mid-terms)
available online.
October 8, 2012

Statutory holiday, University closed.
October 15, 2012

Last day for receipt of applications for admission to a degree program for the
2013 winter term from applicants whose documents originate from outside
Canada or the United States.
November 9, 2012

Last day to submit, to the Paul Menton Centre for Students with Disabilities,
Formal Examination Accommodation Forms for December examinations.
November 15, 2012

Last day for receipt of applications for admission to a degree program for the
winter term.
November 19, 2012

Last day for tests or examinations in courses below the 4000-level before the
final examination period (see Examination Regulations in the Academic
Regulations of the University section of this Calendar).
December 1, 2012

Last day for receipt of applications from potential winter (February) graduates.
December 3 (Monday), 2012





Fall term ends.
Last day of fall-term classes.
Last day for academic withdrawal from fall term courses
Last day for handing in term work and the last day that can be specified by a
course instructor as a due date for term work for fall term courses.
Last day for receipt of applications for degree program transfers for winter term.
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
Last day for receipt of applications for admission to a degree program for the
2013 winter term.
December 4-5, 2012

No classes take place.
December 5, 2012

Last day for receipt of applications for degree program transfers for winter term.
December 6-19, 2012

Final examinations in fall term courses and mid-term examinations in fall/winter
courses may be held. Examinations are normally held in the day and evening
during the Monday to Saturday period .In exceptional circumstances, it may be
necessary to schedule an examination on a Sunday.
December 16, 2012

Fall Co-op Work Term Reports due.
December 20, 2012

All take home examinations are due.
December 24, 2012 to January 1, 2013

University closed.
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