MBAD 6163 U90
HUMAN RESOURCE MANAGEMENT
FALL 2012
MONDAY 5:30 – 8:15 Uptown
Dr. David J. Woehr
Office:
252A Friday Building
Phone:
704 -687-5452
E-mail:
dwoehr@uncc.edu
Office Hours:
Uptown:
Main Campus:
Monday 4:30 – 5:30 and by appointment
By appointment.
Teaching Assistant
E-mail:
Course Overview and Objectives:
“I guess 90 percent of my assets drive out the gate every evening and it’s my job to bring
them back.”
- Jim Goodnight, CEO of SAS Corporation, on CBS ’60 Minutes’
It is widely recognized that an organization’s human resources are a vital asset
contributing to productivity and long-term survival. The importance of effective human
resource management is becoming increasingly apparent in the marketplace, both
domestically and internationally. Moreover, it is important that all managers, not just HR
professionals, have a comprehensive understanding and play an active role in the
management of an organization’s human capital. Thus, the objective of this course is to
provide students with an opportunity to develop a comprehensive understanding of key
issues and challenges inherent in human resource management. The course places
particular emphasis on strategic decision-making as it pertains to vital decisions with
respect to having the right people in the right place at the right time. Emphasis will be
placed on the use of sound logic and relevant data as the basis for these decisions.
Course Material
Cascio, W. F, & Boudreau, J.W. (2011). Investing in People: Financial Impact of Human
Resource Initiatives (2nd edition). Pearson Publishing Inc., Upper Saddle River,
NJ. ISBN-10: 0137070926 | ISBN-13: 978-0137070923
Havard Business Publishing Cases and Readings. A course packet containing the cases
and readings that we will use for course are available through the HBR website at
the following link:
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Course Requirements
Class participation and attendance. HRM is an important and exciting area. The
issues addressed impact most of us throughout our professional lives. Although the
course will involve some lecture from me, most classes will rely heavily on some form of
case analysis or exercises. These will be drawn from a number of sources. I’ll expect
each of you to fully prepare and actively participate in all such discussions and exercises.
Class time will be much more interesting if you come prepared to discuss that day’s
material. I am interested in both the quantity and quality of your input so please put some
thought into the readings and case studies. Please do not hesitate to ask questions or
provide insights into topics under discussion. Also please feel free to meet with me if you
have any questions or concerns about the material or the course itself. Finally, since we
will only be meeting once a week class, attendance is critical. You will be dropped a
letter grade for any two (2) unexplained absences (i.e., without prior notification, a
verifiable excuse, etc.).
Text Exercises. Many of the chapters in the Cascio & Bourdreau text include a set
of post chapter exercises. The text provides a link to software designed to facilitate the
completion of the exercises. You will be required to complete each of the exercises and
turn them in on the day we cover the chapter in class.
Weekly Text Questions. In order to facilitate class discussion, I would like you to
prepare and submit a set of 3 to 5 questions covering material presented in the Cascio &
Boudreau text and/or the HBP readings. These questions can be of two types: (a)
Informational/Factual – questions requesting clarification/elaboration of material
presented in the text; (b) Discussion – questions designed to facilitate discussion and
extend the material in the text. You should include at least one of each question type
each week.
Case Discussion Questions. For each week that we cover a case in class, I will
give you a set of discussion questions pertaining to the case. The questions will be
available the week before the class in which we cover the case. I would like you to
briefly answer these questions and have them available at the beginning of class.
Final Project. You will be required to complete a final project that will consist of
a written paper and a very brief presentation. This project will incorporate the LAMP
model that we will discuss in class. More detail about this project will be provided in
class.
Grading
Assignment
Points
Chapter Questions
11 sets x max of 3 points each (max possible points 33You can choose to skip a set or turn them all in and get
Extra credit)
Case Assignment/Discussion Questions
11 sets x max of 5 points each (max possible points 55 You can choose to skip a set or turn them all in and get
Extra credit))
Chapter Exercises
9 sets x max of 5 points each
In class participation
12 classes x max of 5 points each
LAMP Project
Paper. max of 50 points
Presentation, max of 10 points
30
Maximum Total Points
50
45
60
60
245
Course Grade = (Total Points/ Max Total Points) x 100
Etc.
Academic Integrity - the required disclaimer:
Students have the responsibility to know and observe the requirements of The UNCC
Code of Students Academic Integrity (on the web at http://www.uncc.edu/policystate/ps105.html). Any instance of academic dishonesty will result in the assignment of a grade of
F for the course. Further formal action will also be taken through appropriate University
channels. Academic dishonesty is roughly defined as any form of cheating, plagiarism, or
other activity aimed at improperly altering your (or any other student’s) grade. If you
have any questions as to what I consider dishonest, ask, I’ll be happy to discuss it with
you. Expectations concerning academic honesty extend beyond the classroom to all
activities associated with this course. Your submission of work to me for evaluation
assumes you are stating you have complied with the code of academic integrity.
Diversity Policy
The Belk College of Business strives to create an inclusive academic climate in which the
dignity of all individuals is respected and maintained. Therefore, we celebrate diversity
that includes, but is not limited to ability/disability, age, culture, ethnicity, gender,
language, race, religion, sexual orientation, and socio-economic status.
Course Schedule, Readings, and Deliverables
The schedule for our class meetings and assigned readings and deliverables is provided
below.
Date
Topic
Cascio &
Boudreau
Case
Reading
20Aug
Introduction &
Expectations
LAMP Model
Chapter 1
27Aug
Resource Based
View of HR
Strategic HR
Chapter 2
Southwest Airlines: Using Human
Resources for Competitive Advantage
(A)
Competing on Resources
Chapter 3
Southwest Airlines: Using Human
Resources for Competitive Advantage
(B)
Employment Vignettes
Presenteeism: At Work--But Out of
It
3-Sept
10Sept
Deliverables
Chpt. Questions
Case Discussion Questions
Labor Day
Holiday - No
class meeting
Absenteeism
Chpt. Questions
Case Discussion Questions
Chpt 3 Exercises
Chpt. Questions
Case Discussion Questions
Chpt 4 Exercises
17Sept
Turnover
Chapter 4
Bernard Watch Company: Unraveling
the Cost of Voluntary Employee
Turnover
24Sept
Health,
Wellness, and
Welfare
Chapter 5
Pitney Bowes: Employer Health
Strategy
Fix the Health Care Crisis, One
Employee at a Time
Chpt. Questions
Case Discussion Questions
Chpt 5 Exercises
1-Oct
Attitudes and
Engagement
Chapter 6
Treadway Tire Company: Job
Dissatisfaction and High Turnover at
Putting the Service-Profit Chain to
Work
Chpt. Questions
Case Discussion Questions
the Lima Plant
8-Oct
15Oct
Chpt 6 Exercises
Fall Break – No
Class Meeting
Work Life
Balance
22Oct
Selection Utility
29Oct
Job
Performance
Performance
Management
Chapter 7
Donna Klein and Marriott
International, Inc. (A)
Donna Klein and Marriott
International, Inc. (B)
Chapter 8
Kenexa
Chapter 9
Performance Management at Vitality
Health
Off-Ramps and On-Ramps: Keeping
Talented Women on the Road to
Success-
Chpt. Questions
Case Discussion Questions
Chpt 7 Exercises
Chpt. Questions
Case Discussion Questions
Chpt 8 Exercises
Are You Rewarding Solo
Performance at the Team's Expense?
Chpt. Questions
Case Discussion Questions
Chpt 9 Exercises
Recruitment and
Selection
Chapter 10
Blinds to Go
Chpt. Questions
Case Discussion Questions
Chpt 10 Exercises
12Nov
Training and
Development
Chapter 11
SUPERVALU, Inc.: Professional
Development Program
Chpt. Questions
Case Discussion Questions
Chpt 11 Exercises
19Nov
No Class
MeetingProject Prep
Period
9-Nov
26Nov
Development
and Change/
Presentations
3-Dec
Presentations
Wrap-up
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Chapter 12
Tata Consultancy Services: A
Systems Approach to HRD
Growing Talent as if Your Business
Depended on It
Chpt. Questions
Case Discussion Questions
LAMP Project Report
LAMP Project
Presentation
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