R1/15/2013
Instructor:
Dr. Robert Metchick
Office:
Virtual
Office Hours:
Mondays & Thursdays
3 – 5 pm & 8 – 10 pm (Text
Messages and Email)
Telephone:
(505) 982-7485
Fax:
(505) 982-7485
Email
Robert.Metchick@nau.edu
Web Page:
BBLearn@nau.edu
Web Program
Director:
Alex.Steenstra@nau.edu
BBA 440: Section 7143-802
HUMAN RESOURCES
MANAGEMENT
SPRING 2013
SYLLABUS AND DUE DATE SCHEDULE
Text: Snell & Bohlander – Managing Human Resources (16th Ed)*
Catalog Description: Principles, functions, and practices relating to managing human resources in
organizations. Emphasizes managers' social, ethical, and legal responsibilities and basic management processes,
including selection, training, appraisal, compensation, and labor relations.
Prerequisite: BBA 300 or MGT 300
Learning Outcomes: Learning outcomes articulate the broad expectations for student learning. At the end of
this course, students should be able to:
1. Understand the major laws affecting the employment relationship.
2. Explain the role of diversity, equal employment opportunity, and affirmative action in business.
3. Comprehend best practices in employee recruiting and selection, including job analysis, Job
Specifications (KSAs), job descriptions, resume construction & analysis, interviewing and other
employment screening tools.
4. Understand the principles of compensation, pay-for-performance and employee benefits.
5. Understand training and development programs, performance evaluation, and appropriate methods of
meeting out work-place discipline.
6. Understand the role of unions and the laws governing the collective bargaining process.
7. Apply critical analysis to contemporary human resources case studies.
*E-book versions of the text do not include the case studies used in this class.
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SOURCES OF EVIDENCE & GRADING
Online Discussions: Since there are no in-class meetings, students are expected to actively participate in online
discussions of the readings and other homework assignments. A live chat room will also be available in which
the student can ask questions, provide opinions and source information, and interact with both classmates and
the instructor regarding case study assignments. Homework may include reading additional articles, watching
online videos, viewing PowerPoint lecture presentations, and/or conducting HR case study analysis.
Case Studies: This class relies heavily on case study methodology. It is the student’s responsibility to
proactively engage in discussions of assigned cases. The purpose of case study assignments is to relate the
students’ understanding of the field of human resources management to specific situations as well as to further
develop their analytical and business writing skills. In addition, students are expected to actively engage with
other students in the class through Chat Room and Forum discussions. Communication should be professional,
business-like and succinct. Case study assignments will begin with posted questions to single-issue cases and
progress during the course of the semester until we reach multi-issue, comprehensive case study report
requirements. Students will be expected to write an analysis of cases together with their conclusions and
recommendations. Credit for case study reports will increase commensurate with the complexity of the case.
It is recognized that this class may be the first encounter with case study methodology for many students and
instruction in both case analysis and the appropriate framing of case study reports will be provided.
Student performance in written case study reports will be assessed on the basis of effective business-like
communication (this includes clear and effective writing skills). Case study reports are designed to sharpen the
student’s ability to critically analyze business situations and apply learned corrective actions. Grading of case
study reports will be based on:
• Comprehensiveness of coverage.
• Grammar: Poor grammar, spelling errors, sentence structure, etc. will result in lower grades. Students
are to use APA writing style in their posts and case study reports (i.e., do not use casual language,
abbreviations, idioms, or contractions). Page numbers are sufficient for citations from the text; non- text
citations should follow APA format.
• Use of appropriate references to support conclusions: Conclusions must be supported by credible
evidence (i.e. scholarly or business journals, accepted economic or psychological theories, and/or
references to generally accepted business practices).
• Format: presentation should follow accepted case study report format using headings and sub-headings
with a logical development of the information provided. All conclusions should be followed by
recommendations, and, conversely, all recommendations must flow from conslucions.
Deadlines: The deadline for all assignments is Sunday at midnight of each week unless otherwise stated.
Lectures: PowerPoint presentations will be posted with each module to supplement the textbook materials.
These presentations can be found in the “Lectures” folder posted for each study module shown in the syllabus.
Lecture materials are generally posted on Tuesdays of each week.
Chapter Quizzes: There will be six timed online quizzes, each covering multiple chapters. (Note that not all
chapters listed in the textbook will be covered in the course, nor will they follow in sequence.) Quizzes may be
found in the “Assessments” area of the Control Panel menu. Although quizzes are open-book, students who
have not read the assigned chapters will have difficulty completing the quizzes in the limited time allowed.
Quizzes will generally be of the short essay style and students are encouraged to provide answers in their own
words to demonstrate understanding of the subject. Quizzes are posted on Friday mornings, remain available
through Sunday evenings, and must be taken in one sitting without interruption.
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Final Examination: The final exam will take the form of a comprehensive case study in which the student will
be expected to analyze a human resources case and recommend corrective actions based on the materials
covered during the course of the semester. Tutorials covering the analyses and writing style for HRM cases will
be provided to students, as well as an opportunity for on-line discussion with the instructor devoted to reviewing
the case itself. Students will be provided one week to analyze and research the case study (Week 15) and the
last week of class (Week 16) to organize and commit the results to writing.
Assignments: Assignments are expected to be turned in on time in accordance with the Due Date Schedule
(attached). Assignments which remain outstanding at the conclusion of the semester will result in a final grade
of Incomplete. Assignments for each week of class will be posted in the Assignments section of the BbLearn
Control Panel.
Extra Credit: Students may earn a possible maximum of 30 points of extra credit by submitting a formal,
written report on a subject relevant to class studies. A formal request must be submitted in writing stating
the subject of interest for the report together with a proposed outline on or before Friday, April 5th, 2013.
Instructor approval will be returned to the student containing the subject focus, research parameters, and writing
requirements. Extra credit assignments must be completed by Friday, May 3rd. There are no extensions
permitted and students may not apply for extra credit assignments if they have failed to turn in assignments
or quizzes by the required due dates during the course of the semester.
Self-Introduction: All students are required to post a short self-introduction covering their educational
background, class status, expected graduation date, work experience, military service (if any), future vocational
aspirations, contact telephone number, and any particular human resources interests that they may have. This
self-introduction is to be posted on the class Discussion Forum that has been specifically set-up for this purpose.
Postings must be made prior to 11:59 PM on Monday, January 14th.
GRADING SUMMARY
GRADE SOURCE
MAX POINTS
Case Study Questions (7@15 pts ea):
105
Case Study Written Reports (3@ 25; 1@ 40 pts):
115
Special Written Assignment (2 @ 20 pts ea):
40
Chapter Quizzes (6@30 pts each):
180
Final Examination:
180
Total:
620*
*Extra credit submissions: Maximum of 30 additional points.
17%
18%
7%
29%
29%
100.0%
FINAL GRADE DETERMINATION
POINTS
558 to 620:
496 to 557:
434 to 495:
371 to 433:
370 & Below:
LETTER GRADE*
A
B
C
D
F
*Final grade determination may be adjusted based on student progress made during the course of the semester.
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COURSE POLICIES
Due Dates: All work is due (completed and submitted) by midnight (Mountain Time) of the published due date.
Typically the due dates are on a Sunday, with the exception of written case studies and the Final Exam. Work in
progress will not be eligible for submission. The posting of case study reports and/or special assignments closes
at midnight of the due date and work submitted after the due date and time will not be accepted for credit.
Failure to complete assignments or quizzes as required will result in a loss of credit for the assignment or
quiz.
Absences: Absences from scheduled Chat Room Discussions or failure to submit assignments, quizzes or
examinations without advance permission (unless extenuating circumstances prevail) will be counted as a class
absence. The accumulation of three absences will result in a reduction of one level of the final letter grade;
absences in excess of three will result in a reduction of an additional letter grade for each subsequent
absence.
Retests: There will be no retests. Students who perform poorly are encouraged to contact the instructor directly
by e-mail or phone to discuss possible ways to improve performance or earn extra credit.
Makeup Tests: Students are expected to take the quizzes and exams as scheduled. If for any reason this is not
possible due to reasons beyond a student’s control (documentation required), students must make other
arrangements with the instructor in advance of the test due date.
Plagiarism and Cheating: Don’t! It violates NAU policy as well as moral and ethical standards. Students found
to engage in cheating or plagiarism may be expelled from the class or the University, depending upon the
severity of the incident (see NAU Student Policy).
Syllabus Changes: The instructor reserves the right to make changes in this syllabus as deemed necessary and
appropriate to serve the best interests of the class and the learning experience. The instructor will announce any
changes through BbLearn. Always check the revision date of the syllabus found in the upper right-hand corner
of the face page.
Assignments: Assignments will be posted by numbered class week (e.g., Week 1, Week 2, etc.) and will appear
in a dedicated “Assignments” folder.within the class BbLearn web site. Assignments will be posted on Monday
morning of each week. Student submissions of completed assignments are to be made under the “Assessments”
section of the class web site.
Quizzes and Examinations: Chapter quizzes will be posted within the Assessments section of the class web
site at 10:00 AM on the Saturday morning of the week in which they are due. Quizzes will remain open from
the Saturday morning posting time until 11:59 PM the following day, Sunday. Quizzes must be taken in one
sitting, without interruption, and completed within the time allotted. Quizzes will automatically close and
submit at the end of the allotted time period. Hand-outs and assignment information pertaining to the final
examination will be posted in a separate folder within the “Assignments” section of the class BbLearn web site
on Monday morning, April 29th, at 10:00 AM. The final examination case report must be turned in by Friday,
May 10th.
Announcements: Students will automatically be advised of all postings made by the instructor through
announcements appearing under the “What’s New” Announcement Board section of the class BbLearn web site.
Students are advised to monitor the Announcement Board on a regular basis.
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Messages: Questions raised by students that are appropriate for general consumption, as well as class-related
questions asked of classmates, should be posted under the “Messages” section found under the Class Tools
dropdown screen of the BbLearn class site. Students should feel free to offer assistance or answer questions
posted by classmates. The instructor will monitor the class “Message Board” on a regular basis and answer
questions as appropriate. Questions relating to an individual’s own performance or classwork should be sent
directly to the instructor via Email at Robert.Metchick@nau.edu. The instructor’s office telephone number is
also provided on the information section (Page 1) of this syllabus. The instructor also encourages direct
telephone contact when time is of the essence. Messages relating to absences or missed assignments should be
forwarded directly via Email. Students should not assume that all messages, emails, or voicemails are properly
received by the instructor and, if a response is not received within 24 hours, it is appropriate to promptly followup with an email or telephone call to the instructor.
Communication With the Instructor: Students will receive a response to all emails, texts, or calls typically
within 24 hours. This excludes weekends and holidays. Dr. Metchick welcomes direct contact with students to
discuss questions or issues related to grades or the class material.
INSTRUCTOR
Dr. Metchick has 35 years of experience as a Human Resources executive with extensive domestic and overseas
experience and has held HRM positions as a Labor Relations Supervisor, Plant HR Manager, Division General
Manager of HR, Corporate Director of Compensation and Benefits, Vice President of HR, and Senior Vice
President of HR and Administration in a career that spanned service with two Fortune ‘50 multi-national
companies in the packaging and paper industries. He has also served as chief spokesman in national and multiplant labor negotiations with several national labor unions. Dr. Metchick has frequently been called upon as an
expert witness in human resources-related court proceedings and has testified before the U.S. Congress as an
industry representative on healthcare and employee benefit-related matters.
Following his retirement from industry, Dr. Metchick embarked on a second career as a university professor and
industry consultant, providing human resources and strategic management consulting services to a wide variety
of organizations in manufacturing, health care, insurance, and service industries. His teaching experience
includes 13 years as a full-time professor of management, with faculty appointments at American University,
Washington D.C. and the University of New Haven, West Haven, CT.
5
R 01/15/2013
BBA 440 (802-7143): ASSIGNMENT/DUE DATE SCHEDULE
WEEK
W/E
Week 1
1/20/13
MODULE 1 (Chapter 2): Strategy & HRM Planning + Appendix (pp.
89-92: Absenteeism Rates, Turnover Rates, & Turnover Costs). SelfIntroduction Posting Due (Required).
Week 2
1/27/13
Week 3
2/3/13
Week 4
2/10/13
Week 5
2/17/13
MODULE 2A (Chapter 3): Legal Issues & EEO (pp. 96 – 117 to Uniform
Guidelines). Case Study #1 (15 pts). Questions Due: Misplaced Affections
pp.135-136). Questions 1-3.
MODULE 2B (Chapter 3): Legal Issues & EEO (cont’d). (pp. 117 – 133
& Appendix p. 137). Written Report Due (20 pts): Comparison of
Arizona Employment Laws w/ Federal Laws.
MODULE 3 ( Chapter 4): Job Analysis & Job Design. Case Study #2
Due (15 pts): Virtual Teams in Action (pp.174-175). Questions 1-4.
MODULE 4 (Chapter 5): Recruitment & Careers. Case Study #3 Due (15
pts): Microsoft’s Mach Program (pp. 733-734). Questions 1-3.
Week 6
2/24/13
MODULE 5 (Chapter 6): Employee Selection. Case Study #4 Due (15
pts): Cleaning-up the Resu-mess (pp. 284-285). Questions 1-3.
Week 7
3/3/13
Week 8
3/10/13
Week 9
3/17/13
MODULE 6 (Chapter 7): Training & Development. Case Study #5 Due
(15 pts): Kodak Gets the Picture (pp.335-336). Questions 1 & 2.
MODULE 7 (Chapter 8): Performance Mgt & Employee Appraisals.
Case Study #6 Due (15 pts): Appraising Employees at the San Diego Zoo
(pp.386-387). Questions 1-3.
MODULE 8 (Chapter 9): Managing Compensation. Case Study #7 Due
(15 pts): Pay Decisions at Performance Sports (p. 430), Questions 1, 2,
and 3.
SPRING BREAK : 3/18 – 3/24
MODULE 9 (Chapter 10): Pay For Performance: Incentive Awards.
Written Case Study Report #8 Due (25 pts): Muffler Magic (Hand-out).
Extra Credit Requests Due in Writing (Requires Written Approval)
MODULE 10: Chapter 11): Employee Benefits. Handout: Health Care
and Benefit Costs in the Automobile Industry. Written Report Due (20
pts): Health Care Cost Containment Recommendations.
Module 11 (Chapter 13): Employee Rights & Discipline. Written Case
Study Report #9 Due (25 pts): The Last Straw for Aero Engine (pp. 754755).
Module 12 ( Chapter 16): Creating High Performance Work Systems.
Written Case Study Report #10 Due (25 pts): Whole Foods Market (pp.
728-729).
Module 13 ( Chapter 14): The Dynamics of Labor Relations. Case Study
Report #11 Due (40 pts): The Lordstown Plant of General Motors (Handout).
Extra Credit Reports Due
Final Exam Case Handout: Week 16 devoted to case review & research;
Chat Room discussion of case; Individual research of case.
Chat Room discussion of case; Week 17 set-aside for case report writing.
Final Written Comprehensive Case Report Due (180 pts).
Week 10 3/24/13
Week 11 3/31/13
(Friday)
Week 12
4/5/13
4/7/13
Week 13
4/14/13
Week 14
4/21/13
Week 15
4/28/13
(Friday)
Week 16
5/3/13
5/5/13
Week 17
(Friday)
5/10/13
ASSIGNMENTS
*All dates are Sunday at midnight unless otherwise noted
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ASSESSMENTS
Quiz #1: Module 1.
Quiz #2: Modules
2A, 2B, & AZ Law.
Quiz #3: Modules
3, 4, & 5.
Quiz #4: Modules
6, 7 & 8
Quiz #5: Modules
9, & 10
Quiz #6: Modules
11, 12, & 13.
Report Due 4/30.
Final Examination
Due 5/10/2013
NAU POLICIES
SAFE ENVIRONMENT POLICY
NAU’s Safe Working and Learning Environment Policy seeks to prohibit discrimination and promote the safety of all
individuals within the university. The goal of this policy is to prevent the occurrence of discrimination on the basis of sex, race, color,
age, national origin, religion, sexual orientation, disability, or veteran status and to prevent sexual harassment, sexual assault, or
retaliation by anyone at this university. You may obtain a copy of this policy from the college dean’s office. If you have concerns
about this policy, it is important that you contact the departmental chair, dean’s office, the Office of Student Life (520-523-5282), the
academic ombudsperson (520-523-9368), or NAU’s Office of Affirmative Action (520-523-3312).
STUDENTS WITH DISABILITIES
If you have a learning and/or physical disability, you are encouraged to make arrangements for class assignments/exams so
your academic performance will not suffer because of the disability or handicap. If you have questions about special provisions for
students with disabilities, contact the Counseling and Testing Center. Application for services should be made at least eight weeks
before the start of the semester.
If the Counseling and Testing Center verifies your eligibility for special services, you should consult with your instructor
during the first week in the semester so appropriate arrangements can be made. Concerns related to noncompliance with appropriate
provisions should be direct to the Disability Support Services coordinator in the Counseling and Testing Center.
INSTITUTIONAL REVIEW BOARD
Any study involving observation of or interaction with human subjects that originates at NAU—including a course project,
report, or research paper—must be reviewed and approved by the institutional Review Board (IRB) for the protection of human
subjects in research and research-related activities. The IRB meets once each month. Proposals must be submitted for review at least
fifteen working days before the monthly meeting. You should consult with your course instructor early in the course to ascertain if
your project needs to be reviewed by the IRB and/or to secure information or appropriate forms and procedures for the IRB review.
Your instructor and department chair or college dean must sign the application for approval by the IRB. The IRB categorizes projects
into three levels depending on the nature of the project: exempt from further review, expedited review, or full board review. If the IRB
certifies that a project is exempt from further review, you need not resubmit the project for continuing IRB review as long as there are
no modifications in the exempted procedures.
A copy of the IRB Policy and Procedures Manual is available in each department’s administrative office and each college
dean’s office. If you have question, contact Carey Conover, Office of Grant and Contract Services, at 520-523-4889.
ACADEMIC INTEGRITY
The University takes an extremely serious view of violations of academic integrity. As members of the academic community,
NAU’s administration, faculty, staff, and students are dedicated to promoting an atmosphere of honesty and are committed to
maintaining the academic integrity essential to the educational process. Inherent in this commitment is the belief that academic
dishonesty in all forms violates the basic principles of integrity and impedes learning. Students are therefore responsible for
conducting themselves in an academically honest manner.
Individual students and faculty members are responsible for identifying instances of academic dishonesty. Faculty members
then recommend penalties to the department chair or college dean in keeping with the severity of the violation. The complete policy
on academic integrity is in Appendix F of NAU’s Student Handbook.
CLASSROOM MANAGEMENT
Membership in the academic community places a special obligation on all members to preserve an atmosphere conducive to a
safe and positive learning environment. Part of that obligation implies the responsibility of each member of the NAU community to
maintain an environment in which the behavior of any individual is not disruptive.
It is the responsibility of each student to behave in a manner that does not interrupt or disrupt the delivery of education by
faculty members or receipt of education by students, within or outside the classroom. The determination of whether such interruption
or disruption has occurred has to be made by the faculty member at the time the behavior occurs. It becomes the responsibility of the
individual faculty member to maintain and enforce the standards of behavior acceptable to preserving an atmosphere for teaching and
learning in accordance with University regulations and the course syllabus.
At a minimum, students will be warned if their behavior is evaluated by the faculty member as disruptive. Serious
disruptions, as determined by the faculty member, may result in immediate removal of the student from the instructional environment.
Significant and/or continued violations may result in an administrative withdrawal from the class. Additional responses by the faculty
member to disruptive behavior may include a range of actions from discussing the disruptive behavior with the student to referral to
the appropriate academic unit and/or the Office of Student Life for administrative review, with a view to implement corrective action
up to and including suspension or expulsion.
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ACADEMIC CONTACT HOUR POLICY
The Arizona board of Regents Academic contact Hour Policy (ABOR handbook, 2-206, Academic Credit) states: “an hour of work is
equivalent to 50 minutes of class time…at least 15 contact hours of recitation, lecture, discussion, testing, or evaluation, seminar, or
colloquium as well as a minimum of 30 hours of student homework is required for each unit of credit.”
The reasonable interpretation of this policy is that for every credit hour, a student should expect, on average, to do a minimum of two
additional hours of work per week; e.g., preparation, homework, studying.
SENSITIVE COURSE MATERIALS
If an instructor believes it is appropriate, the syllabus should communicate to students that some course content may be considered
sensitive by some students.
“University education aims to expand student understanding and awareness. Thus, it necessarily involved engagement with a wide
range of information, ideas, and creative representations. In the course of college studies, students can expect to encounter-and
crucially appraise-materials that may differ from and perhaps challenge familiar understanding, ideas, and beliefs. Students are
encouraged to discuss these matters with faculty”
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