HSA 6342: Healthcare Human Resource Management
Department of Health Management & Informatics
College of Health & Public Affairs, University of Central Florida
COURSE SYLLABUS
Instructor:
Myron Fottler
Credit Hours
3 Credit Hours
Office:
HPA II, 209
Office Hours:
Mon. 1:00-5PM, or APPT
Phone:
Term:
Fall 2013
E-Mail:
407-823-5531
Myron.Fottler@ucf.edu
Class Meeting Days:
Monday
Student Asst:
Alicia Beardsley
Class Meeting Hours:
6:00 PM - 8:50 PM
E-Mail
UCFLicia@knights.ucf.edu
Class Location:
CL1 0107
This class meets face to face on the following Dates
August 19
August 26
September 9
I.
September 23
October 7
October 21
November 4
November 18
November 25
December 2
Welcome!
Health-care organizations are labor-intensive. To attract, motivate, and retain their employees and achieve the goals
of the organization, a sophisticated human-resource system is required. Development of this system is not totally
under the control of the administration because of the myriad of government legislation, regulation and court
decisions which influence it. In addition, it is important to understand that managing people is more than the
function of the personnel office. It is a total managerial approach to managing employees at every level. Finally, wellmanaged health service organizations also integrate their strategic management with human- resource
management.
This course is designed to expose students to the major issues, laws, managerial processes, procedures, and
psychological factors which should be considered when developing a management system for health-care
organizations in the 21st century. The goal is to build managerial skills as well as knowledge. Much of the material is
generic since traditional industry differences have become less important in recent years as health care has become
more “business like”. Nevertheless, one of the texts, the additional reading, several of the cases, the consultation
project, and most of the class discussion will focus on health-care applications. Please note that this course does not
cover strategic-management problems or issues which are covered in HSA 6108.
II.
Course Objectives
Upon completion of this course, students will be able to:
COURSE OBJECTIVE
Understand human resource problems and apply their skills
in human resource problem diagnosis, critical thinking, and
problem solving.
Develop creative and effective solutions to various human
resource challenges they face as health care administrators
and executives
PROGRAM COMPETENCY
II.C.1 Familiarity with and ability to apply human
resource laws and regulations
II.A.1 Analyze and evaluate information to support
a decision or recommendation
II.A.2 Conduct needs analysis, identify and
prioritize requirements
II.A.3 Demonstrate critical thinking and analysis
II.A.4 Identify alternate processes and potential
solutions
Enhance their ability to write comprehensive and well
written managerial reports
Improve their ability to effectively communicate orally to
classmates, faculty and managerial practitioners
Demonstrate their ability to function in a team environment
III.A.1 Demonstrate effective written, oral
communication, and presentation skills
III. A.1 Demonstrate effective written, oral
communication, and presentation skills
III. A.2 Provide and receive constructive feedback
III. A.3 Listen and respond effectively to the ideas
and thoughts of others
III.B.1 Build collaborative relationships
III.B.2 Demonstrate effective interpersonal
relations
IV.B.1 Create an organizational climate that
encourages teamwork
V.C.2 Support collegial relationships with peers
through networking, information sharing, and
mentoring
III.
Course Prerequisites
Graduate Status
IV.
Course Credits
This course is 3 credit hours.
V.
Required Texts and Materials
Bruce J. Fried and Myron D. Fottler, Human Resources in Healthcare: Managing for Success 3rd ed., (Chicago: Health
Administration Press, 2008) ISBN: 1-56793-299-1
Stella M. Nkomo, Myron D. Fottler, and R. Bruce McAfee, Applications in Human Resources Management
Applications: Cases, Exercises, Incidents, and Skill Builders, 7th ed. (Cincinnati: South-Western College
Publishing Company, 2011). ISBN: 978-0-538-46807-7
VI.
Supplementary (Optional) Texts and Materials
VII.
Basis for Final Grade
Assessment
Case Studies Presentation
Debate
Discussion Boards
Midterm Exam Essay
Human Resources Project & Presentation
Percent of Final Grade
15%
15%
10%
30%
30%
100%
Grading Scale
Percentage
90-100
80 - 89
70 - 79
60 - 69
0 - 59
Letter Grade
A
B
C
D
F
VIII.
Assignment Guidelines
Case Studies Presentation:
Each in class session one group will present case studies or exercises from the Nkomo, Fottler, and McAfee. The
specific topics are listed on the weekly schedule below. It is expected that each student will be familiar with the case
studies to be presented in class.
Evaluation of the presentations will be done by both the instructor and the students. Both will base their evaluations
on the quality and clarity of the information presented to the class.
Forms for evaluations of case study evaluations may be found on the Canvas course site.
Debates:
There will be 5 debates on topics listed on page 65 of the Nkomo book. The debate topics are (in order in which they
will be presented):
 #7. Immigration
 #4. Employee Diversity
 #5. Telecommuting
 #9. Stock Options and Bonuses
 #2. Employee-at-will or Termination-at-will
Discussion Board Postings
As part of the assignments in the weeks where there is no face to face class, you will be given an assignment that will
require you to post your answer in the Discussion Forum under the appropriate heading. If you do not post it in the
correct location, or you post after the deadline, you will not receive credit. It is required that you respond to at least
two of your peers postings to gain insight from their experiences and opinions; however, it is recommended you do
this after you post your own assignment.
Each week you will be assigned a discussion board question pertaining to that week’s reading from the Fried and
Fottler text which will be due by Friday at 11:59pm each week. You will then be required to reply to at least (1) of
your peer’s postings by 11:59pm on Sunday. Your original positing should provide insight into your knowledge and
opinion on the subject, as well as what the prevailing thought is among the experts in the field. Your response to
your peer’s postings should not cheerlead, meaning your response should enhance and/or provoke further thought
to the original post.
On weeks where the class does NOT meet, you will also be assigned case studies in which you must respond to the
questions at the end of each case. These answers must be submitted by 11:59pm on that Sunday.
Midterm
The midterm examination will be completed as an individual 2-week take home examination. It will consist of both
exercise questions and cases we have covered in class and on our discussion boards. In addition, each student group
will provide the instructor with two possible essay questions which may be included in the midterm exam.
Human Resources Project & Presentation:
Each of the ten student groups will choose one of the following two projects: a Healthcare Human Resources System
Evaluation or the Healthcare Human Resources Research Paper. Both will be done in a health care organization,
preferably a setting in which at least one of the students is employed. Corporate Documents, Interviews with
Corporate Officials, and any other information that is not your own must be cited in APA format in text and on the
reference page. Each group must present their project to the class. Students will be graded on professionalism as
well as presentation content.
Option #1: Healthcare Human Resources System Evaluation
The objective of this assignment is to allow students an opportunity to learn more about the various technical and
non-technical functions of human resources management and how these functions are integrated to address
organizational goals and objectives within a real world setting. The outcome of this project is a written profile of the
human resources management functions within a specific (and instructor-approved) health services organization or
system. This paper will be a group effort; and a group grade will be assigned. A detailed description of this “Profile
of Human Resources Department” project is provided on pp.302-308 in the Nkomo, Fottler, and McAfee text. This
project will be approximately fifteen (15) pages in length (not including references), space-and-a-half formatting, one
inch margins on all four sides, and with page numbers.
Option #2: Healthcare Human Resources Research Paper
The objective of this assignment is to allow the student an opportunity to learn more about one specific human
resources challenge within healthcare organizations and provide well researched recommendations. The Society for
Healthcare Human Resources Administration frequently calls for white papers for their members and the paper for
this assignment follows their guidelines. If your paper is evaluated at a high enough level, I will encourage some
revisions to submit it for publication in this organization. However, that means achieving an A plus paper! A detailed
description of this “Human Resource Research Paper” is provided on the course home page. This project will be 15
pages in length (not including references), space-and-a-half formatting, one inch margins on all four sides, and with
page numbers. This paper will address some challenge or issue being faced by the healthcare organization in which
you are working. Ask your contact person to suggest (1) or (2) possible challenges/topics, the solution to which
would be useful for that organization or the HR department.
Aside from the “Human Resource Research Paper” on the course home page you may format your paper addressing
the following: Background, Human Resource Challenge/Problem, and How You Gathered Information for This Paper
(sources, interviews, documents, etc.), Findings, and then Recommendations to address the problem
IX.
Course Policies: Grades
Late Work Policy:
There are no make-ups for the midterm examination. For each day an assignment is late, a penalty of 10% will be
assessed. After 5 days, assignments will not be accepted.
Grades of "Incomplete":
The current university policy concerning incomplete grades will be followed in this course. Incomplete grades are
given only in situations where unexpected emergencies prevent a student from completing the course and the
remaining work can be completed the next semester. Your instructor is the final authority on whether you qualify for
an incomplete. Incomplete work must be finished by the end of the subsequent semester or the “I” will automatically
be recorded as an “F” on your transcript.
Class Participation
Students are expected to have completed assigned readings prior to class in order to be prepared for class
discussion.
While class participation is not a formal criteria in determining the final grade, it may be used in extreme cases where
students have not attended classes/and or have failed to participate in their group assignments. Class participation is
based upon both the student’s attendance at in class sessions as well as their in class participations during these
classes. In addition, at the end of the semester all students will be invited to complete an evaluation of their own and
their team member’s contributions to all relative projects. Forms for this evaluation can be found on the Canvas
course website. Assuming relatively equal contributions and good attendance, class participation will not count in
the final grade. However, in extreme cases (positive or negative) participation and team evaluations will impact the
final grade based on the instructor’s judgment.
X.
Course Policies: Technology and Media
Email: E-mail will be the primary source of communication in this course. The average response time for e-mails is
24 hours during the work week and 48 on weekends.
Canvas (Webcourses): This course consists of both in class and web-based instruction. Students are expected to
have access to the Internet throughout the semester.
XI.
Course Policies: Student Expectations
Disability Access:
The University of Central Florida is committed to providing reasonable accommodations for all persons with
disabilities. This syllabus is available in alternate formats upon request. Students with disabilities who need
accommodations in this course must contact the professor at the beginning of the semester to discuss needed
accommodations. No accommodations will be provided until the student has met with the professor to request
accommodations. Students who need accommodations must be registered with Student Disability Services, Student
Resource Center Room 132, phone (407) 823-2371, TTY/TDD only phone (407) 823-2116, before requesting
accommodations from the professor.
Academic Conduct Policy:
Academic dishonesty in any form will not be tolerated. If you are uncertain as to what constitutes academic
dishonesty, please consult The Golden Rule, the University of Central Florida's Student Handbook
(http://www.goldenrule.sdes.ucf.edu/) for further details. As in all University courses, The Golden Rule Rules of
Conduct will be applied. Violations of these rules will result in a record of the infraction being placed in your file and
receiving a zero on the work in question AT A MINIMUM. At the instructor’s discretion, you may also receive a failing
grade for the course. Confirmation of such incidents can also result in expulsion from the University
University Writing Center:
The University Writing Center (UWC) is a free resource for UCF undergraduates and graduates. At the UWC, a trained
writing consultant will work individually with you on anything you're writing (in or out of class), at any point in the
writing process from brainstorming to editing. Appointments are recommended, but not required. For more
information or to make an appointment, visit the UWC website at http://www.uwc.ucf.edu, stop by MOD 608, or call
407.823.2197.
XII. Schedule
* Note: The Schedule is subject to revision
Week
Topics & Objectives
Week 1:
Topic:
 Introduction to HSA 6342
 Formation of Discussion
Groups
Aug 19Aug 25
Objective:
 Understand all course
requirements
 Understand the
contemporary work
environment
Week 2:
Topic:
 Environmental Changes
 The Human Resource Role
 Strategic Human
Resources Management
 Human Resource
Challenges
Aug 26Sept 1
Objective:
 Understand and discuss
the strategic human
resource model
 Develop a strategic
human resource plan for
a particular healthcare
organization.
 Identify and manage
major human resource
challenges facing
healthcare organizations.
 Understand the financial
impact of human
resource decisions and
policies.
 Be sensitive to human
resource trends and
future challenges
Readings
Nkomo, et.al...
“Preface” (p. xv)
Learning Activity
In class discussion
Introductions
M.D. Fottler, E. Erickson, and P.A.
Rivers, “Bringing Human
Resources to the Table:
Utilization of an HR Balanced
Score Card at Mayo Clinic.”
Health Care Management
Review. 31(1) January-March,
2006, 64-72.
Assignments Due
Group Member
Selections
Discussion Board:
Introductions
Due by:
Initial Post: 8/23 by 11:59pm
Response: 8/25 by 11:59pm
Article Review - “HR pros must
speak language of money”
Kleiman, C
Chapter 1: Myron D. Fottler,
Case Presentation:
“Strategic Human Resources
Nkomo, et. al.,
Management” in Fried, et. al. pp.
1-26.
Group 1:
“Scanning the
Chapter 18: Bruce Fried and
Contemporary Work
Myron D. Fottler, “Present Trends Environment” (p.20)
That Affect the Future of Human
“The Older Worker
Resources Management and the
Questionnaire” (p.
Healthcare Workforce” in Fried,
54-55)
et. al. pp. 479-499.
“Strategic Human
Resource
Article Review - Grey is Good:
Management” (p.86)
Employers Make Efforts To Retain
Older, Experienced Workers
Group 2:
“Outsourcing of
Human Resource
Management
Functions” (p.93)
“Human Resource
Challenges During
Mergers” (p.17)
Discussion Board #1: Strategic
Human
Resources Mangement
Due by:
Initial- 8/30 by 11:59pm
Response- 9/1 by 11:59pm
“Human Resource
Information Data
Breach” (p.26)

Week 3
Labor Day
NONE
2-Sept-13
NO CLASS
Week 4
 The Legal Environment
 Accessing Information on
Human Resources
Sept. 9Management Issues
Sept 15
 Human Resource
Challenges During
Mergers
 Identify and discuss legal
issues related to the
management of human
resources.
 Discuss the advantages
and disadvantages of
immigrant workers
Chapter 5: Bruce J. Fried, “The
Case Presentation:
Legal Environment of Human
Resources Management” in Fried, Group 3:
et. al. pp. 99-144.
“Understanding the
Americans with
Chapter 3: Leah E. Masselink,
Disabilities Act”
“Globalization and the Healthcare (p.62)
Workforce” in Fried, et. al. pp. 47- “What is Sexual
70.
Harassment?” (p.60)
“Sexual Orientation
Incidents:
Bootstrapping
Discrimination”
(p.71)
Debate #1:
“Affirmative Action”
“Affirmative action is
a fair method of
achieving equal
opportunity in the
workplace”
Affirmative: Group
10
Negative: Group 9
Discussion Board #2: Sexual
Orientation
Due by:
Initial- 9/13 by 11:59pm
Response- 9/15 by 11:59pm
Week 5
Topic:
 The Significance and
Roles of Healthcare
Professionals and
Physicians
NO CLASS
 Costs and Benefits of
Cultural Diversity
 Work and Family Issues
 Workload and Staffing
Issues
Sept. 16Sept 22
Chapter 4: Kenneth B. White,
Dolores G. Clement, and Kristie G.
Strover, “Healthcare
Professionals” in Fried, et. al., pp.
71-97.
Discussion Board #3:
Discrimination
Due by:
Initial- 9/20 by 11:59pm
Response- 9/22 by 11:59pm
Chapter 15: Cheryl B. Jones and
George H. Pink, “Nurse Workload,
Staffing, and Measurement,” in
Fried, et. al., pp. 393-431.
Objective
 Identify the respective
roles and relationships
among various health
professions.
 Discuss both the costs
and the benefits of
cultural diversity from an
organizational
 perspective.
 Identify and discuss
various family-friendly
options.
 Identify and discuss
various career
development options.
 Determine appropriate
staffing levels
Week 6
Topic:
 Developing a Customer
Sept. 23Focused Culture
Sept. 29
 Financial Impact of
Human Resources
Management
Objective:
 Develop a customerfocused culture through
implementation
appropriate of human
resource strategies.
 Develop various
approaches to the
implementation of
organizational change.
 Calculate the financial
impact of various human
resource strategies
 Determine and evaluate
human resource budgets
Chapter 16: Eileen F. Hamby,
Case Presentation
“Human Resources Budgeting and Group 4:
Productivity,” in Fried, et. al., pp. -“Evaluating the
433-450.
Financial Impact of
Human Resources
Chapter 17: Myron D. Fottler and Management
Robert C. Ford, “Creating
Activities” (p.21)
Customer-Focused Healthcare
“The Mentoring
Organizations”, in Fried, et. al., Problem at Walnut
pp. 451-478.
Insurance” (p.161)
Debate #2:
“Employee diversity
enhances
organizational
performance”
Affirmative: Group 8
Negative: Group 7
Discussion Board #4:
Customer Focus Strategy
Due by:
Initial- 9/ 27 by 11:59pm
Response- 9/ 29 by 11:59pm
Week 7
Topic:
 Job Analysis
Sept. 30-  Job Design
Oct. 6
 Human Resource
Forecasting
NO CLASS  Workplace safety
 Phased Retirement
1.
Objective:
 Define job analysis, job
description, and job
specification and explain
their significance to the
management of human
resources.
 Explain and implement
various job design and
employee empowerment
options.
 Analyze current personnel
inventories and make
forecasts of future needs
 Implement an effective
workplace safety
program.
 Implement various
options to retain various
skilled employees through
phased retirement.
Chapter 7: Myron D. Fottler, “Job
Analysis and Job Design”, in Fried,
et. al., pp. 163-195.
Discussion Board #5:
Job Analysis
Due by:
Chapter 13: William Gentry,
“Health Safety and
Preparedness”, in Fried, et. al.,
pp. 347-358.
Initial- 10/4 by 11:59pm
Response- 10/6 by 11:59pm
O
Week 8
Oct. 7Oct. 13
Topic:
 Employee Recruitment
 Employee Retention
 Workforce Diversity
 Exit Interviews
 Evaluating Job Application
Forms
 Evaluating Nurse Turnover
Objective:
 Better understand and
utilize the skills of an
increasingly diverse
workforce.
1.
 Evaluate the effectiveness
of the major recruitment
sources for various types
of healthcare personnel.
 Determine if, when, and
why anti-discrimination
recruitment guidelines
have been violated by a
particular organization.
Chapter 6: Rupert M. Evans,
“Workforce Diversity,” in Fried,
et. al., 145-162.
Chapter 8: Bruce J. Fried, and
Michael Gates, "Recruitment,
Selection, and Retention", in
Fried, et. al., pp. 197-235.
Articles:
“Fottler, M.D., et. al., “Evaluating
Nurse Turnover: Comparing
Attitude Surveys and Exit
Interviews,”
Hospital and Health Services
Administration, Vol. 40, Summer
1995, 278-295
“How to Reduce Turnover”
White, E.
Group 5:
Discussion Board #6:
“Recruiting and
Recruitment and Retention
Selecting High-Level
Managers Through
Due by:
the Internet” (p.112)
Initial- 10/11 by 11:59pm
“Recruiting and
Response- 10/13 by 11:59pm
Selecting Low-level
Workers Among
Seniors” (p.114)
“Evaluating the
Recruiting Function”
(p. 123)
“The Exit Interviews”
(p. 145)
Group 6:
Skill Builder: Phased
Retirement Options
(p.106)
“Staffing Needs for a
Telecommuting Job”,
(p. 150)
“Disaster
Preparedness”
(p.251)
Week 9
Oct. 14Oct. 20
NO CLASS
Week 10
Oct. 21Oct. 27
Topic:
 Employee selection
 Equal employment
opportunity and
affirmative action
 Adverse Impact
 Discriminatory speech
and action
Objective:
 Identify and discuss the
problems and benefits of
the application blank.
 Construct a question
guide for a structured
selection interviewing.
 Conduct a professional
selection interview.
 Explain the basic purpose
and content of major
equal employment
legislation, executive
orders, etc.
 Define the concepts of
validity and reliability as
they pertain to equal
employment.
 Define Affirmative Action
and identify its
relationship to EEO
practices.
 Discuss potential areas of
discrimination in
employee selection and
promotion.
 Identify records which
should be kept by
employers regarding
EEO.
Topic:
 Employee Orientation
 Employee Training &
Development
 Employee Health and 1.
Safety
Objective:
 Define the purpose and
value of human resource
Articles:
Discussion Board #7:
Disaster Preparedness
Due by:
“Interviews With Import” Cooper,
C.
“Get the Job-Search Edge” Ky, M.
Initial- 10/18 by 11:59pm
Response- 10/20 by 11:59pm
Chapter 9: Rita Quinton,
“Organizational Development and
Training” in Fried, et. al., pp. 237256.
Group 7:
“Design and
Evaluation of
Training Programs”
(p. 166)
“The Orientation
Problem” (p.172)
“Career
Development at
Midterm Examination
Distribution
development within a
health facility.
 Identify methods of
determining training
needs and discuss
methods.
 List and discuss training
methods and the
effectiveness of each
method.
 Write behavioral training
objectives.
 Develop skill in evaluating
training programs.
 Demonstrate and identify
situations where
telecommuting may be
advantageous.
Week 11 Topic:
 Performance Appraisal
and Measurement
Oct. 28 Various Performance
Nov. 3
Appraisal Methods
NO CLASS  Performance Appraisal
Challenges
Objective:
 Identify various
approaches to appraisal
and discuss the
advantages and
disadvantages of each.
 Develop and implement a
management by
objectives appraisal
system.
 Develop and articulate a
performance appraisal
philosophy based on a
review of motivation
theories and appraisal
literature.
 Identify at least five major
appraisal pitfalls.
 Conduct a performance
appraisal interview with
identifiable outcomes.
 Design Behaviorally
Anchored Rating Scales
(BARS).
Electronic
Applications” (p.
157)
Debate # 3:
“Telecommuting
enhances employee
productivity and
morale while
reducing turnover”
Affirmative: Group
5
Negative: Group 6
Chapter 10: Bruce Fried, and
Michael Gates "Performance
Management", in Fried, et. al.,
pp. 257-280.
Article:
“Firing Good Workers Who Are a
Bad Fit” WSJ
Supplemental Reading (All
Students):
“Ever Wanted to Review the
Boss? 360 Degree Feedback”
“Tips for Reviewing Performance”
WORK ON MIDTERM!
Week 12
Nov. 4Nov. 10
Topic:
 Employee Compensation
 Physician Compensation
 Fringe Benefits
 Non-monetary
Compensation
Chapter 11: Howard L. Smith,
Bruce J. Fried, John Crisafulli and
Derek van Amerongen,
"Compensation Practices,
Planning, and Challenges", in
Fried, et. al., pp. 281-318.
Objective:
 Differentiate job analysis,
job evaluation, and job
pricing.
 Explain the purpose and 1.
significance of wage and2.
salary administration. 3.
 Discuss the importance of
equity in compensation.
 Explain the problem of
maintaining
compensation equity in
the face of internal and
external competitive
forces.
 Review the relationships
between job satisfaction,
pay satisfaction,
performance, and
productivity.
 Explain the comparable
worth theory and its likely
impact on relative wages
of males and females in
the future.
Chapter 12: Dolores Clement,
Maria Curran, and Sharon L. Jahn,
“Employee Benefits”, in Fried, et.
al., pp. 319-346.
Group 8:
“Rewarding
Volunteers” (p.199)
“Controlling
Employee Healthcare
Benefit Costs”
(p.234)
“Ethical and Practical
Compensation
Dilemmas” (p.218)
MIDTERM DUE!
Discussion Board #8:
Performance Appraisal
Due by:
Initial- 11/8 by 11:59pm
Response- 11/10 by 11:59pm
Group 9:
“Managing Nonmonetary
Compensation”
(p.231)
“Retiree Health and
Pension Benefits” (p.
244)
“The Medical Leave
Problem” (p. 249)
Debate #4:
“U.S. immigration
laws should be
changed to allow
more immigration by
technical specialists
from
emerging/developing
countries”
Affirmative: Group 4
Negative: Group 3
Week 13
Veterans Day Holiday
Discussion Board #10:
Compensation
Nov. 11Nov. 17
Due by:
NO CLASS
Initial- 11/15 by 11:59pm
Response- 11/17 by 11:59pm
Week 14
Nov. 18Nov. 24
Topic:
 Employee Discipline
 Labor Relations
 Preventative Labor
Relations
 Collective Bargaining
Objective:
 Understand various
approaches to employee
discipline.
Chapter 14: Donna Malvey,
"Managing with Organized
Labor", in Fried, et. al., pp. 359391.
Group #10
“Violence at Work:
Westside Health
Systems” (p.263)
“Surfing the Internet
on Company
Time”(p.265)
“Caught in the Act:
Immoral Behavior at
Work” (p.272)
Discussion Board #10:
Collective Bargaining
Due by:
Initial- 11/22 by 11:59pm
Response- 11/24 by 11:59pm
 Develop a labor relations
philosophy.
 Implement a preventive
labor relations policy.
 Develop and implement
strategy for collective
bargaining.
 Administer a collective
bargaining contract so
that the labor contract
does not impede
attainment or
organizational goals.
“The Giveback: A
Case of Union
Busting” (p.280)
Debate #5:
“Employment-at-will
or termination-atwill should remain
the basic doctrine
governing employee
dismissal and should
not be subject to
legislative control”
Affirmative: Group 2
Negative: Group 1
Week 15
Nov. 25Dec. 1
Week 16
Dec. 2
FINAL PROJECT
PRESENTATIONS:
GROUPS 1-5
FINAL PROJECT
PRESENTATIONS:
GROUPS 6-10