MGMT 537
Sections 084 and 097 (WWW)
Personnel Management
Spring 2015
Professor
Office Hours
Dr. Marcia Simmering Dickerson, Ph.D.
Monday, Wednesday, Friday: 11 a.m. – noon
and 1 – 2 p.m.
Tuesday, Thursday: 9 a.m. – 11 a.m.
Contact Information
Office: 103A COBB
Telephone: 318-257-4525
E-mail: Marcia@latech.edu
Required Textbook
Graded Activities
Grade Distribution
Three exams @ 85 points ea.
9 assignments @ 5 points ea.
1 case analysis @ 75 points
TOTAL POINTS
Denisi, A.S., & Griffin, R.W. 2014. HR (2nd ed.).
South-Western Cengage Learning.
255
45
75
375
337 - 375 = A
300 - 336 = B
262 - 299 = C
225 - 261 = D
224 and below = F
Student Learning Outcomes
At the conclusion of this class, students should expect to successfully exhibit these learning outcomes:
1. Demonstrate and understanding of the role of Human Resource Management (HRM) in
business, aligning HRM systems with the strategic business objectives of a firm, and in the global
environment
2. Demonstrate knowledge of relevant legal and ethical issues in HRM, including equal
employment opportunity, compensation and benefits laws, and labor relations
3. Conduct a job analysis by compiling information from outside sources and job incumbents,
compiling information into a job description
4. Synthesize information regarding the effectiveness of human resource planning, recruitment,
and staffing efforts, demonstrating an ability to make appropriate decisions
5. Evaluate training options in terms of needs assessment, delivery methods, and evaluation of
training effectiveness
6. Understand the role of performance appraisal and feedback, particularly in relation to reduction
in staff
7. Demonstrate knowledge of compensation and benefits concepts, particularly in relation to
motivating and retaining employees and compliance with the law
8. Demonstrate knowledge of relevant safety, health, well-being, and security issues facing
employees in organization and actions to improve these through HRM
Lectures
Powerpoint slides and lectures covering Chapters 1, 2, 3, 4, 5, 6, 7, 9, 10, 11, 12, and 13 will be
posted throughout the quarter. Note that we take some of these out of order and we do not cover
chapter 8. Each lecture overlaps with material in the textbook approximately 70-80%. That is, roughly
one fourth of material in the lecture is provided by the professor and is not in the textbook. While you
can learn most of the material in the class through the textbook, watching and listening to the lectures
will give you valuable examples and explanations that aid learning.
Lectures are available through links posted on Moodle. The link will take you to Mediasite,
where you will need to authenticate to the system using your University ID and password (This is the
same one that you use to access the University webmail system). If you do not have this information,
click here to learn more:
http://helpdesk.latech.edu/index.php?option=com_content&task=view&id=147&Itemid=64.
If you have problems with Mediasite, click here to learn more:
http://helpdesk.latech.edu/index.php?option=com_content&task=view&id=205&Itemid=152. Also, if
you continue to have software issues and are having trouble viewing the Mediasite content, please
contact the University Help Desk at 318-257-5300 or send an email to helpdesk@latech.edu.
If you have problems seeing or hearing the lecture, please contact me in case one needs to be
re-recorded.
Technology
This course is completely online (with the exception of exams), so having access to reliable
technology is important. Because unexpected things such as power outages and a frozen computer can
disrupt Internet access, it is critical that you have multiple options for watching lectures and submitting
your work online. Note that Internet or computer failures are NOT university excuses for submitting
your work on time. Be sure to have backup locations ready.
Attendance and Participation
Because this class is completely online, attendance and participation are not measured or used
for grades. However, I can view who has watched lectures on Mediasite and I keep track of assignments
and papers submitted to turnitin.com.
Exams
There will be three exams that contain both multiple choice and short answer questions. Exam
questions are based on content from both the lectures and textbook. Exams are to be taken within the
scheduled time period (usually 5 days). Exams may not be taken outside of the scheduled window unless
extreme circumstances (e.g., hospitalization) arise.
If you are taking any other classes on Tech’s Ruston campus or can come to campus during the
day, you must schedule to take your exam in the quiet room in my office suite. To do this, contact my
assistant, Mrs. Bambie Seal, 318-257-4525, bseal@latech.edu. Exams taken on campus with Mrs. Seal
must be taken during normal business hours (8 a.m. – 5 p.m. M-F). If you take classes on campus, but
work full time, you may make use of a proctor. If this applies to you, follow the guidelines for off-campus
students below.
If you are off campus and unable to test in Ruston, you must coordinate with the Distance
Learning Coordinator, Ms. Jenit Awale (dlbusn@latech.edu, 318-257-5211) to procure a proctor near
you. Your proctor may not be a family member or anyone who works with you. Most local libraries have
proctors, and you may have to pay for a proctor. If you are an HIIM student who already has a proctor
set up with that program, note that you will still need to complete the proctor form required by the
College of Business as indicated by communication that you will receive from our Distance Learning
Coordinator.
Assignments
There will be one assignment due in this class each week, due on a Monday by midnight central
time on the date listed on the course schedule. The assignment is either from the textbook or is posted
online. These assignments are intended to help you better learn and apply information on each topic.
Assignments may be turned in early. Late assignments will be accepted with a 1 point penalty for every
24 hours the assignment is overdue. Completed assignments should be submitted to turnitin.com only
and not emailed to the professor. All assignments are listed in this syllabus.
Case Analysis
A three-part case analysis from the Society for Human Resource Management is assigned. This
case, “MacroEnterprises, Inc— A case study in three parts,” will help you apply material learned in class
and will require you to do some research on your own. The case is to be done individually. You will only
complete the first two parts of the case, and not all of the assigned parts and deliverables are required.
The case and its supporting materials are posted on Moodle, and the revised set of deliverables is
printed in this syllabus and posted on Moodle.
This case analysis will be due May 13. You may turn in each part separately over time for
grades, or you may turn in the entire case analysis at one time. Case analysis submitted after May 13,
midnight central time will be accepted with a 5 point penalty for every 24 hours it is overdue. Case
analyses should be submitted to turnitin.com and not emailed to the professor.
Turnitin.com
All assignments and papers will be submitted electronically to turnitin.com. Do not email
assignments or papers to Dr. Dickerson. The Class ID for turnitin.com is 9659424. The password is
HRMWWW. All assignments will be graded on the turnitin.com website using Grademark; you can see
your evaluation of your assignments there.
Course Schedule
This class is completely online (with the exception of exams), but you should still follow the
schedule printed on the next page. If you wait to watch lectures the day before the exam, you will not
be properly prepared. Therefore, you should treat this course as you would an in-class one, and
schedule time to watch the lectures, complete the assignments, and study.
Getting Help
Students wanting help with course material, assignments, or papers can contact me in person,
by telephone, or by e-mail. I am happy to work with you better understand all part of this course.
However, although the content in the class is available 24/7, I am not. My office hours are listed above.
However, if I have a student or faculty member in my office, I may be unavailable to answer the
telephone or respond to e-mails. I aim to respond to phone calls and e-mails within 24 hours on
business days. I may, on occasion, answer emails after hours or on the weekends, but you should not
anticipate this. Also recognize that I have other university commitments, such as meetings and other
classes that may keep me out of the office for long stretches of time. My assistant, Mrs. Bambie Seal,
can take messages for me, but has no information regarding this course other than the exam schedules.
Special Needs and Disabilities
If you have special needs due to a physical, emotional, sensory, learning, or other disability,
please contact me immediately. I will accommodate students’ special needs to the best of my abilities,
but please notify me in advance. Qualified students needing testing or classroom accommodations
based on a disability are encouraged to make their requests to me at the beginning of the quarter either
during office hours or by appointment. Note: Prior to receiving disability accommodations, verification
of eligibility from the Testing and Disability Services Office is needed. Disability information is
confidential. Information for Testing and Disability Services may be obtained in Wyly Tower 318 or
www.latech.edu/ods.
Academic Honor Code
I expect that you will never knowingly violate Tech’s policy on academic honesty. Students who
engage in academic dishonesty are subject to disciplinary penalties. Because academic dishonesty harms
the individual, the student body, and the integrity of the university, this policy will be strictly enforced.
Please refer to Louisiana Tech University’s honor code printed in the catalog.
Emergency Notification System (ENS)
Emergency Notification System: All Louisiana Tech students are strongly encouraged to enroll
and update their contact information in the Emergency Notification System. It takes just a few seconds
to ensure you’re able to receive important text and voice alerts in the event of a campus emergency. For
more information on the Emergency Notification System, please visit
http://www.latech.edu/administration/ens.shtml.
Disaster Plan
Each course on campus must have a plan for continuing class in case of emergency or natural
disaster. As our class is completely online, we should be able to continue without major interruption if
an emergency occurs. Refer to the Moodle website for this class if an emergency event does occur.
Fall 2014 Schedule
Week
Topics
March 11 – 13
March 16 - 20





April 13 – 17

April 20 – 24



Required
Reading
 Syllabus
 Chapter 1
 Chapter 2
 Chapter 3
Assignment and Paper Due
Dates
 Chapter 6
 Chapter 7
 Assignment #5 (April 13)
 Chapter 7
 Assignment #6 (April 20)
Introduction
The Nature of HRM
 Assignment #1 (March 16)
The Legal Environment
March 23 – 27
The Global Environment
 Assignment #2 (March 23)
The Competitive
Environment
March 30 –
 Information for Making HR
 Chapter 4
 Assignment #3 (March 30)
April 2
Decisions
 Chapter 5
Students must take Exam 1 between April 1 and April 8 (note that the Easter break is during this
exam period; please plan accordingly)
April 7 - 10
 Motivation at Work
 Chapter 13
 Assignment #4 (April 7)
HR Decision Making in
Organizations
Recruiting Employees
Selecting Employees
Training Employees
Students must take Exam 2 between April 23 and April 28
April 27 – May 1
 Compensation
 Chapter 9
 Assignment #7 (April 27 )
 Benefits
May 4 – May 8
 Performance Appraisal
 Chapter 10
 Assignment #8 (May 4)
 Managing Labor Relations
 Chapter 11
May 11 – May 15  Safety, Health, Well-being,
 Chapter 12
 Assignment #9 (May 11)
and Security
 Chapter 14
 Case analysis (May 13)
 Managing and Enhancing
Performance
**STUDENTS GRADUATING IN SPRING 2015 MUST TAKE EXAM 3 BETWEEN MAY 13 – MAY 17**
Students not graduating must take Exam 3 between May 15 – May 22
Assignments
All assignments are due on a Monday, by midnight central time. Late assignments will be accepted, but
one point is deducted for each 24 hours that passes beyond the deadline.
Assignments should be submitted to turnitin.com and not the professor. The Class ID for turnitin.com is
9659424. The password is HRMWWW. All assignments will be graded on the turnitin.com website using
Grademark; you can see your evaluation of your assignments there. Each assignment is described below.
Assign. #
1
Due Date
Monday ,
March 16
Assignment Content
Write and submit to turnitin.com:
 The locations of THREE SEPARATE COMPUTERS by which you may access
your lectures and homework. For example, you might list (1) your home,
(2) your office, and (3) the library’s computer.
 Your location and whether you will be required to take your exams at
the College of Business in Ruston (i.e., you have other on-campus
classes), or if you will take your exams off-campus. If you will take your
exams off-campus, you will need to contact Ms. Jenit Awale Sinha in
204E COBB (dlbusn@latech.edu, 318-257-5211) with information
regarding your choice of proctor. Remember that your proctor cannot be
a family member, coworker, or supervisor. Note that HIIM students must
follow this procedure, which is different from your other classes.
2
Monday ,
March 23
Read the introductory case for Chapter 1 titled “Their Most Precious
Resource” presented on pages 3 and 4, and answer the two questions
presented on page 4. A copy of this case is also on Moodle.
3
Monday ,
March 30
Read the HR in the 21st Century segment on page 33 regarding workplace
bullying. Answer the two questions on that page.
4
Monday,
April 7
Read the HR in the 21st Century segment on page 59 titled “Offshoring for
Fun and Profit.” Answer the two questions on that page 59 in that segment.
5
Monday,
April 13
Read the introductory case “Getting Engaged at Work,” in Chapter 13, on
pages 285-286 and answer the two questions on page 286.
6
Monday,
April 20
Read the introductory case to Chapter 6, “No Company for Old-Fashioned
Management,” on pages 119-120. Answer the two questions on page 120.
7
Monday,
April 27
Read the article, “Top 10 Structured Interview Questions,” from this site:
http://smallbusiness.chron.com/top-10-structured-interview-questions10441.html (and also posted on Moodle).
One of the best things an interviewer can do before beginning interviews, is
to write down possible acceptable and unacceptable answers that might be
given. For these two questions
 “How do you handle stressful situations?”
 “Tell me about your worst boss or co-worker.”
give one possible good answer and give one possible bad answer. Then,
explain what each answer tells you about the candidate. This will be an
opportunity for you to explore the interview both from the interviewer’s
perspective and also the applicant’s perspective. Write these and submit to
turninitn.com.
8
Monday,
May 4
Read the introductory case for Chapter 9 titled “Innovative Compensation at
Nucor” on pages 197-198, and answer the two questions on page 198.
9
Monday,
May 11
Read the HR in the 21st Century segment on page 229 titled “Counting
Second, Measuring Scans,” and answer the two questions associated with it.
Case Analysis
Cases #1 and #2 from “MacroEnterprises, Inc.—A Case Study in Three Parts” from the Society
for Human Resource Management (SHRM) will be completed by each student individually.
However, the list of deliverables for cases #1 and #2 have been reduced and/or changed, as is
noted below. Each section’s deliverables are listed here, and the rubric used to grade each is
presented. Both parts of the case are due by May 13.
Case #1 Revised Assignment and Deliverables (pages 7 – 8) and Grading Rubric
Case #1 Assignment/Deliverables
In your role as HR consultants:
Prepare and submit a written chart that details the cultural and leadership issues that you see
that are related to the human resource practices at MacroEnterprises. Using terminology and theories
from your textbook and any other sources (e.g., other classes, SHRM website), give detailed information
about the current practices and Macro, the problems you see, and the solutions you recommend. Here
is a sample chart:
HR Issue
Lack of integration of
organizational
cultures
Performance
appraisals are
confusing
Examples to support issue
identified
 Employees only want to
work for managers from
same location
 “Us vs them” attitude
witnessed by consultants
 Etc….
Solution Recommended
…
…


Create a new mission
statement for the
company, using input
from focus groups of all
employees
Etc….
Complete this chart with information from Appendices A & B.
Prepare a one-page executive summary that makes an argument for increased attention to HR issues,
based on the information gathered in your chart.
Case #1 Grading Rubric
Section Assessed
One-page executive summary
(in role as HR consultant)
HR Issues identified (first
column of chart)
Examples to support issues
identified
Solutions recommended
Evaluation criteria
 Summary is only one page
 Compelling argument made
 Cohesive presentation
 Information based on chart
 Adequate number of issues identified
 Issues are HR related
 Issues described/summarized properly
 Details from Appendices used
 Proper examples attached to issue
 Adequate number of examples given
 Solutions are logically associated with
issues presented
 Solutions are based on proper HR
practice
 Solutions are explained in detail
Points Possible
5
Total points possible in Case #1
10
10
15
40
Case #2 Revised Assignment and Deliverables (pages 13 & 14) and Grading Rubric
Case #2 Assignment
1. After the meeting of local HR professionals, you decide to explore the idea of partnerships and
whether such a partnership would be advantageous for your organization. To guide you, here are some
questions that must be answered:
 How could this type of program help the organization strategically and help HR to be regarded
as a strategic partner?
 What types of skills do you feel a community college partnership could help address for the
employer to gain a competitive advantage?
 What are the advantages of creating a partnership with a community college versus conducting
training internally or even outsourcing to another private training provider?
2. You decide to find out how other organizations are leveraging community college partnerships. You
plan to explore literature and the Internet to gain more knowledge in the following areas:
 Identify and provide an overview of relevant programs at community colleges that have
partnered with employers and that could serve as a role model for this company.
3. Once other programs are identified, it is important to see if they fit with your organization:
 Describe how you would conduct an evaluation to identify the goals of a community college
partnership program and the needs of your organization.


Explain how you could conduct a gap analysis to accurately examine if the program’s goals align
with the needs of your organization.
Explore the components needed to form a partnership with a local community college.
4. Communicating the need for this type of program is essential to gain the support of all involved.
 Develop a compelling argument to form a community college partnership with your organization
and present it in a short memo report.
Case #2 Deliverables
1. Create a chart that aligns organizational mission and goals and illustrates how the program will
help the organization strategically meet these goals.
2. Develop a list of possible programs, partnerships, and outcomes. Describe other programs that
could be used as a model. Use the human performance technology (HPT) model to show the gap
in desired versus actual work performance. Create a list of the skills that will be improved and
how they are addressed in a partnership.
3. In memo format, create a focused and compelling executive summary of why the
organization should form a program or partnership.
Case #2 Grading Rubric
Section Assessed
Chart aligning mission and goals
and how program will help
List of possible programs,
partnerships, and outcomes
Executive summary of why to
form program or partnership
Evaluation criteria
 Organization’s mission and goals are
addressed
 Program benefits are matched
 Strategic links identified
 List has several good options for
programs, partnerships, and outcomes
 One or two programs that could be used
as models
 Details of HPT model
 List of skills improved and addressed in
partnership
 Concisely presented arguments
 Clearly outlines benefits
Total points possible in Case #1
Points Possible
10
20
5
35