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MGT-555: Strategic Human Resource Management

Spring Quarter 2020

(Mondays 6-9:15pm) *ONLINE (until further notice)

Instructor: Dr. Erich C. Dierdorff Email: [email protected]

Office: 7035 DePaul Center, Loop campus Phone: 312-362-8495/voicemail

Office Hours: I am looking forward to talking with you this session. I am always accessible and generally in my office during the day. However, this is not always the case so email and phone are the most reliable means of communication. I am also available after class as well as by appointment.

Course Materials

Required Readings: There is no textbook for this class. Articles are posted to D2L (d2l.depaul.edu)

Capsim360: $39.99 fee

CapsimInbox: $29.99 fee

Course Catalog Description

This course will help students understand how the management of people is influenced by the social, ethical, and legal environment; by diversity in the workplace; by the organizational culture; and by the business strategy. The course is taught from an operations management perspective. Students will learn how to effectively perform the following HR activities: selecting employees, developing people, evaluations and rewarding performance, and motivating employees.

Course Prerequisite(s) : MGT 500 or equivalent.

General Course Learning Goals

This course is intended to develop your knowledge and skills in the application of the basic functions of human resource management and current practices and issues. In the contemporary world of work, human resource management (HRM) is no longer viewed as a peripheral business function relegated to those within the personnel department. HRM is now viewed as a core business function capable of generating competitive advantage and organizational viability. Moreover, HRM has become a key responsibility of any manager’s job. Thus, the theories and techniques taught in this course will be applicable for all types of positions in all types of organizations in which you may work. By the end of this class you should have the capability to

· Understand and describe the major theories, principles, and concepts in HRM.

· Apply HRM concepts to real organizational problems.

· Discuss legal and ethical practices associated with HRM.

· Apply the principles of evidence-based management.

· Use HRM tools/concepts to diagnose and improve your own management of human capital.

Course Expectations and Philosophy

Attendance: It is impossible to do well in the course without regular attendance. Class attendance is expected for both student and instructor. You will not be penalized per se if you miss class; however, missing lectures and activities will adversely impact your performance. Thus, it is in your best interest to attend class. Although there is no formal attendance policy, if at the end of the quarter your grade is “sitting on the fence,” then I will make a discretionary decision regarding your grade based upon your attendance and participation level. However, attendance is required for all class presentations and/or guest lecturers. Unexcused absences will result in a 10-point deduction from your final grade.

Teaching Philosophy: Classroom & Course Conduct

· The course itself should reflect good management, and thus we should all attempt to behave like “good managers.” For instance, effective managers regularly provide and solicit feedback. Thus, I will attempt to provide you as much feedback on assignments as possible and will be available to talk at length outside of class. At the same time, I expect you to provide feedback (positive and negative) regarding aspects of the course (e.g., materials, exercises, lecture, etc.).

· Some of class time will be spent in a lecture-type format. However, I prefer a more “informal” classroom. This means I encourage you to shout out questions, laugh, and have fun assuming that this environment does not inhibit attainment of our learning goals.

· Thoughtful participation in class discussion is absolutely essential. You will not be able to meaningfully participate without preparation. Read, think, re-read, and ask questions. In addition, it is expected that you will engage your peers in dialogue. You will have multiple opportunities to discuss pertinent HRM issues in small groups. My hope is that you take these discussions seriously – you can learn much from others’ experiences.

· As there will be ample opportunities for discussion and debate around HRM issues, it is important that respect for your peers is maintained and the classroom environment remains constructive. Personal attacks, unprofessional behavior, and inappropriate comments do not facilitate learning or understanding and will not be tolerated.

· Do not accept comments, poor logic, or ramblings as fact or let unfounded assumptions remain unchallenged. On that note, it is again important that respect for your peers is maintained and the classroom environment remains constructive.

Course Requirements

Your final course grade is based on a total of 400 points, consisting of the following four requirements:

1. Midterm & Final Exams (knowledge assessments: 100 Points each) – There will be a midterm and a final exam intended to measure your knowledge of HRM theory and concepts, as well as your ability to apply these concepts to real organizational issues and problems. Questions and problems will come from the course readings, supplemental activities, and lectures. Questions may consist of multiple choice, fill-in-the blank, true/false, small case analysis or vignettes, and short essay. If you prepare for class each week (i.e., read assigned materials and review your notes), these tests should be straightforward (i.e., no surprises – which does not mean they’re easy – it means they are not intended to “trick” you). Note, however, that you will need to study for the exam because fabrication of answers and/or reverting to “common sense” will not produce high scores. Neither the midterm nor the final will be cumulative; rather each will comprise approximately one-half of the course material. Exams may only be rescheduled in special cases (e.g., illness, family crises, accidents, or other special circumstances). Contact must be made with the instructor prior to the exam time. Missing an exam without prior approval will result in a zero for that exam. Make-up exams may be a different format from the regular exam.

2. Activities (50 Points) – We will use the course as an active laboratory for the exploration of HRM topics and skills. For most weekly topics, there is an associated activity that is due the day of class (see course schedule). These activities are designed to be short, yet illustrative, example of HRM applications and generally require you to answer a few questions. We will use the activities, as well as case studies, to facilitate our discussions of HRM topics. If you are keeping up with your readings, completing the activities, and coming to class these are easy points to earn and are generally based on completeness. Two of these activities will require your completion of a behavioral microsimulation called CapsimInbox—People Management. The cost is $29.99 and is payable to Capsim Management Simulations.

3. 360O Performance Assessment & Employability Plan (75 points) – This project entails a performance assessment, results analysis, and the creation of a development plan for focused career improvement. You will be required to solicit performance feedback (anonymous and confidential) for developmental purposes from multiple sources (e.g., supervisors, co-workers, subordinates, or customers). We will use an online 360O feedback tool administered by an outside vendor. The cost associated with using the tool will be $39.99 and is payable to Capsim Management Simulations. More details about the deliverable for this course requirement will be distributed in class.

4. Evidence-based Management (EBM) Paper (75 points) – This project requires you to apply an evidence-based approach to management. For this application assignment, you will first need to choose a particular HR function (e.g., selection) on which to focus and then, a specific management practice (e.g., interviewing) on which to apply EBM. To accomplish this, you should identify and read 3-5 relevant journal articles on your chosen management practice. The deliverable for this course requirement will be a paper that describes: a) EBM and its primary goals; b) the chosen management practice and why it is important to firm performance; c) the major takeaways from your literature review; d) how the research findings should inform your chosen management practice; e) an acknowledgment of the strengths and weaknesses (i.e., limitations) of your evidence-based recommendations; and f) the reference list of journal articles used. You are strongly encouraged to work with a peer on this project (i.e., 2-person team). Do not exceed 12 pages (not counting cover page) using 1 ½ spacing, 12 pt.

Grading Approach

Course Requirements	Point Value	Grading Scale Cutoffs
Midterm Exam	100 (25%)	371 = A; 359 = A-
Final Exam	100 (25%)	347 = B+; 331 = B; 319 = B-
Activities	50 (12.5%)	307 = C+; 291 = C; 279 = C-
360O with Employability Plan	75 (18.5%)	267 = D+; 251 = D; 239 = D-
EBM Paper	75 (18.5%)	Below 239 = F
Total Points	400

Academic Integrity

Do not plagiarize or cheat. When in doubt about citing, quoting or outside assistance on a project, ask me – it only takes a few minutes. If you choose to cheat , I will pursue any cases of academic dishonesty with zeal. Keep in mind that all cases of dishonesty will be referred for processing.

In the words of the Code of Student Responsibility (Student Handbook): Plagiarism, cheating, and other forms of academic dishonesty are prohibited. Plagiarism refers to the use of materials from books, notes, and other sources in the student’s written work without due credit to the sources used; it is the presentation of materials as if these are the student’s own. Cheating refers to securing or giving help in a test, unauthorized copying of tests, assignments, reports, term papers etc. Other forms of dishonesty would be taking a test in place of another student, etc. Plagiarism is a major form of academic dishonesty involving the presentation of the work of another as one’s own. Plagiarism includes, but is not limited to the following:

· The direct copying of any source, such as written and verbal material, computer files, audio disks, video programs or musical scores, whether published or unpublished, in whole or part, without proper acknowledgement that it is someone else’s.

· Copying of any source in whole or part with only minor changes in wording or syntax even with acknowledgement

· Submitting as one’s own work a report, examination paper, computer file, lab report or other assignment, which has been prepared by someone else. This includes research papers purchased from any other person or agency.

· The paraphrasing or someone else’s work or ideas without proper acknowledgement.

· Using your own written work that has been submitted previously in any form (including other courses), without proper citation

For more information, see these resources related to academic integrity and writing:

· DePaul’s Student Handbook: http://studentaffairs.depaul.edu/handbook/

· The Academic Integrity page at Northwestern University http://www.northwestern.edu/uacc/plagiar.html

· Princeton University’s Academic Integrity site http://www.princeton.edu/pr/pub/integrity/index.html

· The “Nut’s & Bolts” of College Writing: http://www.nutsandboltsguide.com/

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Tentative Course Schedule (As we will monitor our progress)

Week	Date	Topic	Assignments/Due Dates/Notes
1	3/30	Introduction to Strategic Human Resource Management (HRM)	Article 1: Wright (2008). Human Resource Strategy Article 2: Pfeffer & Sutton (2006) Evidence-based Management Article 3: Berends et al (2014) Evidence-based Management Activity #1: CapsimInbox–People Management 1st Assessment (Due on 4/5)
2	4/6	Fostering an Equitable & Ethical Workplace	Article 1: EEOC. Discrimination by Type (see URL on D2L) Article 2: Olson (2013). Shaping an Ethical Workplace Culture Activity #2: Case Study – “The Best Intentions” (Due on 4/6)
3	4/13	Foundation of HRM: Work Analysis & Work Design	Article 1: Heneman & Judge (2006). Job Analysis Article 2: Parker et al. (2019) Why Managers Design Jobs… Activity #3: O*NET (Due on 4/13) *Capsim360 Initiated
4	4/20	Talent Acquisition (Part I): Recruiting & Selecting Talent	Article 1: Kaur & Fink (2017). Trends and Practices in Talent Analytics Article 2: Breaugh (2016). Talent Acquisition: A Guide to Understanding…
5	4/27	Talent Acquisition (Part II): Recruiting & Selecting Talent	Article 1: Pulakos & Kantrowitz (2016). Choosing Effective Talent Assessments… Article 2: Bauer et al (2012). What We Know About Applicant Reactions…
6	5/3	Midterm Exam Completion 11:59 PM Deadline
7	5/11	Talent Management: Training & Development	Article 1: Noe (2009). Learning System Design Article 2: Bauer (2010). Onboarding New Employees Article 3: Andersen (2016). Learning To Learn *Capsim360 Feedback Available
8	5/18	Talent Management: Effective Performance Management	Article 1: Cappelli & Tavis (2016). The Performance Management Revolution Article 2: Pulakos et al (2012). Building a High-Performance Culture… Article 3: Dorsey & Mueller-Hanson (2017). Performance Management that Makes a Difference…
9	5/25	Rewarding Talent: Compensation & Performance	Article 1: Heneman (2007). Implementing Total Rewards Strategies Article 2: Locke (2004). Linking Goals to Monetary Incentives Article 3: Aguinis et al (2013). What Monetary Rewards Can and Cannot Do… Activity #4: www.salary.com (Due on 5/25)
10	6/1	Power & Peril of Analytics & Course Wrap-up	Article 1: Bersin (2019). HR Technology Market Activity #5: CapsimInbox–People Mgmt. 2nd Assessment (due on 5/31)
11	6/8	Final Exam Completion 11:59 PM Deadline	EBM Paper & Employability Plan Due

· BE SURE YOU READ THE SCHEDULE CAREFULLY AS SOME CHAPTERS ARE ASSIGNED OUT OF ORDER.

Management 555 Course Learning Objectives

This course specifically addresses three major DePaul University College of Commerce learning goals:

· Professional Competence/Mastery

· Ethic and Legal Awareness

Based on these broad goal domains, the following specific learning objectives are measured through the assessments described in the course syllabus. Some objectives are assessed via multiple course requirements.

Topic 1: Introduction to Strategic HRM

1. Articulate the primary role managers’ play in HRM.

2. Explain the value of HRM to organizations in terms of individual and firm performance.

3. Describe how HRM contributes to strategic and competitive advantage.

4. Describe the various functions of HRM and how they fit together.

5. Define evidence-based management and how it should be applied in practice.

Topic 2: Fostering an Equitable & Ethical Workplace

6. Define and commit to memory important EEO laws.

7. Apply various aspects of employment law to everyday organizational operations.

8. Differentiate between adverse impact and disparate treatment.

9. Calculate whether or not adverse impact is present (i.e., four-fifths rule).

10. Discuss differences between the quid pro quo and hostile work environment forms of sexual harassment.

11. Identify the various ethical issues and frameworks that apply to employment decisions.

Topic 3: Foundation of HRM: Work Analysis & Job Design

12. Describe the overall importance of job analysis to an organization.

13. Describe multiple approaches to job analysis.

14. Explain each step in the job analysis process.

15. Describe the important components of a job description

16. Differentiate between knowledge, skills and abilities.

17. Write multiple, specific job tasks.

18. Explain the importance of connecting KSAs to job tasks.

19. Write a clear and specific job description of a real job.

Topic 4: Organizational Entry: Recruiting & Selecting Talent

20. Differentiate between internal and external recruitment.

21. Describe the success rates of various recruitment methods.

22. Discuss what factors significantly increase recruitment success.

23. Describe the purpose of selection systems.

24. Explain the importance of using multiple criteria in selection.

25. Explain the steps involved in a typical selection system.

26. Describe the specific legal requirements associated with selection.

27. Differentiate between various selection devices.

28. Describe three types of validity and reliability and explain why these are important factors in selection.

29. Describe how to use and improve the effectiveness of employment interviews.

Topic 5: Leveraging Human Capital: Training & Development

30. Describe the stages in training and development.

31. Identify the ethical issues associated with downsizing and alternatives to this strategy.

32. Explain the important activities associated with each step of the training and development process.

33. Differentiate between the 4 levels of evaluation.

34. Explain some of the potential problems encountered in training and development.

35. Describe methods to most effectively develop managers.

36. Articulate the role/responsibility of the organization in career development.

37. Explain the advantages and disadvantages of mentoring programs in organizations.

Topic 6: Effective Performance Management

38. Describe the purposes of performance appraisal.

39. Explain the various pitfalls associated with evaluating others’ performance.

40. Describe the legal implications of performance evaluation.

41. Describe the advantages and disadvantages of the various methods of performance appraisals.

42. Describe the problems associated with measures of performance and how to overcome them.

Topic 7: Rewarding Performance With Compensation: Perspectives on Pay

43. Explain the purpose and basis for compensation in organizations.

44. Describe the advantages and disadvantages associated with various compensation strategies.

45. Describe the differences between traditional and strategic pay approaches.

46. Differentiate between effective and non-effective monetary reward systems.

47. Describe the most effective methods for rewarding employee performance.

48. Discuss the potential ethical issues associated with levels of compensation (e.g. CEO pay.)

Topic 8: HR Technology

49. Describe the major ways that technology is currently changing HR tools and techniques.

50. Discuss the implications of potential technology innovations (e.g., AI, automation, Big Data, etc.) on HR practice.

51. Differentiate between “help” and “hype” as it relates to HR technology and disruption.