|Course Introduction||Course Syllabus|
|1.1: The Changing Nature of Human Resource Management||Human Resource Management, v1.0: "Chapter 1: The Role of Human Resources"||
This chapter provides an overview of human resources management through definition, functions, skills required, and challenges encountered. At the end, read the Chapter Case and note your answers.
|Accounting Practice Center: "Human Resource Management"||
This video details the many functions of human resource departments and their role within the organization.
|Principles of Management, v1.1: "Chapter 16, Section 2: The Changing Role of Strategic Human Resource"||
This chapter describes the importance of human capital, the critical role that human resources plays as a strategic partner, and key elements of strategic human resources management. Note your answer to exercise question #3.
|1.2: Strategic HR Management and Planning||David Kryscynski: "Introduction to Strategic Management"||
This video discusses organizational strategy and the integral role that resources play in the success of organizational strategy. Write a list of reasons that HR is critical to overall organizational strategic success.
|Human Resource Management, v1.0: "Chapter 2: Developing and Implementing Strategic HRM Plans"||
This chapter discusses the value of strategic planning, the components involved, and the importance of HR being a strategic partner within the organization. At the end, read the Chapter Case and note your answers.
|1.3.1: Workplace Diversity: What Is It? Can It Be Done?||Border TV: "Workplace Diversity Strategy"||
This video discusses how a diverse workforce adds value to an organization while enhancing teamwork, respect, and understanding.
|Boundless Management: "Chapter 15, Section 1: Diversity in Organizations: Trends in Organizational Diversity"||
This article highlights the social and legislative trends that lead to a more diverse workforce. Note the correlation between high diversity and high production, and high diversity and high retention.
|National Partnership for Reinventing Government: "Best Practices in Achieving Workforce Diversity"||
Read this article from the executive summary through Chapter 4 (pages 5–17 of the PDF). Led by Al Gore, former vice president of the United States, and the U.S. Department of Commerce, this report provides in-depth insight on diversity – why it is important and how it can be integrated into the workplace. The report is divided into four chapters: each chapter builds on the previous one. You will see comments from leaders of major organizations, and the report provides some strategic key findings regarding diversity that you can use as a source for implementing diversity within the workplace.
|1.3.2: Equal Employment Opportunity||U.S. Equal Employment Opportunity Commission:"Introduction to the US Equal Employment Opportunity Part 1"||
This video presents Part I of two videos that provide a foundational understanding of diversity, the U.S. Equal Employment Opportunity Commission, and various types of discrimination. In these presentations, you will see several news stories that provide an introduction to the upcoming readings in this unit.
|U.S. Equal Employment Opportunity Commission: "Introduction to the US Equal Employment Opportunity, Part 2"||
This video presents Part II of two videos that will help you understand diversity, the U.S. Equal Employment Opportunity Commission, and various types of discrimination.
|U.S. Equal Employment Opportunity Commission: "Overview of the U. S. Equal Employment Opportunity Commission"||
Read this article for an introduction to the Equal Employment Opportunity Commission. This information will provide you with a deeper understanding of how the commission supports and enforces the proper managing of human capital.
|U.S. Equal Employment Opportunity Commission: "Types of Discrimination"||
Read this list of the various types of discrimination. Click on each type of discrimination, from "Age" to "Sexual Harassment," and read the related information.
|U.S. Equal Employment Opportunity Commission: "Laws Enforced by the EEOC"||
Read this list of the various types of laws enforced by the EEOC. Click on each type of legislation to read the related information.
|U.S. Equal Employment Opportunity Commission: "Workplace Laws Not Enforced by the EEOC"||
Read this list of the various types of laws not enforced by the EEOC.
|1.4: Do We Still Need Affirmative Action?||Netivist.org: "Is Affirmative Action a Good Approach against Discrimination?"||
This article provides a summary of affirmative action including pros and cons. Then, watch the two videos that debate affirmative action and its effectiveness against discrimination.
|Boundless Sociology: "Chapter 10, Section 6: Race and Ethnicity in the U.S.: Affirmative Action"||
This article provides historical data regarding affirmative action as well as the correlation with class inequality.
|Oyez Today: "Fisher vs. University of Texas—Background & The Arguments"||
In the following two videos, professors Carolyn Shapiro and Sheldon Nahmod discuss a recent affirmative action case that exhibits the controversy of "reverse discrimination" as it relates to affirmative action legislation.
|2.1: Overview of a Job Analysis (JA)||Human Resource Management, v1.0: "Chapter 4: Recruitment"||
This chapter will be important for Unit 2 and Unit 3, as it discusses job analysis, job description, relevant recruitment laws, and strategies for effective recruitments in depth. Make the connection between what you learned about critical HRM planning in the previous unit and its impact on the HRM recruitment, which is the focus of this unit. Pay particular attention to Figure 4.1., which describes the job analysis process. Take note of how a company's culture can be used as a recruiting tool to attract candidates.
|2.2: A, B, and C Jobs: People (Human Capital)||Stanford University: Dan Springer's "Protecting Human Capital"|
|2.3: Competency Modeling and KSAs||Center for Disease Control and Prevention: "The Importance of KSAs (Knowledge, Skills, and Abilities)"||
Read this article, which discusses knowledge, skills, and abilities (KSAs) and discusses the qualifications and attributes a job candidate will need to perform for a particular position. This authors focus on obtaining a job in the U.S. federal government, but you can apply their insight to identify and apply KSAs to any position opening.
|Psychologon: David Lacko's "Dunning-Kruger Effect—Why Once a Fool, Always a Fool"||
This article discusses the Dunning-Kruger Effect, noting that poor performers most often fail to learn from their mistakes. This inability to self-critique and self-correct poses obstacles for HR. While HR can provide feedback channels for employees to learn from, employees must also possess the skills needed to identify and remedy weaknesses in their own performance. Make the connection between these obstacles and the important task of HR to properly assess knowledge, skills, and abilities to find valuable human resources.
|2.4: Job Description and Job Specification||Human Resource Management, v1.0: "Chapter 4, Section 1: The Recruitment Process"||
Briefly revisit section 4.1 of this chapter, which you read at the outset of this unit. Pay particular attention to the sample job analysis questionnaires in Figure 4.2 and the sample job description in Figure 4.3. Complete the exercises at the end of this section, and be sure to spend sufficient time on the second question. By the end of this activity, you should be able to list the four components of a job description and give tips for writing an effective job description.
|EAPHumanResources Wikispace: "Job Description Template"||
Note this template for writing a job description. Using this template, create a job description for your current position or a past position.
|Johnson and Wales University Library: "Job Descriptions vs. Job Postings"||
This video compares and contrasts job descriptions and job postings.
|3.1: Recruitment of Human Capital||Boundless Psychology: "Chapter 20, Section 1: Workplace Psychology: The Psychology of Recruiting and Selecting Employees"||
This article discusses how psychologists have designed recruiting processes and personnel-selection systems to help employers find the best candidates. The article describes using interviews, personality tests, ability tests, and work samples to evaluate potential employees. As with all forms of testing, we cannot ignore the validity and reliability factors attributed to each test, as noted in the article.
|3.2: The Process of Recruiting and Selecting Human Capital||The Open University: "Human Resources: Recruitment and Selection—Effective Recruitment and Selection"||
Read this article. Before you read, try your hand at the first activity, then read the article. Though all of us have our own sets of experiences and opinions, it is important that we do not place our organizations in a situation of liability as a result of our individual biases, as they may not be strategically aligned with the best interests of the organization. You must learn to work through personal perceptions and make strategic business decisions when recruiting and selecting human capital.
|3.3: Recruiting and Selecting Human Capital in the 21st Century||Peter Clayton's "Recruiting Trends: Sourcing & Recruiting"||
Watch this video. Professional recruiters attending a national summit share assessments and concerns over the use of social media in human resource recruitment.
|Adam Seabrook's "15 Social Recruiting Tips Proven to Attract the Best Talent"||
"Social recruiting isn't just a novelty – it is a must-have for any successful recruiting strategy." This article details recruiting opportunities on Periscope, Twitter, and LinkedIn. Social media is an excellent opportunity to showcase your corporate culture as well as your brand. However, with your culture and your brand at stake, a company's social media presence must be deliberate at all times. The article notes common social recruiting mistakes made by companies and how to avoid them. Select a company and take a moment to look online at their social media presence. What type of personnel are they attempting to attract? Are the corporate culture and branding messages being represented consistently and deliberately? Is this a company that you would be interested in based solely on their social recruiting efforts?
|3.4: How to Select Human Capital||Human Resource Management, v1.0: "Chapter 5: Selection"||
Read this chapter which discusses how to review and check a resume for validity and reliability, how to interview and test job applicants, how to choose prospective job candidates, and how to make an offer to a potential hire. This reading also reviews several case studies.
|Boundless Business: "Chapter 12, Section 7: Recruitment: Selecting the Right People"||
This article explains how compiling a common set of information about applicants can help HRM avoid unintentional prejudice. Businesses can obtain this data through behavioral and situational interviews, selection tests, and background checks.
|4.1: Training and Development of Human Capital||Human Resource Management, v1.0: "Chapter 8: Training and Development"||
Watch the introductory video and read the first three sections of this chapter on the process of strategically training and developing employees that have been selected. Stop when you get to section 8.4.
In a competitive marketplace, effective training and development programs offer a recruitment tool to human resources (HR) and a valuable tool for employee retention. Knowing an organization is investing time and resources into your development can be critical.
The section, "Fortune 500 Focus," describes how the Walt Disney Company conducts its training and development programs. In addition to providing training specific to each particular position in the park, the Disney Development Connection program offers continuous development to their human capital. In addition to in-house training, Disney also offers employees tuition reimbursement. In this way, Disney shows it is committed to its employees. How do you think these offerings affect employee performance, job satisfaction, corporate culture, and employee retention?
|The Performance Improvement Blog: Stephen Gill's "Stop Relying on Training for Employee Learning"||
This article argues that formal training wastes organizational resources and that "push learning" is frequently unproductive. The author believes that creating an organizational culture of on-going, work-driven learning is far more effective. Brainstorm some industries where you believe this model works, and where it does not. Could you argue that the outcome of formal training depends on the type of learner, rather than the the type of learning?
|People Matters: Rashmi Singh's "Tips for Managers on How To Train Small Teams"||
This short article notes that formal training sessions may be well-suited for large organizations, but they are not always feasible for small teams. The author notes the importance of encouraging continuous training, often through on-the-job training, and the value in mentorship. Think of ways that mentorship can positively impact both the new hire and the seasoned employee who provides the mentoring.
|4.2: Career Planning/Succession Planning of Human Capital||Human Resource Management, v1.0: "Chapter 8, Section 4: Designing a Training Program"||
Read the final section of this chapter. Pay close attention to the section, "Career Development Programs and Succession Planning" and Figure 8.11, "Career Development Planning Process." You may want to make a copy of this figure in your notes. Complete the exercises at the end of the section and be sure to spend time on the question on the importance of creating a career development plan, even if your employer does not have one.
|5.1: Performance Management Systems||Human Resource Management, v1.0: "Chapter 10: Managing Employee Performance"||
Watch the introductory video and read this chapter to learn about common performance issues in the workplace. When you finish reading, you should be able to say why it is important for human resources to establish clear and communicated policies to handle performance issues. These policies play an important role in avoiding wrongful termination legal actions. In addition, this chapter details the disciplinary actions when performance issues arise. Establishing clear objectives regarding performance management is an essential component to organizational success.
|thepeopledynamic: "HR Basics: Performance and Rewards"||
Watch this short video regarding the importance of performance management. Performance management is centered around setting goals, tracking progress of the goals, and rewarding when goals are met. Meeting performance goals leads to meeting organizational goals.
|5.2: Performance Appraisal for Human Capital||Boundless Business: "Chapter 12, Section 4: Developing Employees: Performance Assessment"||
This article notes the importance of assessing employee job performance on clear pre-established criteria and objectives. Since employee performance can make or break a company, performance management can be critical. Review the graphic that reflects how performance standards, performance measurement, reporting of progress, and quality improvement processes are all components of an effective performance management system.
|PEOI: Talya Bauer and Berrin Erdogan's Organizational Behavior: "Chapter 6: Motivating Employees Through Personnel Appraisals"||
This chapter explains why companies use performance appraisals, the basic characteristics of successful performance appraisals, the advantages and disadvantages of the different types, and how to conduct a performance appraisal meeting.
|Boundless Business Fundamentals: "Chapter 5, Section 2: Performance Appraisal: Appraisal Methods"||
Read this article that details various performance appraisal methods, such as graphic rating scales, behavioral methods, and 2+2 feedback. Substantial planning is required to develop the most appropriate appraisal method to maximize performance results. Which appraisal method do you believe you would be most likely to respond positively toward?
|6.1: Compensation of Human Capital||Saylor Academy: "The Comfort of Compensation"||
Before you begin this unit, take some time to play this brief game, which will help you develop a better understanding of the comfort of compensation.
|Human Resource Management, v1.0: "Chapter 6: Compensation and Benefits"||
Read this chapter "Compensation and Benefits" after watching the short video introduction. The overall objective of a compensation plan is to recruit the best human capital, motivate employees to perform at their peak, and to retain employees.
The compensation package is a critical component of the strategic HRM plan since a great deal of an organization's budget is devoted to employee compensation. This chapter details compensation options, compensation theories, and applicable laws regarding compensation. It also differentiates among financial compensation, indirect financial compensation, and non-financial compensation. Under section 6.1, "Goals of a Compensation Plan," perform and answer exercise question one, which asks you to research your intended career and think about your compensation expectations with what you learn.
|Northwestern University School of Education and Social Policy: Courtney Calinog"Team Based Rewards Structures & Their Impact on Team Trust"||
This article documents the advantages and disadvantages of team based rewards as it relates to compensation. At the center of this debate is trust. An organization must have an established culture of trust in order for this type of compensation to be effective. Teams built on a solid foundation of trust can benefit from team based rewards such as incentive pay, recognition, profit sharing, and gain sharing. Make a pro and con list regarding this compensation structure.
|6.2: The Basics on 401k Plans||Society of Actuaries: Cheryl Krueger's"How Employers Can Help Employees Plan for Retirement"||
As noted in the textbook chapter on compensation and benefits, there are a multitude of retirement options that employers can provide their employees, not limited to 401k plans and employee stock option plans. This short video provides insight as to how employers can go a step further and providing training or understanding to employees regarding their financial options.
|7.1: OSHA's Affect on Human Capital Management||U.S. Department of Labor: "Occupational Safety and Health Act of 1970"||
Read this report, which takes a comprehensive look at the act that governs the safety of human capital in the workplace. There is a lot of information on OSHA's website, and a great deal of it is categorized by industry. Every organization should be aware of the specific information associated with its industry and should have a general understanding of OSHA and its standards. You are strongly encouraged to browse OSHA's website to enhance your understanding of what they require of an employer.
|PublicResourceOrg: "The Story of OSHA"||
This video documents the history of OSHA and why it plays such a critical role in providing safe and healthy working environments for your most important asset, your employees.
|Occupational Safety and Health Association: "Protecting Workers: How OSHA Conducts Inspections"||
Watch this video, which explains how OSHA conducts an inspection.
|7.2: Employee Health and Wellness||Human Resource Management, v1.0: "Chapter 13: Safety and Health at Work"||
This chapter discusses the importance of creating an organizational culture built around safety and health. The chapter also discusses the health hazards at work including stress, substance abuse, and workplace violence. Applicable laws are also detailed in length. Lastly, the chapter addresses the rise of Employee Assistance Programs to promote safety, health, and wellness.
|Choose Help: "Employee Drug Treatment Program Saves Lives, and Money"||
This article discusses why offering employees drug treatment programs is good for both the employee and the employer.
|U.S. Department of Labor: "Workplace Drug Testing"||
Read this article as well as the related hyperlinks.
|8.1: Labor Relations and Human Capital Management||Human Resource Management, v1.0: "Chapter 12: Working With Labor Unions"||
Read this chapter regarding labor unions that discusses what unions are, why they exist, major legal acts that shape unions, the unionization process, union's impact on organizations, collective bargaining, and the grievance process. Think of industries that have a large union impact and how it might change the dynamic between employees and employers.
|Thomas Woods's "American Labor History"||
Watch these lectures, where Thomas Woods provides a liberal view of labor history and relations in the United States.
|U.S. Department of Labor: John T. Dunlap's "The Bargaining Table"||
Read this essay, which chronicles the evolution of collective bargaining.
|Economic Policy Institute: The State of Working America: "Collective Bargaining"||
This article discusses the collective bargaining process and how it impacts income inequality.
|Center for Economic and Policy Research: Dean Baker's "Scott Walker Ends Freedom of Contract in Wisconsin"||
This 2015 article discusses legislative changes in the state of Wisconsin that have impact worker's rights. Although presented as a victory for worker's rights, the author argues that the legislation actually takes away employee's freedom of contract and weakens their bargaining power.
|8.2: Employee Relations and Human Capital Management||Human Resource Management, v1.0: "Chapter 9: Successful Employee Communication||
Read this chapter that documents the important concepts of communication strategies and management styles. Complete the Chapter Case at the end regarding developing an outline for a training program on effective management as well as communicating to employees.
|National Aeronautics and Space Administration: "What Is Employee Relations?"||
Read this brief definition of employee relations.
|Biness: "10 Myths About Your Employee Manager Relationship"||
This short video notes, through 10 myths, the tremendous value in effective employee relations.
|Career Bloom: Mrityunjay Kumar's "Trust in Manager-Employee Relationship"||
This important article notes the critical importance of trust between managers and employees and its impact on performance. Undoubtedly, trust is a necessary component in all industries. But, can you think of some industries that trust may play an even more important role in organizational effectiveness?
|ISCOTUS: "Workplace Discrimination (Title VII) and the Supreme Court"||
In this short video, Laurie Leader documents two workplace discrimination cases from the University Texas Southwestern Medical Center and explains how these cases impact future employee-employer relations.
|8.3: The Role of Ethics in Human Resource Management||Boundless Business: "Chapter 3, Section 1: Business Ethics: Ethical Issues at an Organizational Level"||
This chapter discusses the ethical issues that arise in organizations, in the areas of human resources, finance, sales, marketing, and production. The chapter also notes the Enron scandal, a highly-publicized case regarding ethics. Take some time to Google "Enron Scandal" and note the ongoing affect this case has on business today.
|People Matters: Pallavi Sharma's "Building an Ethical Culture"||
This article notes the conflict that sometimes arises between organizational cultures that are driven by numbers and ethics. Training, mentoring, rewards, recognition, and continuous monitoring and reinforcing describe methods for creating and maintaining an ethical culture. As noted in previous chapters, some debate whether corporate culture is the most critical component of an effective organization. Within this culture, an ethical climate is mandatory.
|SA Journal of Human Resource Management: Hendrik R. Lloyd and Michelle R. Mey's "An Ethics Model to Develop an Ethical Organization"||
This journal study notes the most effective steps in creating an organizational culture focused on ethics. As noted, it all starts at the top. The first step is a clear commitment to ethics from top management. After this, a code of ethics, ethics training, and an appropriate rewards structure reinforces the organization's commitment to ethics.
|Study Guides and Review Exercises||Unit 1 Study Guide: The Nature of Human Resources|
|Unit 2 Study Guide: Strategic Human Resource Planning and Staffing|
|Unit 3 Study Guide: Recruitment and Selection|
|Unit 4 Study Guide: Training and Development/Career Planning|
|Unit 5 Study Guide: Performance Management and Measurement|
|Unit 6 Study Guide: Compensation and Benefits|
|Unit 7 Study Guide: Safety, Health, and Wellness|
|Unit 8 Study Guide: Labor Relations and Internal Employee Relations|
|Course Feedback Survey||Course Feedback Survey|