SRJC Course Outlines

4/23/2024 1:44:54 PMBMG 64.4 Course Outline as of Fall 2014

Inactive Course

Discipline and Nbr:  BMG 64.4Title:  MANAGE EMPLOYEE PERF  
Full Title:  Managing Employee Performance
Last Reviewed:3/3/2008

UnitsCourse Hours per Week Nbr of WeeksCourse Hours Total
Maximum2.00Lecture Scheduled2.0017.5 max.Lecture Scheduled35.00
Minimum2.00Lab Scheduled04 min.Lab Scheduled0
 Contact DHR0 Contact DHR0
 Contact Total2.00 Contact Total35.00
 Non-contact DHR0 Non-contact DHR Total0

 Total Out of Class Hours:  70.00Total Student Learning Hours: 105.00 

Title 5 Category:  AA Degree Applicable
Grading:  Grade or P/NP
Repeatability:  00 - Two Repeats if Grade was D, F, NC, or NP
Also Listed As: 

Catalog Description:
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Effectively manage the performance of employees through evaluation and documentation according to legal guidelines. Conduct employee appraisals, provide coaching and counseling, create reward systems, demonstrate progressive discipline, and examine the grievance process.  


Recommended Preparation:
Eligibility for ENGL 100 or ESL 100

Limits on Enrollment:

Schedule of Classes Information
Description: Untitled document
Effectively manage the performance of employees though evaluations and documentation according to legal guidelines.  Topics include employee appraisals, coaching and counseling, reward systems, progressive discipline, and the grievance process.  
(Grade or P/NP)

Recommended:Eligibility for ENGL 100 or ESL 100
Limits on Enrollment:
Transfer Credit:
Repeatability:00 - Two Repeats if Grade was D, F, NC, or NP


Associate Degree:Effective:Inactive:
CSU GE:Transfer Area Effective:Inactive:
IGETC:Transfer Area Effective:Inactive:
CSU Transfer:Effective:Inactive:
UC Transfer:Effective:Inactive:

Certificate/Major Applicable: Both Certificate and Major Applicable


Outcomes and Objectives:
At the conclusion of this course, the student should be able to:
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1. Distinguish between the job analysis, the job description, and the job
2. Interpret the hiring timetable and establish a timetable for specific
3. Examine the process for recruitment and reference checking.
4. Differentiate between legal and illegal employment interviews.
5. Develop legal interview questions for specific positions.
6. Conduct an employment interview.
7. Critique characteristics of successful and unsuccessful interviews.
8. Evaluate and appropriately select employee performance evaluation
instruments for specific types of positions and demonstrate how to
document the performance of an employee.
9. Prepare and conduct an employee appraisal and design steps to improve
employee job performance.
10. Demonstrate how to provide effective training, coaching, and
11. Create appropriate reward and recognition systems for employee
12. Identify and analyze the issues that lead to legal action in the
termination process.
13. Describe the negative discipline process and demonstrate how to use
progressive discipline.
14. Demonstrate how to properly document discipline.
15. Summarize the steps of a grievance process.  

Topics and Scope
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1. Defining the job
   a. Job analysis
   b. Job description
   c. Job specifications
2. Hiring process
   a. Timetables
    b. Recruitment process steps for hiring employees
    c. Reference checking techniques
    d. Legal vs. illegal interview questions and procedures
    e. Behavior-based interviewing and other types of interviews
    f. The employment interview critique process
3. Evaluation procedures
   a. Types of employee evaluation instruments
    b. Documenting employee performance
    c. The performance appraisal process
4. Steps to improve employee job performance
   a. Training, coaching, and counseling
   b. Reward and recognition systems
   c. Legal issues
5. Progressive discipline
    a. Positive discipline and negative discipline
    b. Documenting negative discipline
    c. The grievance process
6. Unions and collective bargaining agencies  

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1. Reading, approximately 30-50 pages per week (or 120-200 total)
2. Writing assignments:
   a. Develop model for interview (3-5 pages)
  b. Develop model for employee performance review (3-5 pages)
  c. Develop model for disciplinary process (3-5 pages)
3. Skill demonstrations:
   a. Practice interviews
  b. Employee performance review
   c. Disciplinary process
4. Case studies (3-5)
5. Quizzes (3-4)  

Methods of Evaluation/Basis of Grade.
Writing: Assessment tools that demonstrate writing skill and/or require students to select, organize and explain ideas in writing.Writing
20 - 30%
Written models for interviewing, discipline process, and employee performance review
Problem solving: Assessment tools, other than exams, that demonstrate competence in computational or non-computational problem solving skills.Problem Solving
10 - 20%
Case Studies
Skill Demonstrations: All skill-based and physical demonstrations used for assessment purposes including skill performance exams.Skill Demonstrations
30 - 40%
See listed skill demonstrations
Exams: All forms of formal testing, other than skill performance exams.Exams
20 - 30%
Multiple choice, True/false, Matching items, Completion
Other: Includes any assessment tools that do not logically fit into the above categories.Other Category
10 - 20%
Classroom Participation

Representative Textbooks and Materials:
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Mathis and Jackson. Human Resource Managment: Essential Perspectives. Thomson South-Western Publishing, 2006
Instructor prepared materials  

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