12/22/2024 3:47:11 AM	HR 60 Course Outline as of Fall 2015	Changed Course
CATALOG INFORMATION
Discipline and Nbr:  HR 60	Title:  HUMAN RESOURCE MGMT
Full Title:  Human Resource Management
Last Reviewed:1/25/2021

Units		Course Hours per Week			Nbr of Weeks	Course Hours Total
Maximum	3.00	Lecture Scheduled	3.00		17.5 max.	Lecture Scheduled	52.50
Minimum	3.00	Lab Scheduled	0		6 min.	Lab Scheduled	0
		Contact DHR	0			Contact DHR	0
		Contact Total	3.00			Contact Total	52.50
		Non-contact DHR	0			Non-contact DHR Total	0

Total Out of Class Hours:  105.00

Total Student Learning Hours: 157.50

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: 
Formerly:  BMG 64

Catalog Description:

Overview of the Human Resources profession and the role it plays in contributing to the success of the organization. Emphasis is on Human Resource responsibilities, procedures and administration, such as employment law, staffing, compensation, ethics, employee relations, training, performance management, benefits, metrics, and labor relations. Best practices, current trends, and the role of Human Resources in strategic planning are consistently highlighted.

Prerequisites/Corequisites:

Recommended Preparation:
Eligibility for ENGL 100 or ESL 100

Limits on Enrollment:

Schedule of Classes Information
Description:

Overview of the Human Resources profession and the role it plays in contributing to the success of the organization. Emphasis is on Human Resource responsibilities, procedures and administration, such as employment law, staffing, compensation, ethics, employee relations, training, performance management, benefits, metrics, and labor relations. Best practices, current trends, and the role of Human Resources in strategic planning are consistently highlighted.

(Grade or P/NP)
Prerequisites:
Recommended:Eligibility for ENGL 100 or ESL 100
Limits on Enrollment:
Transfer Credit:CSU;
Repeatability:00 - Two Repeats if Grade was D, F, NC, or NP

ARTICULATION, MAJOR, and CERTIFICATION INFORMATION

Associate Degree:		Effective:		Inactive:
Area:
CSU GE:	Transfer Area			Effective:	Inactive:
IGETC:	Transfer Area			Effective:	Inactive:
CSU Transfer:	Transferable	Effective:	Fall 1981	Inactive:
UC Transfer:		Effective:		Inactive:
C-ID:

Certificate/Major Applicable: Both Certificate and Major Applicable

COURSE CONTENT

Outcomes and Objectives:
At the conclusion of this course, the student should be able to:

Upon Completion of the course students will be able to:

1. Identify and describe the importance of the key components of employee relations, employment law, and Human Resource planning to an employer in today's business environment.

 

2. Identify and explain the role that the Human Resource profession plays in developing and administering the strategic business plan.

 

3. Explain how the Human Resources function meets the employment needs of an organization.

 

4. Identify and describe how labor laws, best practices in employment, and employment policies, and procedures impact the management of employees.

Topics and Scope

I.   Human Resources Management Process

    A. Human Resource Functions

         1. Human Resource Challenges

         2. Human Resource Strategic View

         3. Required Skills

         4. Responsibilites within Human Resources

         5. Current trends and Best Practices

    B.Human Resources as a Strategic Partner

         1. Developing the Business Plan      

II. Ethics and Responsibility

    A.Corporate Social Responsibility

         1. Legislation

         2. Stakeholder Analysis and Social Contract

    B.Human Resource Ethics

         1. Model of Ethics

         2. Sources of Ethical Guidance

         3. Code of Ethics

III. Employment Law

    A. Diversity Management

    B. Equal Employment Opportunity

    C. Supreme Court Decisions

    D. California Employment Laws

         1. Diversity Issues

         2. Industrial Relations Regulations

IV. Human Resource Planning and Job Analysis

    A. Job Analysis

         1. Reasons

          2. Methods

    B. Job Descriptions

         1. Content

         2. Uses

    C. Legal Implications of Job Analysis

    D. Human Resource Planning

         1. Forecasting Techniques

         2. Planning Process

V. Recruiting

    A. External Environment of Recruiting

    B. Internal Environment of Recruiting

    C. The Recruiting Process

         1. Methods

         2. Sources

    D. Legal Implications

VI. Testing and Selection

     A. Environmental Factors

    B. Selection Process

         1. Interview

         2. Testing

    C. Legal Implications

VII. Training and Development

    A. Factors Influencing Training

    B. Internal and External Environment

    C. Methodology

         1.Methods

         2. Advantages and Disadvantages

    D. Management Development

    E. New Employee Orientation

    F. HR Development Programs

    G. Organizational Development

VIII. Performance Management

    A. Performance Appraisal Overview

    B. Uses of Performance Appraisal

         1. HR Planning

         2. Recruiting and Selection

         3. Compensation

         4. Training

    C. Appraisal Process

    D. Methods and Criteria

    E. Typical Problems with Appraisal

    F. Characteristics of an Effective Appraisal System

    G. Legal Implications

IX. Compensation

    A. Equity in Financial Compensation

    B. Determinants of Financial Compensation

         1. Organization

         2. Labor Market

         3. Society

         4. Economy

         5. Legislation

         6. Job Content

         7. Performance

    C. Compensation for Special Groups

         1. Team Based Pay

         2. Company wide Plans

         3. Executive Compensation

X. Benefits

    A. Mandated Benefits

    B. Discretionary Benefits

         1. Pay for time not worked

         2. Health Care

         3. Retirement Plans

         4. Employee Services

    C. Legal Implications

    D. Intrinsic Benefits

XI. Safety and Health

    A. Legal Environment

         1. Occupational Safety and Health Administration (OSHA), Federal

         2. Cal-OSHA, State

    B. Safety Programs

    C. Security and Workplace Violence

    D. Ergonomics and Stress

XII. Labor and Collective Bargaining

    A. History of the Labor Movement

    B. Union Strategies for Growth

    C. Why Employees Join Unions

    D. Union Structure

         1. Local

         2. National

    E. Collective Bargaining Process and Relationship

         1. Union Organizing and Campaign

         2. Good Faith Bargaining

XIII. Employee Relations

    A. Disciplinary Action

         1. Process

         2. Methodology

    B. Alternative Dispute Resolution

         1. Grievance

         2. Mediation

         3. Arbitration

    C. Termination

    D. Legal Implications

XIV. Global HR Management

    A. The Evolution of Global Business

    B. Global Staffing

         1.Recruiting

         2.Compensation

    C. Global HR Development

    D. Legal Implications

Assignments:

1. Read the assigned text, 20 to 40 pages per week.

 

2. Complete an objective quiz on the assigned chapter each week.

 

3. Participate in class and small group discussions on Human Resources and the role it plays as a strategic business partner.

 

4. Write a 5-10 page research paper on a specific Human Resource problem or issue area; include a written suggested resolution with a cost benefit analysis.

 

5. Complete a midterm and a final exam, each consisting of multiple-choice, true-false, and short essay questions.

 

6. Participate in a group presentation on a specific area of Human Resources; conduct a presentation with written materials that highlighting best practices, future trends, and Human Resources specific responsibilities.

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 10 - 20%
Write a research paper on a major HR issue.
Problem solving: Assessment tools, other than exams, that demonstrate competence in computational or non-computational problem solving skills.		Problem Solving 5 - 10%
Provide an appropriate solution to a Human Resources problem.
Skill Demonstrations: All skill-based and physical demonstrations used for assessment purposes including skill performance exams.		Skill Demonstrations 10 - 20%
Participate in a group presentation in class.
Exams: All forms of formal testing, other than skill performance exams.		Exams 40 - 60%
Read the assigned text; complete an objective quiz on the assigned chapter each week. Complete multiple choice, true/false, and short answer mid term and final exams.
Other: Includes any assessment tools that do not logically fit into the above categories.		Other Category 10 - 20%
Participate in class and small group discussion.

Representative Textbooks and Materials:

Human Resource Management.  Robert Hussier & John Hendon. Sage Publishing:

2nd Edition, 2015

Instructor prepared materials

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