Faculty Contact Information:
J. Alexander Boeringa, Ph.D., ABPP
Phone: 678 205 161 personal e-mail: Aboer108@yahoo.com
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Consultation:
Consultations: 30 minutes before class or by appointment
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Required Texts and Readings:
American Psychological Association. 2001. Publication Manual of the American Psychological Association, (5th ed.). Washington DC: Author
Gomez-Mejia, L.R., Balkin, D.B. & Cardy, R.L. (2004). Managing Human Resources, (4th ed.). Upper Saddle River, NJ: Prentice Hall
Kauffman, N. & Massey, C. (2000). Human Capital Applications Using Microsoft Office 2000. Upper Saddle River, NJ: Prentice Hall.
Civil Service Reform Act 1978. Retrieved April 25, 2003 from http://www.dol.gov/esa/regs/compliance/olms/complcsra.htm
Hatch Act. Retrieved April 25, 2003 from http://www.osc.gov/hatchact.htm
Pendleton Act of 1883. Retrieved April 25, 2003 from http://www.ourdocuments.gov/content.php?page=document&doc=48
Office of Personnel Management Strategic Plan 2002-2007. Retrieved April 25, 2003 from http://www.opm.gov/gpra/opmgpra/sp2002/appendices/statutes.asp
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Supplementary Readings:
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Each instructor has his or her preferences for supplementary reading material that may be added here. In addition, all graduate students should be prepared to utilize the UMUC online library. The library contains a large number of full text academic journals that are free of charge and immediately available. The library homepage also contains a number of links related to improving students' research and writing skills.
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Recommended Journals:
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Course Description:
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Prerequisite: Undergraduate principles of management or permission of the Program Director. Provides students with an understanding of the problems, issues, and opportunities in managing the procurement, development, utilization, and maintenance of an effective, productive, and satisfied work force.
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Course Goals:
As a required course in the Management Track of the MPA, this course analyzes:
Basic functions of HRM, including recruitment and selection, training and development, rewarding and compensating, layoffs and firing employees
Role HRM plays in the strategic management and decision making of public, private and nonprofit organizations
Strategies used to maximize the efficiency and effectiveness of an organizations human resources
Major theories that influence the practice of HRM, including motivation, teambuilding, problem solving, decision making, negotiation and conflict management
Major U.S. public policies, laws and courts cases that structure the practice of human resource management in the public sector and differentiate it from the private sector
Current issues facing HR managers and organizational leaders in the public, private and nonprofit sectors
Current best practices employed by managers in public, private and nonprofit organizations
Increased importance of the Internet and other electronic and technological solutions on-going training and development of employees as well as in the planning, implementation and evaluation of HRM
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Course Objectives:
At the conclusion of this course the student will be able to:
1. Analyze the conflicting demands on human resource managers and the values that underlie those conflicting demands.
2. Apply theoretical perspectives to practical problems in HRM.
3. Investigate current issues and best practices in HRM
4. Utilize electronic and technological solutions to realize basic HRM activities.
5. Utilize electronic resources to find primary source documents, data, statements on best practices, and research articles related to issues in HRM.
6. Develop and present viable strategies and/or policy recommendations relating to important HR issues.
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Grading Information:
Grades for this course will be assigned as follows:
A 92%
B 80 – 91%
C 70 – 79%
F Below 70%
Please note that Bowie State University does not use "D" for graduate students. The grade F(a) is used to designate academic failure. F(n) is used to designate failure for non-completion. Grades of Incomplete or Withdrawal are governed by UMUC-Europe policies. For further details, please refer to the UMUC-Europe Graduate Catalog. Hard copies of the catalog are available at your local Education Center.
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Course Requirements:
Graduate school at the masters level focuses on helping students obtain the education needed for success as professionals in their chosen fields. Thus, UMUC-Europe Graduate Programs and Bowie State University share the common goals of promoting excellence in academic scholarship through thoughtful inquiry and the skillful application of knowledge and theory for the betterment of society. In order to maximize your graduate educational experience in general and this course in particular, you are required to:
Participate in classroom discussions 10%
Write graduate level papers or case studies
And Complete Human Capitol Applications 30%
Orally/visually present prepared material (2) 20%
Complete one or more written examination(s) 40%
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Description of Course Requirements:
Participate in classroom discussions: You are expected to come to class prepared to engage in all discussions in a professional and informed manner. Usually this requires two to three hours of additional for every hour of a face-to-face class
Write graduate level papers or case studies: You are required to conduct professional-level research, including appropriately citing works of others and avoiding plagiarism. Plan on committing approximately 150 hours over the duration of this course to producing professional level deliverables.
Orally/visually present prepared material: You are required to present your research in a professional manner. In a face-to-face course, this typically means an oral presentation accompanied by appropriate visual material.
Complete one or more written examination(s): The examination process in this class will assist you in developing the writing and critical thinking skills necessary to successfully passing the comprehensive exam required of all graduate students. The questions used for this course will either be taken directly from past comprehensive exams or written as though to be included on a comprehensive exam.
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Course Schedule:
Mondays and Wednesday evenings 18:45 to 21:30 in Hospital “C”
from Oct 27 to Dec 17, 2003
Initial meeting: Oct 27 Chapter 1: Challenges
Introductions, Review of syllabus, Clarification of goals, objectives and requirements.
Second meeting: Chapter 2 Job Analysis; Oct 29
Third meeting: Chapter 3 & 4 EEO & Diversity; Nov 3
Fourth meeting: Chapter 5 Recruitment; Nov 5
Fifth meeting: Chapter 6 Separation/Retention; Nov 10
Sixth meeting: Chapter 7 Appraisals; Nov 12
Seventh meeting: Chapter 8 Training; Nov 17
Eighth meeting: Chapter 9 Career Ladders; Nov 19
Ninth meeting: Chapter 10 Compensation; Nov 24
Tenth meeting: Chapter 11 Rewards; Nov 26
Eleventh meeting: Chapter 12 Benefits; Dec 1
Twelfth meeting: Chapter 13 Employee Relations; Dec 3
Thirteenth meeting: Chapter 14 Rights & Discipline; Dec 8
Fourteenth meeting: Chapter 15 Unions; Dec 10
Fifteenth meeting: Chapter 16 Health & Safety; Dec 15
Sixteenth meeting: Chapter 17 International Challenges; Dec 17
Wrap up.
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Academic Policies:
Please refer to the UMUC-Europe Graduate Catalog for information on the following:
Academic Integrity
Course Load
Exception to Policy
Grade Appeal Process
Make-up Examinations
Nondiscrimination
Students with Disabilities
Hard copies of the catalog are available at your local Education Center.
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Faculty Bio:
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Dr. Boeringa was born in Chicago, served two years in the Army, received his BA from Hope College, and a Ph.D. in Clinical Psychology from the University of Texas at Austin. He was an Assistant Professor at the University of Texas Medical School in Galveston, and has also taught in part time adjunct faculty positions at several colleges and universities as he moved with the Veterans Administration. For the past 10 years he was the Chief of Psychology Service at the Houston VA Medical Center, one of the largest and most complex in the VA System. Of particular relevance to this course is his extensive applied experience with a variety of management responsibilities including initiating innovations in his own department, chairing, or serving, on hospital wide committees, and working closely with HRM in most aspects covered by this course.
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