Faculty Contact Information:
Dr. Michael Grojean
CMR 475, Box 1785, APO, AE 09036
alternate email: Michael.grojean@us.army.mil | |
Consultation:
| Office hours will be Saturday class days 1600-1700 or by appointment | |
Required Texts and Readings:
Texts and readings used exclusively in this course--
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 January 29, 2004 from http://www.dol.gov/esa/regs/compliance/olms/complcsra.htm
Hatch Act. Retrieved January 29, 2004 from http://www.osc.gov/hatchact.htm
Pendleton Act of 1883. Retrieved January 29, 2004 from http://www.ourdocuments.gov/doc.php?doc=48
Office of Personnel Management Strategic Plan 2002-2007. Retrieved January 29, 2004 from http://www.opm.gov/gpra/opmgpra/sp2002/appendices/statutes.asp
Text used in multiple courses --
American Psychological Association. 2001. Publication Manual of the American Psychological Association (5th ed.). Washington DC:Author | |
Supplementary Readings:
| no supplemental readings required | |
Recommended Journals:
A variety of full-text, online, free-of-charge and pay-per-view academic journals are listed on the PA Webboard (http://webboard.ed.umuc.edu/~pa.)
Many of the following journals may be accessed in full text form using the UMUC online library services (MdUSA). I have added an asterisk to those that I turn to most often when researching the subjects we will cover in this course.
**Academy of Management Journal
**Academy of Management Review
Business Horizons
Business Week
**California Management Review
Forbes
Fortune
**Harvard Business Review
**Human Resource Management
Journal of Applied Behavioral Science
**Journal of Applied Psychology
Nation's Business
New York Times
Organizational Dynamics
Personnel Psychology
Personnel Journal
The American Psychologist
Sloan Management Review
Wall Street Journal
**Fast Company – while this is not necessarily scientifically robust, it gives a great perspective from the practitioner’s viewpoint | |
Course Description:
| 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. | |
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 sector
- 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:
- Analyze the conflicting demands on human resource managers and the values that underlie those conflicting demands.
- Apply theoretical perspectives to practical problems in HRM.
- Investigate current issues and best practices in HRM
- Utilize electronic and technological solutions to realize basic HRM activities.
- Utilize electronic resources to find primary source documents, data, statements on best practices, and research articles related to issues in HRM.
- 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 90%
B 80 – 89%
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. | |
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 will be assessed using the following metrics and weightings:
60% (3x) Case studies
40% Final comprehensive examination | |
Description of Course Requirements:
GRADED REQUIREMENTS
Write graduate 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.
Complete a final written examination: 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.
GENERAL CLASS REQUIREMENTS
BE PREPARED FOR CLASS AND PARTICIPATE
My expectation is simple - come to class prepared. In other words:
- you will have read all the material (a point hardly worth mentioning as important given that the role of any student is to learn)
- you will be able to articulate the central thesis, findings of any article/ chapter and the arguments that supported it (them)
- you will have already mentally critiqued each article/ chapter:
- what can I learn from this article?
- are the arguments convincing?
- what are the flaws in the logic?
- what are the omissions of consequence?
- what are the implications of the work?
- be able to see how readings across the course relate to each other. What does one reading have to say to the other articles/ chapters?
- be able to articulate how the collection of readings allows us to see what the individual articles would not suggest (i.e., a synergistic interpretation of the literature).
Finally, demonstrate your preparedness by actively participating in the classroom discussions! We will be using a series of practical exercises in the course - the better prepared you are in advance, the more you will get from these.
Finally, HAVE FUN! | |
Course Schedule:
27 March 04 (0900-1600)
Modules 1 & 2
Chap 1-2, Overview, context and HR today
28 March 04 (0900-1600)
Modules 3 & 4
Chap 3-4, HR today
10 April 04 (0900-1600)
Modules 5 & 6
Chap 5-6, Staffing
Case study 1 due (200 points)
11 April 04 (0900-1600)
Modules 7 & 8
Chap 7-9, Development
24 April 04 (0900-1600)
Modules 9 & 10
Chap 10-12, Compensation
Case study 2 due (200 points)
25 April 04 (0900-1600)
Modules 11 & 12
Chap 13-15, Governance
8 May 04 (0900-1600)
Modules 13 & 14
Chap 16-17, Governance (continued)
Case study 3 due (200 points)
9 May 04 (0900-1600)
Modules 15 & 16
AM: Revision
PM: Final examination
Final examination (400 points) | |
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. | |
Faculty Bio:
About Your Instructor: Dr. Michael Grojean
Educational background:
Ph.D. Industrial and Organizational Psychology University of Maryland, College Park
Dissertation: Characteristic Adaptation as a mediator between personality and citizenship performance: a partial test of the McCrae and Costa (1996) model.
M.A. Industrial and Organizational Psychology University of Maryland, College Park
Thesis: Cutting the Gordian Knot: The Effects of Transformational Leadership Factors and Process on Follower Preference for Leadership.
B. S. Management, Human Resources (Cum Laude) Park College, Parkville, Mo
Teaching:
Aston Business School, Aston University
United States Military Academy
University of Maryland, College Park
University of Maryland, University College
Consulting:
Partner, Personnel and Human Resource Innovations Group. (2000 to present)
Consultant, Global Leadership and Organizational Behavior Effectiveness (GLOBE) project (1997-1999).
Contracted consultant, American Institute for Research. Job Analysis for Defense Intelligence Agency (1998). | |