Business & Public Administration Course 352

Human Resource Management Business & Public Administration Course 352 Spring 2002

Tim Strege Classes Meet: Office: McIntyre Hall Monday, Wednesday, Friday Phone: 879-2830 McIntyre Hall; Room 303 Voice Mail: 415-5087 2:00 – 2:50pm Email: [email protected] Office Hours: 1:00 – 2:00pm (M,W,F) or by appointment.

INSTRUCTOR Tim Strege is Executive Director of the William M. Factory Small Business Incubator advising over 30 startup companies on management, marketing and financial practices. Mr. Strege was Executive Director of the Washington State Council of Vocational Technical Institutes and assisted in the oversight of over 120 postsecondary occupational training programs.

Mr. Strege obtained a Master’s Degree in Public Administration from Harvard University and completed additional studies at Harvard Law School and the London School of Economics.

Mr. Strege served ten years on the Tacoma City Council (1975-1985), including as Deputy Mayor. He was the founding Chairman of Pierce Transit (1979-1984); Chairman of the Pierce County Law & Justice Commission (1977-1979); Chairman of the Tacoma-Pierce County Community Health Clinics (1987-1989); and currently serves as a member and Chairman of the Tacoma Public Utility Board (1997-2002).

TEXT Noe, R., J. Hollenbeck, B. Gerhart, and P. Wright, HUMAN RESOURCE MANAGEMENT: GAINING A COMPETITIVE ADVANTAGE, Irwin McGraw-Hill, 2000 (3rd edition).

COURSE OVERVIEW Management of human resources is the “heart and soul” of nearly every organization. Recruiting, hiring, training, mobilizing and providing a supportive environment are important strategies to creating competitive products and services that provide the “life blood” of a government, non-profit or profit-seeking enterprise.

Effective managers consider the human aspects of administrative decisions; prepare policies that respect the dignity and rights of individuals; implement plans of action that satisfy both employee and organizational interests; solicit constant feedback on work activities; review requests and waivers relating to adopting and enforcing personnel standards; intervene as appropriate in matters of workplace disputes; and arrange market-oriented compensation packages and personal leave benefits.

Organizational leaders motivate performance through shared vision and incentives. Employees become more committed to assigned tasks and enjoy work when their participation is valued.

COURSE OBJECTIVES

The text, additional readings, class discussions and guest speakers are provided to introduce human resource management theories, issues and practices. Students should gain knowledge of personnel functions, particularly in recruiting, hiring, supervising, training, evaluating, compensating, disciplining and involving employees in organizational pursuits.

This course also provides background to students on the influential roles that society, government and collective bargaining agents have on human resource management.

While much of the course will be on historical and current human resource issues, evolving topics on the design of job descriptions, the protection of classes of people, the use of mandatory arbitration, the internationalization of human resources and the provision of non-traditional benefits will be considered.

Once completed, this course equips graduates with skills important to the effective management of human resources in an organizational setting. Although students may continue with advanced human management studies, this course provides sufficient background for supervisors and executives in the early stages of their career.

As part of the university education, this course should “open the doors” of one’s mind to future inquiry in human resource topics and continue the search for improved methods of motivating employees and building organizations that establish the best possible work conditions.

COURSE CONDUCT & EDUCATIONAL PHILOSOPHY

1. Students are expected to read assignments prior to class.

2. The instructor will introduce and discuss the topic of the day.

3. Students are encouraged to question, comment and challenge theories and viewpoints.

4. Students may propose alternative models and practices not covered in the text.

5. The instructor and students should bring “real world” applications into class discussions.

6. Guest speakers will share insights in the practical management of human resources.

7. Students are invited to initiate and convene discussion groups on their own.

8. The instructor will participate with students outside of class as requested.

9. A group project will be incorporated into the second half of the course.

10. Studying and discussing human resource issues should be an enjoyable exercise! GRADING METHOD

“Excellent” work merits an “A” grade.

“Very Good” work earns a “B” grade.

“Good” work is considered a “C” grade.

“Acceptable” only is a “D” grade.

“Unacceptable” results in a “F” grade.

“+” and “-“ attachments to the aforementioned grades will be variations based on overall scores.

Grade totals will be based upon the following elements:

The Quality of Class Participation 15% Written Memos (Three) 15% Multiple Choice Exams (Three) 15% Group Project (Written & Oral) 25% Final Examination 30%

The Quality of Class Participation will be evaluated on oral participation and inquiry on assigned reading topics. “Excellent” means valuable input is provided on most class days.

Written Memos will be evaluated on the ability to present and defend a position taken on a human resource management issue in a 2-3 page report. “Excellent” means describing and resolving the most troublesome situations around an assigned subject.

Multiple Choice Exams will be scored based upon the number of correct answers provided. “Excellent” means accurate choices are made on 90% of the questions.

The Group Projects will be evaluated based upon both an anticipated shared oral presentation of about 15-20 minutes and on a group provided 5-7 page written analysis of the given subject matter. “Excellent” means a clearly and accurately presented oral description and resolution of the issue with an accompanying effective written brief.

The Final Examination will cover course topics previously discussed in class. “Excellent” means accurate choices are made on 90% of the questions.

The Instructor may substitute “take home” or “open book” exams for any of the scheduled class examinations. COURSE SCHEDULE

Class 1 January 23 INTRODUCTION TO COURSE

Class 2 January 25 Text, Chapter One: GAINING A COMPETITIVE ADVANTAGE. Read pages 2–33 and come prepared to discuss the article on pages 34-35 entitled Daimler Has to Steer the Chrysler Merger.

Class 3 January 28 Text, Chapter Three: THE LEGAL ENVIRONMENT, Part I. Read the Vocational Rehabilitation Act summary on page 80. Read the Americans With Disabilities Act summary on page 81. Read the Disability and Accommodation section on pages 92-93. Read pages 98-103 (ADA and Employee Safety sections).

Guest Speaker: Jamie Belitz Former Assistant Director, Division of Workers’ Compensation Department of Human Services, State of Kansas; 1993-95 Executive Director; 1995-2000 International Assn. of Industrial Accident Boards & Commissions

Class 4 January 30 Text, Chapter Three: THE LEGAL ENVIRONMENT, Part II. Read pages 72-92 and 93-98.

Guest Speaker: Robert Peterson (UPS Graduate) Human Resource Director, AAA of Washington Personnel Director, Community Health Clinics Board of Directors, Northwest Human Resource Managers Assn.

Class 5 February 1 CLASS DISCUSSION Text, page 104, questions 1-8. Memo #1 Assignment Provided in Class.

Class 6 February 4 CLASS DISCUSSION Text, page 73, Competitive Advantage at Home Depot? Memo #1 Assignment Due in Class.

Class 7 February 6 Text, Chapter Two: STRATEGIC HUMAN RESOURCE MGT Read pages 42-67

Class 8 February 8 CLASS DISCUSSION Read page 41, Strategy and HR at Delta Air Lines. Read pages 68-69, Unisys Aims for the Top of the Tree. Class 9 February 11 EXAM #1 Review text, Chapters 1-3.

Class 10 February 13 Text, Chapter Four, THE ANALYSIS & DESIGN OF WORK Read pages 110-132.

Class 11 February 15 CLASS DISCUSSION Read page 109, Teams and Levi’s: A Poor Fit? Read pages 138-141, Southwest Airlines: Competing Through People.

Class 12 February 18 Text, Chapter Five, HUMAN RESOURCE MANAGEMENT AND RECRUITMENT Read pages 146-172.

Class 13 February 20 Guest Speaker: Local Employment & Apprenticeship Program

Class 14 February 22 Guest Speaker: Contract Compliance Issues Memo #2 Assignment Provided in Class.

Class 15 February 25 Text, Chapter Six, SELECTION AND PLACEMENT Read pages 180-201. Memo #2 Assignment Due in Class.

Class 16 February 27 CLASS DISCUSSION Read page 179, Microsoft: An Intelligent Approach to Personnel. Read page 198, Hiring Foreign Nationals for U.S. Firms. Review Table 6.6, Summary of Personnel Selection Methods

Class 17 March 1 Text, Chapter Seven, TRAINING Read pages 208-227.

Class 18 March 4 Text, Chapter Seven, TRAINING Read pages 228-247.

Class 19 March 6 Text, Chapter Seven, TRAINING Read pages 247-262. Class 20 March 8 EXAM #2 Review Text, Chapters 4-7.

Class 21 March 11 Text, Chapter Eight, PERFORMANCE MANAGEMENT Read pages 276-295.

Class 22 March 13 Text, Chapter Eight, PERFORMANCE MANAGEMENT Read pages 296-310.

Class 23 March 15 CLASS DISCUSSION Read page 275, Ford Motors Rolls Out Performance-Based Plan. Read pages311-313, In the Cockpit with TWA’s Pilot-President. Review of Group Study Topics.

No Classes March 18– 22 Mid-Term Break

Class 24 March 25 Text, Chapter Nine, EMPLOYEE DEVELOPMENT Read pages 318-345. Review of Group Study Topics.

Class 25 March 27 CLASS DISCUSSION Read page 317, Jewel Food Stores’ Development Program. Read page 343, Selling Women on a Career at P & G. Read pages 346-347, Wanted: A Few Good CEOs. Selection of Group Study Topics.

Class 26 March 29 Text, Chapter Ten, EMPLOYEE SEPARATION & RETENTION Read pages 354-377. Memo #3 Assignment Provided in Class.

Class 27 April 1 CLASS DISCUSSION Read page 353, Programming Loyalty. Read pages 378-380, Low-Wage Lessons. Memo #3 Assignment Due in Class.

Class 28 April 3 EXAM #3 Review text, Chapters 8-10. Class 29 April 5 Text, Chapter Eleven, PAY STRUCTURE DECISIONS Read pages 388-413.

Class 30 April 8 CLASS DISCUSSION Read page 387, Changing Pay to Support IBM’s Turnaround. Read pages 402-403, Web Transforms the Art of Negotiating Raises. Read pages 415-417, The CEO and the Board.

Class 31 April 10 Text, Chapter Twelve, RECOGNIZING EMPLOYEE CONTRIBUTIONS WITH PAY Read pages 422-442.

Class 32 April 12 CLASS DISCUSSION Read page 421, Pitfalls in Paying for Performance. Read page 440, An Active Board at Columbia/HCA. Read pages 443-444, At Northwest, An ESOP in Name Only.

Class 33 April 15 Text, Chapter Thirteen, EMPLOYEE BENEFITS Read pages 450-479.

Class 34 April 17 CLASS DISCUSSION Read pages 470-471, Employers Design Report Cards on HMOs. Read pages 474-475, Workers Control Their Benefits Online. Read pages 480-481, The Health Care Net Is Shrinking.

Class 35 April 19 Review of Group Study Presentations

Class 36 April 22 Group Study Presentations (Oral & Written)

Class 39 April 29 Text, Chapter Fifteen, MANAGING GLOBALLY Read pages 534-558. Class 40 May 1 CLASS DISCUSSION Read page 533, Doubling the Trouble in China. Read page 548, Columbia, SA, Sure Isn’t Columbia, SC. Read page 559, Top of the World, MA.

Class 41 May 3 Text, Chapter Fourteen, COLLECTIVE BARGAINING AND LABOR RELATIONS Read pages 489-526.

Class 42 May 6 Guest Speaker: John Cole, Deputy Director Washington State Council of County-City Employees Collective Bargaining & Labor Relations Issues

Class 43 May 8 Guest Speaker: Melody Curtis, Civil Rights Attorney Chief of Investigations, State Board of Accountancy Employee Discipline & Contemporary Legal Issues

Class 44 May 13 FINAL EXAMINATION Please Note: Class meets from 4:00pm- 6:00pm for final exam