Managing Human Capital PA 725

Managing Human Capital PA 725 Spring 2015

Melissa T. Gelber-O’Dell Friday, 6:00 – 8:45 p.m., Rm 677 Phone 631/379-7389 Office Hours: By appointment only [email protected]

OBJECTIVES The purpose of this course is to develop your knowledge and skills needed to effectively man- age people in public and non-profit organizations. You will be able to successfully contribute to an agency’s effective development through processes and policies addressing behavior in the workplace. All organizations are interested in maximizing the performance of their employees, and this will only happen if they are effectively recruited, selected, compensated, developed and placed into a well-structured work environment. The right people need to be in the right positions in the right environment achieving the right goals. We will focus on practical, applica- ble solutions to real-life issues.

By the end of the semester you should: • Be knowledgeable about the historical and legal context in which public personnel sys- tems were developed and operate today; • Be able to explain the basic constitutional and legal rights and responsibilities of employ- ers and employees; • Understand the roles and responsibilities of human capital management within the organization, in working with supervisors, and with employees; • Understand what is required to recruit and select highly qualified employees, design and administer compensation, and develop employees and the organization; • Recognize and be able to contribute solutions to counter the ways traditional personnel and supervisory practices can undermine the performance and productivity of a diverse workforce; • Have developed skills in issue analysis, drafting policies and recommendations, writing and presenting information individually and as a group, coaching and mentoring, team- work, and conflict resolution.

All of the requirements and assignments in this course are designed to give you an opportunity to practice skills required of public and nonprofit managers. There will be no written final exam, but rather exercises similar to those that a public or non-profit manager will face during the course of their career. Managers are expected to come to meetings prepared to discuss any documents identified before the meeting and demonstrate a knowledge of key terms and con- cepts and to actively participate in discussions. Therefore, a significant portion of this class will be dedicated to group discussions of key issues and you are expected to be prepared and to participate in these discussions; your grade will reflect your attendance, preparation, and meaning- ful participation. REQUIREMENTS:

Required Reading Pynes, Joan E., Human Resources Management for Public and Nonprofit Organizations: A Strategic Approach, 4th edition. (2013). San Francisco, CA: Jossey Bass.

Fisher, R., Ury, W., & Patton, B. (1991). Getting to Yes: Negotiating agreement without giving in. New York, N.Y: Penguin Books.

1 of the following (your choice): Covey, Stephen R. (2013). The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change. New York: Free Press.

Boyatzis, Richard and Mckee, Annie. (2005) Resonant Leadership: Renewing Yourself and Con- necting with Others Through Mindfulness, Hope, and Compassion. Harvard Business Review.

Supplemental readings may be given during class sessions or via SFSU’s electronic blackboard. Please review iLearn regularly for updates.

Assignments There are several writing and presentation assignments required for this course. These are designed to communicate your critical thinking about human resources management in public and non-profit organizations. Your work should mirror what you would submit to a supervisor or governing body as part of your role as a manager in a public or non-profit organization. Your work will be evaluated in terms of coherent communication, quality writing and presentation, i.e. no typos, proper grammar, etc., and evidence of thoughtful analysis.

Class participation and exercises (10% of final grade). You are expected to demonstrate your knowledge of course material through participation in class and small group discussions and exercises. If you miss more than one class during the semester, you must check with me about how to make-up the class work, otherwise, it will adversely affect your final grade.

Professional Memos (25% of final grade). You are required to submit two professional memoranda on a nonprofit management issue of interest to you from the readings or a real life issue from your experience. These memoranda offer you the opportunity to explore the research literature relevant to a management or leadership issue pertinent to your interests. Convey the in- sights gained from the literature in a memorandum format directed at a particular audience. Some examples of audiences are: an executive manager in the public or nonprofit sector; a non- profit organization’s Board of Directors; a regional or statewide nonprofit umbrella association; or a group of nonprofit agency executives in a particular industry. The memos must include a bibliography of scholarly resources and list of other specific resources. Be accurate and consis- tent with documentation. The memos should not be more than 2-3 pages each. Book Review (10% of final grade). There are two leadership/management books listed in the reading list; you must select one of these to review. The review should identify the major premises made by the author and a brief assessment of how these premises or recommendations could or should be applied in a public or non-profit organization. You should also identify any pitfalls or impracticalities associated with the author’s recommendations. These will be dis- cussed in class rather than in a written submission but you should have a written outline to focus your thoughts.

Interview with Personnel Professional (20% of final grade). You will be required to arrange an interview with the personnel officer of a local, federal, or state agency or a non-profit organization (with at least 30 employees). The purpose of the interview is to learn his or her perspective about what supervisors need to understand about Human Capital Management in the current environment. Your write-up will include citations to class readings that put his or her thoughts into context and be no more than three pages.

Diversity Training/ Plan (35% of final grade). This is a team assignment with an individual com- ponent, for which you will be assigned to teams by me toward the middle of the semester. This assignment requires your team to develop a diversity plan and one training session for an organization that desires to ensure that its workforce becomes and remains diverse and that employees are not harmed by intentional or unintentional bias in the workplace. The comprehen- sive plan and the training materials, and your team’s presentation of the training, will be sched- uled for the last two class meetings. As an individual, you are required to draft a human resources policy for a public or non-profit agency. It will be based on researching best practices and existing policies in real agencies. In addition, you will need to provide an implementation strategy for introducing, implementing, and evaluating the policy.

Class Schedule:

Dates January 23, 2015 – May 22, 2015

Date Topic Reading/ Due Dates Jan. 30 Introduction, Purpose, and Parameters Pynes: 1 Feb 6 Workforce planning and technology. The legal envi- Pynes: 2 & 3 ronment and historical evolution.

Feb. 13 Unions and Collective bargaining: Pynes: 11; Interview Due

Guest Speaker: Lisa Stephenson, HR Director, City of Richmond Feb. 20 - 27 Employee Engagement and Development (coach- Pynes: 9 & 10 ing, mentoring) Maximizing individual performance Mar. 6 - 13 Organizational Development Pynes: 5; Professional Memo 1 Due Maximizing organizational performance Mar 6th

Mar. 20 Workplace safety, health, and violence Pynes: 4 Mar. 23-31st Spring Break-No class Apr. 3 Leading Change and Managing Transitions Book Review Due

Apr. 10 Compensation (total and traditional): Pynes: 7

Guest Speaker: Laura Brunson, Director of Human Resources for the City of Concord

Apr. 17 Benefits and Pensions: Pynes: 8; Professional Memo 2 Due

Guest Speaker: Nancy Marquez, Human Resources Manager, City of Oakley Apr. 24 - May 8 Recruitment and selection Pynes: 6; Policy Due May 8th Diversity (traditional/ non-traditional)

May 15 Leadership/ Ethics Diversity Presentations May 22 Final Class meeting Diversity Presentations

Class Policies • Attendance is crucial in this class; absences will be noted and no more than one will be accepted. All students are expected to be on time for class and stay for the entire length of class unless cleared with me in advance due to professional or other responsibilities elsewhere.

• Discussions about and between people can be uncomfortable and often make us think about things we might not want to think about in a different light. We will be respectful of others’ opinions and beliefs. We will express our own opinions politely, clearly, and with the intent to communicate for greater understanding. We will listen to others with the desire and intent to better understand their perspective.

• All assignments must be turned in on time. Points will be subtracted for assignments that are turned in late.

• Plagiarism is prohibited. Ensure your papers are written in your own words, that ideas and facts taken from others are clearly attributed to them, and that anything taken ver- batim from another source is enclosed in quotation marks. • Academic misconduct is not tolerated. Cheating and plagiarism are contrary to the mis- sion of the university and are never tolerated. Students who display inappropriate con- duct, including cheating and plagiarism, may be subject to disciplinary action as provid- ed in Title 5, California Code of Regulations. Any student may be expelled, suspended, placed on probation, or given a lesser sanction for discipline problems. The Student Dis- cipline Officer, housed in the Dean of Students Office, is responsible for administering the Student Disciplinary Procedures for the California State University and should be contacted for further information.

College Policies A. CHSS Policy Syllabi are to incorporate the Academic Senate Policy regarding finals week, the deadlines or withdrawals, late adds, CR/NC option and information relat- ed to course registration and Disability Programs and Resource Center. A sample listing of the required College policies are shown below.

Final Exam: According to Academic Senate policy F76-12 a time period is set aside at the end of each semester for a formal examination period. All classes are expected to meet during the final examination period whether an examination is given or not. The final examination schedule is published each semester in the Class Schedule. http://www.sfsu.edu/~acadres/final_exams/finals15.htm

CHSS Withdrawal Policy: The last day to drop a class is February 6, 2015 until 11:59pm. Starting February 7 – April 24, 2015 you must submit a withdrawal petition. Withdrawal from a class starting February 7, 2015 will be considered for serious and compelling reasons only and must have accompanying documentation. The following reasons are not considered serious and compelling: Changing your major, poor performance, class not required for graduation/major, or more time needed for other classes. If you wish to withdraw from class due to unexpected changes in your work schedule, illness or family emergencies, documentation will be required, along with a copy of unofficial transcripts. Submit your petition within a reasonable timeframe (e.g., within 2 weeks of a change in work hours.) From April 25 – May 15, 2015 you may not withdraw from a class or the University, except in the case of a serious documented illness or verified ac- cident. Please refer to the following website for further information on withdrawal polices: https://chss.sfsu.edu/advising/

CR/NC Option: The last day to request CR/NC option is March 20, 2015 until 11:59pm. The Associate Dean will not approve requests for changes if you miss this deadline.

Late Add Policy: The period to add classes via permit numbers is Janu- ary 26 – February 6, 2015 . The period to add classes by Exception is February 7 – February 20, 2015 . It is your responsibility to procure a late permit number from your instructor and add the class. Faculty cannot add you into a class. Starting February 21, 2015, a Waiver of College Regulations form must be signed by your instructor, Chair and CHSS Associate Dean to add. This will be approved only if there was an administrative error.

Check your registration through SF State Gateway: Sign up for CR/NC, drop and add classes by the appropriate deadline online through SF State Gateway. ALWAYS check your registration after making any changes and BEFORE deadlines to be sure you are registered properly for your classes. Deadlines for all registration procedures, including withdrawals and requests for credit/no credit, are listed in the class schedule and will be strictly ad- hered to by the instructor, the Department Chair and the Associate Dean of College of Health & Social Sciences. It is ALWAYS the student’s responsibility to ensure their schedule is correct, even if the instructor indicates they will drop you.

This can be viewed on the Registration Calendar at the following website: http://www.sfsu.edu/~admisrec/reg/regsched.html Disability Programs and Resource Center: Students with disabilities who need reasonable accommodations are encouraged to contact the instructor. The Disability Programs and Resource Center (DPRC) is available to facili- tate the reasonable accommodations process. The DPRC, located in SSB 110, can be reached by telephone at 415-338-2472 (voice/TTY) or by e-mail at [email protected].