VII. COURSE DESCRIPTION : This course deals with human resource management (HRM) principles and concepts.

It introduces theoretical and practical information relating to people, the resource in the
organization that is considered the most vital asset. Furthermore, it focuses on
the most critical issues in HRM. It provides a framework that concentrates on real-world
human resource dilemma and concerns.

VIII. GENERAL OBJECTIVES :

At the end of the semester, the student shall have:
1. assessed the role of human resource management in organizations;
2. described and synthesized the current trends in human resource management that influence strategic decisions of an organization;
3. outlined the staffing process, training and development, and performance management;
4. evaluated the steps in creating HRM programs and explained how companies tackle HR challenges.

IX. COURSE CONTENT :

At the end of the unit lesson(s), the student shall have:
SPECIFIC OBJECTIVES CONTENT TIMETABLE INSTRUCTIONAL MODE
1. Defined human resource I. Managing Human Resources 3 hours  Lecture Method,
management and explained how A. Human Resources and Company Performance  Discussion Method –
HRM contributes to an B. Responsibilities of Human Resource Departments direct instruction,
organization’s performance.  Analyzing and designing jobs socialized classroom
2. Identified the responsibilities of  Recruiting and hiring employees discussion, and
human resource departments.  Training and developing employees recitation technique
3. Summarized the types of skills  Managing performance  Brainstorming
needed for HRM.  Planning and administering pay and benefits technique
4. Explained the role of supervisors  Maintaining positive employee relations  Integrated method
in HRM.
 Establishing and administering personnel
5. Discussed ethical issues in HRM.
policies
6. Described typical careers in HRM.
 Ensuring compliance with labor laws

1
  Supporting the organization’s strategy
C. Skills of Human Resource Management (HRM)
Professionals
D. Human Resource (HR) Responsibilities of
Supervisors
E. Ethics in Human Resource Management
 Employee rights
 Standards for ethical behavior
F. Careers in HRM

1. Described trends in the labor force II. Trends in Human Resource Management 4 hours  Lecture Method,
composition and how they affect A. Change in the Labor Force  Discussion Method –
HRM.  Workforce diversity direct instruction,
2. Summarized areas in which HRM  Skill Deficiencies of the workforce socialized classroom
can support the goal for creating a B. High Performance Work Systems discussion, and
high-performance work system.  Knowledge workers recitation technique
3. Defined employee empowerment  Employee empowerment  Brainstorming
and explained its role in the  Teamwork technique
modern organization. C. Focus on Strategy  Integrated method
4. Identified ways HR professionals  High quality standards
can support organizational
 Mergers and acquisitions
strategies for quality, growth, and
 Downsizing
efficiency.
5. Summarized ways in which HRM  Reengineering
can support organizations  Outsourcing
expanding internationally. D. Expanding into Global Markets
6. Discussed how technological  The global workforce
developments are affecting HRM.  International assignments
7. Explained how the nature of the E. Technological Change in HRM
employment relationship is  The internet economy
changing.  Electronic HRM (e-HRM)
8. Discussed how the need for  Sharing of Human Resource Information
flexibility affects HRM. F. Change in the Employment Relationship

2
  A new psychological contract
 Flexibility
1. Explained how three branches of III. Providing Equal Employment Opportunity and 4 hours  Lecture Method,
the government regulate HRM. a Safe Workplace  Discussion Method –
2. Summarized the major A. Regulation of HRM direct instruction,
government laws requiring equal B. Equal employment opportunity socialized classroom
employment opportunity. C. The government’s role in providing equal discussion, and
3. Identified the government employment opportunity recitation technique
agencies that enforce equal D. Businesses’ role in providing for equal employment  Brainstorming
employment opportunity and opportunity technique
described the role of each.  Avoiding discrimination  Integrated method
4. Described ways employers can  Providing reasonable accommodation
avoid illegal discrimination and  Preventing sexual harassment
provide reasonable  Valuing diversity
accommodation. E. Employee Rights and Responsibilities
5. Discussed ways employers F. Employer-Sponsored Safety and Health Programs
promote worker safety and health.  Reinforcing safe practices
 Promoting safety internationally
1. Summarized the elements of work IV. Analyzing Work and Designing Jobs 4 hours  Lecture Method,
flow analysis. A. Work flow in organizations  Discussion Method –
2. Described how work flow is related  Work flow analysis direct instruction,
to an organization’s success.  Work flow design and organizational socialized classroom
3. Defined the elements of a job structure discussion, and
analysis and discussed their B. Job Analysis recitation technique
significance for human resource  Job descriptions  Brainstorming
management.  Job specifications technique
4. Summarized recent trends in job  Sources of job information  Integrated method
analysis.  Position analysis questionnaire
5. Described methods for designing a
 Importance of job analysis
job so that it can be done
 Trends in job analysis
efficiently.
C. Job design
6. Identified approaches to designing
a job to make it motivating.  Designing efficient jobs

3
7. Explained how organizations apply  Designing jobs that motivate
ergonomics to design safe jobs.  Job enlargement
8. Discussed how organizations can  Job enrichment
plan for the mental demands of a  Self-managing work teams
job.  Flexible work schedules
 Telework
D. Designing ergonomic jobs
E. Designing jobs that meet mental capabilities and
limitations
PRELIMINARY EXAMINATION - 2 hours
1. Discussed how to plan for human V. Planning for and Recruiting Human Resources 4 hours  Lecture Method,
resources needed to carry out the A. The process of HR planning  Discussion Method –
organization’s strategy. B. Forecasting direct instruction,
2. Determined the labor demand for  Forecasting the demand for labor socialized classroom
workers in various job categories.  Determining labor supply discussion, and
3. Summarized the advantages and  Determining labor surplus or shortage recitation technique
disadvantages of ways to C. Goal Setting and Strategic Planning  Brainstorming
eliminate a labor surplus and avoid  Downsizing technique
a labor shortage.  Reducing hours  Integrated method
4. Described recruitment policies  Early-retirement programs  Activity method -
organizations use to make job construction project
 Employing temporary and contract workers
vacancies more attractive. -Resume Making
 Temporary workers
5. Listed and compared sources of
job applicants.  Employee or contractor?
6. Described the recruiter’s role in  Outsourcing
the recruitment process, including  Overtime and expanded hours
limits and opportunities. D. Implementing and evaluating the HR plan
E. Applying HR planning to affirmative action
F. Recruiting HR
G. Personnel Policies
H. Recruitment sources
 Internal sources
 External sources

4
  Direct applicant and referrals
 Advertisements in newspapers and
magazines
 Electronic recruiting
 Public employment agencies
 Private employment agencies
 Colleges and universities
I. Evaluating the quality of a source
J. Recruiter traits and behaviors
 Characteristics of the recruiters
 Behavior of the recruiter
K. Enhancing the recruiter’s impact
1. Identified the elements of the VI. Selecting Employees and Placing them in Jobs 4 hours  Lecture Method,
selection process. A. Selection process  Discussion Method –
2. Defined ways to measure the B. Reliability direct instruction,
success of a selection method. C. Validity socialized classroom
3. Summarized the government’s  Criterion-related validity discussion, and
requirements for employee  Content and construct validity recitation technique
selection. D. Ability to generalize  Brainstorming
4. Compared the common methods E. Practical value technique
used for selecting human F. Legal standards for selection  Integrated method
resources. G. Job applications and resumes  Interview technique
5. Described major types of  Application forms (Job interview
employment tests.  Resumes simulation)
6. Discussed how to conduct  References
effective interviews.  Background checks
7. Explained how employers carry H. Employment tests and work samples
out the process of making a
 Physical ability tests
selection decision.
 Cognitive ability tests
 Job performance tests and work samples
 Personality inventories
 Honesty tests and drug tests

5
  Medical examinations
I. Interviews
 Interviewing techniques
 Advantages and disadvantages of
interviewing
 Preparing to interview
J. Selection decisions
 How organizations select employees
 Communicating the decision
1. Discussed how to link training VII. Training Employees 4 hours  Lecture Method,
programs to organizational needs. A. Training linked to organizational needs  Discussion Method –
2. Explained how to assess the need B. Needs assessment direct instruction,
for training.  Organization analysis socialized classroom
3. Explained how to assess  Person analysis discussion, and
employees’ readiness for training.  Task analysis recitation technique
4. Described how to plan an effective C. Readiness for training  Brainstorming
training program.  Employee readiness characteristics technique
5. Compared widely used training D. Work environment  Integrated method
methods. E. Planning the training program  Case Study method
6. Summarized how to implement a  Objectives of the program
successful training program.  In-house or contracted out?
7. Evaluated the success of a
 Choice of training methods
training program.
F. Training methods
8. Described training methods for
 Classroom instruction
employee orientation and diversity
management.  Audiovisual training
 Computer-based training
 OJT training
 Simulations
 Business games and case studies
 Behavior modeling
 Experiential programs
 Team training

6
  Action learning
G. Implementing the training program: principles of
learning
H. Measuring results of training
I. Evaluation methods
 Applying the evaluation
J. Applications of training
 Orientation of new employees
 Diversity training
1. Identified the activities involved in VIII. Managing Employees’ Performance 4 hours  Lecture Method,
performance management. A. The process of performance management  Discussion Method –
2. Discussed the purposes of B. Purpose of performance management direct instruction,
performance management C. Criteria for effective performance management socialized classroom
systems. D. Methods for measuring performance discussion, and
3. Defined five criteria for measuring  Making comparisons recitation technique
the effectiveness of a performance  Rating individuals  Brainstorming
management system. E. Measuring results technique
4. Compared the major methods for  Total quality management  Integrated method
measuring performance. F. Sources of performance information  Activity method –
5. Described major sources of  Managers problem project
performance information in terms  Peers
of their advantages and  Subordinates
disadvantages.
 Self
6. Defined types of rating errors and
 Customers
explain how to minimize them.
G. Errors in performance measurement
7. Explained how to provide
performance feedback effectively.  Types of rating errors
8. Summarized ways to produce  Ways to reduce errors
improvement in unsatisfactory  Political behavior in performance appraisal
performance. H. Giving performance feedback
9. Discussed legal and ethical issues  Scheduling performance feedback
that affect performance  Preparing for a feedback session
management.  Conducting the feedback session

7
 I. Finding solutions to performance problems
J. Legal and ethical issues in performance
management
 Legal requirements for performance
management
 Electronic monitoring and employee privacy
MIDTERM EXAMINATION – 2 hours
1. Discussed how development is IX. Developing Employees for Future Success 5 hours  Lecture Method,
related to training and careers. A. Training, development, and career management  Discussion Method –
2. Identified the methods  Development and training direct instruction,
organizations use for employee  Development for careers socialized classroom
development. B. Approaches to employee development discussion, and
3. Described how organizations use  Formal education recitation technique
assessment of personality type,  Assessment  Brainstorming
work behaviors, and job  Myers-briggs type indicators technique
performance to plan employee  Assessment centers  Integrated method
development.
 Benchmarks
4. Explained how job experiences
 Performance appraisals and 360-degree
can be used for developing skills.
feedback
5. Summarized principles for setting
C. Job experiences
up successful mentoring
programs.  Job enlargement
6. Told how managers and peers  Job rotation
develop employees through  Transfers, promotions, and downward
coaching. moves
7. Identified the steps in the process  Temporary assignments with other
of career management. organizations
8. Discussed how organizations are D. Interpersonal relationships
meeting the challenge of the  Mentors
“glass ceiling,” succession  Coaching
planning, and dysfunctional E. Systems for career management
managers.  Data gathering
 Feeback

8
  Goal setting
 Action planning and follow up
F. Development-related challenges
 The glass ceiling
 Succession planning
 Dysfunctional managers
1. Distinguished between involuntary X. Separating and Retaining Employees 5 hours  Lecture Method,
and voluntary turnover and A. Managing voluntary and involuntary turnover  Discussion Method –
describe their effects on an B. Employee separation direct instruction,
organization.  Principles of justice socialized classroom
2. Discussed how employees  Legal requirements discussion, and
determine whether the  Wrongful discharge recitation technique
organization treats them fairly.  Discrimination  Brainstorming
 Employees’ privacy technique
3. Identified legal requirements for  Notification layoffs  Integrated method
employee discipline. C. Progressive discipline
4. Summarized ways in which D. Alternative dispute resolution
organizations can fairly discipline E. Employee assistance programs
employees. F. Outplacement counseling
5. Explained how job dissatisfaction G. Job withdrawal
affects employee behavior.  Job dissatisfaction
6. Described how organizations H. Behavior change
contribute to employees’ job I. Physical job withdrawal
satisfaction and retain key J. Psychological withdrawal
employees. K. Job satisfaction
 Personal dispositions
 Tasks and roles
 Job complexity
 Meaningful work
 Clear and appropriate roles
L. Supervisors and co-workers
M. Pay and benefits

9
 N. Monitoring job satisfaction
1. Summarized how the growth in XI. Managing Human Resources Globally 6 hours  Lecture Method,
international business activity A. HRM in the global environment  Discussion Method –
affects human resource B. Employees in an international workforce direct instruction,
management. C. Employers in the global marketplace socialized classroom
2. Identified the factors that most D. Factors affecting HRM in the international markets discussion, and
strongly influence HRM in a. Education and skill levels recitation technique
international markets. b. Economic systems  Brainstorming
3. Discussed how differences among E. Human resource planning in a global economy technique
countries affect HR planning at F. Selecting employees in a global labor market  Integrated method
organizations with international G. Training and developing a global workforce  Activity method –
operations. a. Training programs for an international problem project – Case
4. Described how companies select workforce Study Analysis
and train human resources in a b. Cross-cultural preparation
global labor market. c. Global employee development
5. Discussed challenges related to H. Performance management across national
managing performance and boundaries
compensating employees from I. Compensating an international workforce
other countries. a. Pay structure
6. Explained how employers prepare b. Incentive pay
managers for international c. Employee benefits
assignments and for their return J. International labor relations
home. K. Managing expatriates
a. Selecting expatriate managers
b. Preparing expatriates
c. Managing expatriates’ performance
d. Compensating expatriates
e. Helping expatriates return home
FINAL EXAMINATION – 2 hours

X. ASSESSMENT CRITERIA:
PRELIM GRADE = [(Class Standing X 2) + Prelim Exam Rating ] / 3
MIDTERM GRADE = {{[(Class Standing X 2) + Midterm Exam Rating] / 3} + PRELIM GRADE} / 2

10
 FINAL GRADE = [Class Standing + (Final Exam Rating X 2)] / 3} + MIDTERM GRADE} / 2

 Class standing will be taken from Quizzes (60%), Assignment,/Seatworks/Recitation (15%), Case Study/HR Collaterals (20%), and attendance
(5%).
 Three consecutive absences (for a 1-hour class) or 2 consecutive absences (for 1 1/2 –hour class) will result in dropped or FA (failure due to
absences).
 Failure to submit any class requirement will result in INC.
 Other details with regard to school policies, read the university student handbook.

XI. BIBLIOGRAPHY
YEAR
TITLE OF THE BOOK AUTHOR PUBLISHE PUBLISHER
D
1. Fundamentals of Human Resource Noe, R., Hollenbeck, J., Gerhart, B., and Wright, P. 2012 McGraw-Hill
Management
2. HR2 Denisi, A.S. & Griffin, R.W. 2014 South-Western Cengage Learning
3. Fundamentals of Human Resource De Cenzo, D. A. and Robbins, S.P. 2010 John Wiley & Sons Inc.
Management
4. Management teams: why they Belbin, R. M. 2010 Oxford: Butterworth-Heinemann
succeed or fail
5. Human Resource Management Dessler, G. 2011 Pearson/Prentice Hall
6. Managing Human Resource Gomez-Mejia, L. R. 2010 Pearson/Prentice Hall
7. The global challenge: International Evans, P. 2011 McGraw-Hill Irwin
Human Resource Management
8. International Human Resource Hazing, A. & Pinnnington, A. 2011 Sage Publications
Management

11
Online References:
Heathfield, S. (2014). What is Human Resource Management. Retrieved May 05, 2014 from
http://humanresources.about.com/od/glossaryh/f/hr_management.htm
Picoult, J. (2014). Seven Easy Resolutions to Improve your Recruitment Strategies. Retrieved May 05, 2014 from http://hiring.monster.com/hr/hr-
best-practices/recruiting-hiring-advice/attracting-job-candidates/recruitment-strategies.aspx
Matuson, R. (2014). Why Most Recruitment Strategies Are Failing And What You Can Do To Fix This. Retrieved May 05, 2014 from
http://www.forbes.com/sites/robertamatuson/2013/03/13/why-most-recruitment-strategies-are-failing-and-what-you-can-do-to-fix-this/
Entrepreneur.com (2014). The Best Ways to Reward Employees. Retrieved May 05, 2014 from http://www.entrepreneur.com/article/75340
Numan, N. (2010). Compensation and Benefits: Definition and Importance. Retrieved May 05, 2014 from
http://www.hr.com/en/app/blog/2010/02/compensation-and-benefits-definition-and-importanc_g5kiosxm.html

12