Course Outline Human Resource Management NSA 503 (Davao)

Southwestern University

Graduate School of

Health Science, Management and Pedagogy

COURSE OUTLINE

I. Course Code               : NSA 503

II. Course Title               : Human Resource Management with Practicum

III. Course Unit              : 3 units

IV. Course Pre-requisite: None

V. Course Description:

This course deals with the concept, theories, frameworks, and principles of human resource management.  It is presented in three major assemblages namely, attracting employees to the workplace, maintaining employees in the workplace, and developing employees.  As future managers, the students will be called on to solve important organizational problems that involve human resource issues through HRM techniques.  The course highlights the importance of the effective management of human resources that leads to competitive advantage.

VI. General Objectives:

During and after the course, the students will acquire knowledge, enhance skills, and adopt desirable attitudes as they integrate the different concepts of Human Resource Management. Specifically, the learners would be able to:

1.  Discuss the VMG of SWU, school policies, course requirements and expectations.
2.  Explain the nature of human resource management practices and how it can help gain an organization’s competitive advantage.
3.  Expound on the legal and environmental context of HRM.
4.  Appreciate how human resource planning can contribute to competitive advantage.
5. Discuss how job analysis lays the foundation for HRM practices that lead to competitive advantage.
6.  Identify the different recruiting strategies.
7.  Enumerate the various selection methods used by firms.
8.  Illustrate through a schema how companies assess their training needs.
9.  Specify the standards an effective performance appraisal system must meet.
10. Describe how an organization’s can build an equitable compensation for employees.
11. Understand the rationale behind the productivity improvement programs.
12. Describe the antidiscrimination laws that dictate how employees should be treated on a day-to-day basis.
13. Discuss the impact of unions on organizations and HRM.
14. Employ the safety and health practices of their organization.
15. List the various HRM practices overseas.
16. Value how HRM career opportunities are expanding.

VII. Course Outline

I.  ORIENTATION
1.  SWU VMG and Policies
2.  Graduate School’s VMG Policies
3.  Course requirements, grading system and expectations.

II. COURSE CONTENT PROPER

1.  Human Resource Management and Competitive Advantage.
      1.1. HRM practices
      1.2. Competitive advantage
      1.3. Cost Leadership
      1.4. Product Differentiation
      1.5 A Model Linking HRM

2.  Understanding the Legal and Environmental Context of HRM.
      2.1. Equal Employment Opportunity
      2.2. Affirmative Action
      2.3. Cultural Diversity
      2.4. The Changing Nature of Work
      2.5. Mergers and Takeovers
      2.6. Corporate Downsizing

3.  Planning for Human Resources
      3.1. Strategic Planning
      3.2. Human Resource Planning
      3.3. Outcomes of the HR Planning Process
      3.4. Human Resource Information Systems

4.  Analyzing Jobs
      4.1. Determining the type information to be collected.
      4.2. Determining how to collect the information.
      4.3. Determining how job analysis information will be recorded.

5.  Recruiting Applicants
      5.1. Recruiting Planning
      5.2. Methods of Internal Recruitment
      5.3. Methods of External Recruitment

6.  Selecting Applicants
      6.1. Technical Standards for Selection Practices
      6.2. Legal Constraints on Employee Selection
      6.3. Selection Methods

7.  Training and Developing Employees
      7.1. The Instructional Process
      7.2. Management Development

8.  Appraising Employee Job Performance
      8.1. Standards for Effective Performance Appraisal Systems
      8.2. Types of Rating Instruments
      8.3. Designing an Appraisal System

9.  Determining Pay and Benefits
      9.1. Influence of Compensation on Attitudes and Behavior
      9.2. Establishing Rates of Pay
      9.3. Legal Constraints on Pay Practices
      9.4. Employee Benefit Options
      9.5. Benefits Administration

10.  Implementing Productivity Improvement Programs
    10.1. Pay-for-Performance Programs
    10.2. Employee Empowerment Programs

11.  Complying with Workplace Justice Laws
    11.1. Workplace Justice and Employment Discrimination
    11.2. Employee Privacy Rights
    11.3. Wrongful Termination and Employment-At-Will

12.  Understanding Unions and Their Impact on HRM
    12.1. Unions
    12.2. Labor Law
    12.3. Becoming Unionized
    12.4. The Collective Bargaining Agreement
    12.5. Union-member Relations

13.  Meeting Employee Safety and Health Needs
    13.1. Government Regulations of Safety and Health Practices at the  Workplace
    13.2. Employee Safety:  Accidents and Accident Prevention
    13.3. Employee Health Problems and Organizational Interventions

14.  Establishing HRM Practices Overseas
    14.1. Understanding Cultural Differences
    14.2. The Use of Expatriates
    14.3. Developing HRM Practices in Host-National Countries

15.  Working in the HRM Field
    15.1. Career Opportunities
    15.2. Career Entry and Growth
    15.3. Organizational Ethics Related to HRM
    15.4. Organizational Utilization of HR Professionals

VIII.  Course Requirements:

a.      Minor Quizzes
b. Reflection Report / Written Report
c. Case Analysis / Studies
d. Annotated Reading
e. Assignments
f. Major Exams
g. Seminar

IX.  Grading Criteria:

a. Examination - 50%
b. Researches / Feasibility Study - 50%
Case Study / Essays / Reaction Paper
and other Requirements           ______________
100%

note: -   1/3 mid term grade  +  2/3 final grade  =  Final Final Grade
- 1.0 is the highest grade and 2.0 is the lowest passing grade

X.  Instructional References:

Byars, Lloyd I and Leslie W. Rue (2006). Human Resource Management.
         Boston: McGraw - Hill Irwin.
Beach, Dale S (2000). The Management of People at Work.  New
York: McMillan Publishing Co.
Bernardin, John H. (2007) Human Resource Management an experiential
approach.  4th edition. Boston: McGraw Hill International Edition.
Boddy, David.  Management. (2002) 2nd edition.  Harlow, England:  Pearson
Education Limited.
Ciulla, Joanne B.  The Ethics of Leadership.  (2003) California:  Thomson
Wadsworth.
Cook, Curtis W.  Management and Organizational Behavior.  (2001) 3rd
edition. Boston: Mc – Graw Hill.
Daft, Richard L. Management. (2002) 5th edition.  US: South Western.
Desler, Gary.  Human Resources Management.  (2001) 8th edition.
Philippines: Pearson Education.
Donnelly, James Jr. H.  Fundamentals of Management. (1992) 8th edition.
      Boston: Richard D. Irwin.
Feot, Margaret (2002).  Human Resource Management.  3rd Edition.
U.S.A.:  Perason Education Limited.
Gomez – Mejia, Luis R.  Management.  (2005) 2nd edition. Boston: Mc –
Graw Hill.
Grohar-Murray, Mary.  Leadership and Management in Nursing.  (1997) 2nd
edition. USA: Appleton and Lange.
Ivancevich, John M.  Organizational Behavior and Management.  (2002) 6th
edition. Boston: Irwin Mc Graw – Hill.
Jones, Gareth R.  Essentials of Contemporary Management. (2004)  Boston:
Irwin Mc-Graw Hill.
Joyut, Pat and Bob Monton.  The Global Human Resource Manager.
Great Britain:  Cort Run Press Exeten.
Kaplan, Robert. The Strategy Focused Organization.  (2001) USA: Harvard
Business School Publishing Corporation.
Kermally, Sultan (2006).  Gurus on People Management.  London:
Thorogood Publisher Limited.
Kreitner, Robert.  Organizational Behavior.  (2001) 5th edition. Boston: Mc-
Graw Hill Companies, Inc.
Manning, George.  The Art of Leadership. (2003) New York: Mc Graw Hill
Company.
Montin, Olive, Andrew Newald and Jon Sparkles (2003). Leading Human
Resource Delivering Competitive Advantage. Great Britain:  Sort Run Press Exeter.
Neider, Linda.  Leadership. (2002) USA:  Information Age Publishing.
Robbins, Stephen P.  Management. (2001) 6th edition. Singapore: Pearson
Education Asia Pte. Ltd.
Schemerhorn. John R. Jr. Management. (2001) 6th edition. New York: John
Wiley and Sons.
Sison, Perfecto (2003). Personnel Management.  Manila:Phoenix
Publishing Co.
Stoner, James. Management. (2001) 6th edition. USA: Prentice Hall.

Revised on: July 23, 2013

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ASSIGNMENT No. 1

1. HRM has three assemblages of attracting, maintaining & developing employees. Discuss one assemblage and explain how it contributes to competitive advantage.

2. Cut from a newspaper, two advertisements that utilizes cost and differentiation strategies and explain.

3. Cut two job advertisement showing EEO and AA. Expound why you considered it so.

4. What are the disadvantages of using contingency workers in the workplace?

5. Create a job description of a nurse researcher for a hospital setting.

To be submitted on or before August 31, 2013 12nn (PST). Thank you. 

Instructions:
1. Computerized; short bond paper
2. Font style and size: verdana 10
3. Enclosed in a short brown envelope
4. Mail to:

Prof. Randolph L. Alburo
Part time Faculty
Graduate School
Southwestern University
Urgello St., Villa Aznar Road
Cebu City
6000

 
 

Course Outline Nursing Leadership and Management NSA 502 (Davao)

Southwestern University

Cebu City

Graduate School of Health Science,

Management and Pedagogy

Course Outline

I.  Course Code : NSA 502

II. Course Title : Nursing Leadership and Management

III. Course Unit :   3 Units

IV. Course Pre-requisites :  None

V.  Course Description:

This course is a major subject of the Master of Arts in Nursing Program which presents the functions, concepts, theories, principles, and processes of management in the health care setting. The aspect of theory expands the knowledge base of the learner as he/she assumes the role of a clinical nurse manager in meeting the changing demands of the health care delivery system. The aspect of practice hones his/her skills as he/she performs the functions of planning, organizing, leading, and controlling. This course also intends to inculcate among students the desirable attitudes of a leader and a nurse practitioner as they deal with patients, co-workers, the organization they work with, and the society.

VI. General Objectives

At the end of the semester, the students will be able to acquire knowledge, enhance skills, and develop desirable attitudes as they synthesize the nature of management functions as applied in the health care delivery system.

Specifically, the learners will be able to:

1. Discuss the VMG of SWU, school policies, course requirements, and expectations.

2. Describe what is an organization and the nature of management.

3. Explain the value of studying management history.

4. Discuss the components of the internal and external environment of Nursing organizations.

5. Relate the importance of viewing management from a global perspective.

6. Illustrate the relationship between social responsibility and managerial ethics.

7. Enumerate the steps of the decision making process.

8. Discuss the basic hierarchy of plans in the organization.

9. Differentiate corporate, business, and functional strategies.

10. Identify the different planning tools and techniques.

11. Draw the organizational structure and design of their workplaces.

12. Expound on the diverse responsibilities of a Human Resource Management.

13. Explain how managers introduce change and innovation in organizations.

14. Explicate the focus and goals of organizational behavior.

15. Contrast groups and teams in the organization.

16. Appreciate the importance of motivating employees.

17. Distinguish differences among the six assemblages of leadership theories.

18. Be acquainted with the foundations of control.

19. Articulate the processes of a customer-driven operations.

20. List down the various control tools and techniques.

21. Provide concrete management applications in different work settings.

VII. Course Outline

I.  ORIENTATION
1.  SWU VMG and Policies
2.  Graduate School’s VMG and Policies
3.  Course requirements, grading system and expectations.

II. (Course content proper)

1. Introduction to Organizations and Management
1.1. What is an organization?
1.2. Who are managers?
1.3. What is management?
1.4. What do manager’s do?
1.5. Is the manager’s job universal?
1.6. Why study management?

2. Management Yesterday and Today
2.1. Historical Background
2.2. Scientific Management
2.3. General Administrative Theorists
2.4. Quantitative Approach
2.5. Current Trends and Issues

3. Organizational Culture and Environment: The Constraints
3.1. The Manager: Omnipotent or Symbolic?
3.2. The Organization’s Culture
3.3. The Environment

4. Managing in a Global Environment
4.1. Global Perspective
4.2. The Changing Global Environment
4.3. How Organizations Go International
4.4. Managing in a Foreign Environment
4.5. Is a Global Environment for You?

5. Social Responsibility and Managerial Ethics
5.1. What is social responsibility?
5.2. Social responsibility and economic performance
5.3. Values-based management
5.4. The “Greening” of Management
5.5. Managerial ethics

6. Decision Making: The Essence of the Manager’s Job
6.1. The Decision Making Process
6.2. The Pervasiveness of Decision Making
6.3. The Manager as Decision Maker

7. Foundations of Planning
7.1. The Definition of Planning
7.2. Purposes of Planning
7.3. Planning and Performance
7.4. Misconceptions about Planning
7.5. Types of Planning
7.6. Contingency Factors in Planning
7.7. Criticisms of Planning
7.8. Objectives: The Foundation of Planning

8. Strategic Management
8.1. Increasing Importance of Strategic Management
8.2. Levels of Strategy
8.3. Corporate-level strategic frameworks
8.4. Business-level strategic frameworks
8.5. Functional level strategy

9. Planning Tools and Techniques
9.1. Techniques for Assessing the Environment
9.2. Budgets
9.3. Operational Planning Tools
9.4. Project Management

10. Organizing Structure and Design
10.1. Defining Organizational Structure and Design
10.2. The Contingency Approach to Organizational Design
10.3. Applications of Organizational Design
10.4. Technology, Communications, and Organizational Design

11. Human Resource Management
11.1. Managers and Human Resource Departments
11.2. Strategic Human Resource Management
11.3. The Human Resource Management Process
11.4. Important Environmental Considerations
11.5. Human Resource Planning
11.6. Recruitment and Decruitment
11.7. Selection
11.8. Orientation
11.9. Employee Training
11.10. Career Development
11.11. Compensation and Benefits
11.12. Current Issues

12. Managing Change and Innovation
12.1. What is Change?
12.2. Forces for Change
12.3. Two views of the change process
12.4. Organizational inertia and resistance to change
12.5. Techniques for managing change
12.6. Contemporary Issues and Managing Change
12.7. Simulating Innovation

13. Foundations of Behavior
13.1. Toward Explaining and Predicting Behavior
13.2. Attitudes
13.3. Personality
13.4. Perception
13.5. Learning

14. Understanding Groups and Teams
14.1. Understanding Group Behavior
14.2. Group Decision Making
14.3. Turning Groups into effective teams
14.4. Developing and Managing Effective teams

15. Motivating Employees
15.1. What is Motivation
15.2. Conceptual framework for understanding motivation
15.3. Current Issues in Motivation
15.4. From Theory to Practice: How to Motivate Employees

16. Leadership
16.1. Managers versus Leaders
16.2. Contemporary Theories of Leadership
16.3. Contemporary Issues in Leadership

17. Foundations of Control
17.1. What is Control?
17.2. The Importance of Control
17.3. The Control Process
17.4. Types of Control
17.5. Qualities of an effective control system
17.6. The dysfunctional side of control
17.7. Adjusting controls for National differences
17.8. Ethical Issues in Control

18. Operations Management
18.1. Operations Management and the Transformation Process
18.2. Managing Productivity
18.3. Operations Management in Manufacturing and Services
18.4. Customer-driven operations
18.5. Reengineering Work Processes
18.6. Strategic Operations Management
18.7. Planning Management and Operations
18.8. Controlling Operations
18.9. Current Issues

19. Control Tools and Techniques
19.1. Information Controls
19.2. Financial Controls
19.3. Operations Controls
19.4. Behavioral Controls

VIII. Course Requirements

a. Minor Quizzes
b.  Reflection Report/Written Report
c.  Case Analysis/ Studies
d.  Annotated Reading
e.  Assignments
f.   Major Exams
g. Seminar-workshop at the end of the semester

IX.  Grading Criteria

a. Minor Examination -   30%
b. Major Examination -   30%
c. Researches/Feasibility Study - 40%
    Case Study/Essays/Reaction Paper
    and other  Requirements

Total 100%

note:  - 1/3 mid term grade + 2/3 final grade = Final Final Grade
- 1.0 is the highest grade and 2.0 is the lowest passing grade


X.  Instructional References

Boddy, David. Management. 2nd edition. Harlow, England: Pearson
Education Limited, 2002.

Ciulla, Joanne B. The Ethics of Leadership. California: Thomson
Wadsworth, 2003.

Cook, Curtis W. Management and Organizational Behavior. 3rd edition.
Boston: Mc-Graw Hill, 2001.

Daft, Richard L. Management. 5th edition. US: South Western, 2002.

Desler, Gary. Human Resources Management. 8th edition. Philippines:
Person Education, 2001.

Donnelly, James Jr. H. Fundamentals of Management. 8th edition.
Boston: Richard D. Irwin, 1992.

Gomez-Mejia, Luis R. Management. 2nd edition. Boston: Mc-Graw
Hill, 2005.

Grohar-Murray, Mary. Leadership and Management in Nursing. 2nd
edition. USA: Appleton and Lange, 1997.

Ivancevich, John M. Organizational Behavior and Management. 6th
edition. Boston: Irwin Mc Graw-Hill, 2002.

Jones, Gareth R. Essentials of Contemporary Management. Boston:
Irwin Mc-Graw Hill, 2004.

Kaplan, Robert. The Strategy Focused Organization. USA: Harvard
Business School Publishing Corporation, 2001.

Kreitner, Robert. Organizational Behavior. 5th edition. Boston:
Mc – Graw Hill Companies Inc., 2001.

Manning, George. The Art of Leadership. New York:
Mc Graw Hill Company, 2003.

Neider, Linda. Leadership. USA: Information Age Publishing, 2002.

Robbins, Stephen P. Management. 6th edition. Singapore: Pearson
Education Asia Pte. Ltd., 2001.

Schermerhorn, John R. Jr. Management. 6th edition. New York: John
Wiley and Sons, 2001.

Slocum, John W. Jr. Management. 6th edition. New York: Addison- Wesley Publishing Co., 1992.

Stoner, James. Management. 6th edition. USA: Prentice Hall, 2001.


Date Revised:  July 23, 2013

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Assignment:

1.  Relate the concepts of courage, conviction, coping and creativity to a situation in your practice. To what extent does your personal leadership style influence the operation of these concepts?

2.  Select an organization with which you are familiar and analyze it according to a comic perspective. How can organization use comic framework and techniques to accomplish organizational work or goals?

3.  Describe how integrated quality management relates to trends in nursing research, nursing ethics, information systems, marketing.

 Instructions:
1. Computerized; short bond paper
2. Font style and size: verdana 10
3. Enclosed in a short brown envelope
4. Mail to:

Prof. Randolph L. Alburo
Part time Faculty
Graduate School
Southwestern University
Urgello St., Villa Aznar Road
Cebu City
6000