Core course Undergraduate Course Title Human Resource ... · 1. CLO1 Recognize current HRM trends and issues that are influenced by political, economic, social, technological, legal

Core course Undergraduate

Course Title Human Resource Management Mahidol University International College

Course Code ICMB 236 Department Business Administration

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TQF 3 Course Specifications

Section 1 General Information

Course code and course title

Thai ICMB 236 การบริหารจัดการทรัพยากรบุคคล

English ICMB 236 Human Resources Management

Number of credits 4 (4-0-8)

(Lecture 4 hours – Laboratory 0 hours - Self study 8 hours / week)

Program and type of subject

Program Undergraduate Degree (International Program)

Type of Subject Core Course

Course Responsible Lecturer and Course Lecturer

Course Responsible Lecturer

Dr. Malinvisa Sakdiyakorn

(BA Division, MUIC, tel: 02-700-5000 ext 4435, email: [email protected])

Course Lecturer

- Dr. Malinvisa Sakdiyakorn Trimester/ Year of Study

Trimester All trimesters / for all students in Business Administration Program

Programs

Course Capacity Approximately 30-40 students per section

Pre-requisite ICGN 104 Mathematics and Its Contemporary Applications

Co-requisites N/A

Venue of Study Mahidol University International College, Salaya campus

Date of Latest Revision January 5, 2018




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Section 2 Goals and Objectives

Course Goals

Managing human resources has become a key challenge for organizations today struggling to attract, maintain and retain their workforce within an increasingly dynamic and turbulent environment. The overall goal of the course is to prepare students to examine relevant global and national issues tied to managing human resource, demonstrate how the human resource function can support overall corporate management and assess the ethical implications tied to people management.

Objectives of Course Development/Revision

Course Objectives

This course provides students the opportunities to broaden their managerial perspectives on managing human resource systems, processes and practices from a strategic approach. Students are expected to apply the concepts and tools in real situation, scenarios and work practices as well as in handling other core functions of the workplace.

Course-level Learning Outcomes: CLOs

By the end of the course, students will be able to:

1. CLO1 Recognize current HRM trends and issues that are influenced by political,

economic, social, technological, legal and environmental (PESTLE) factors

2. CLO2 Explain the practices of HRM from an investment perspective and social

responsibility perspective along with their ethical standpoints

3. CLO3 Compare the role of traditional HRM and strategic HRM and the alignment

to the overall business strategy




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4. CLO4 Explain the mechanisms of different HR practices – workforce planning,

work systems design, recruitment and selection, performance management,

training and development, compensation, labor relations – and their alignments

5. CLO5 Assess real world cases using the theories and concepts of HRM

Section 3 Course Management

Course Description

เทรนด์และความท้าทายด้านทรัพยากรบุคคลในองค์กรยุคใหม่ การลงทุนในทรัพยากรบุคคล กรอบความ

รับผิดชอบต่อสังคมกับการบริหารทรัพยากรบุคคล บทบาทของผู้บริหารทรัพยากรบุคคล แรงงานสัมพันธ์เชิง

เปรียบเทียบ การวิเคราะห์องค์การและการออกแบบการท างาน การวางแผนก าลังคน การคัดสรรบุคคล การ

ประเมินผลงาน การอบรมและการพัฒนาบุคลากร เงินเดือนและสวัสดิการ การบริหารจัดการความ

หลากหลายภายในองค์การ

HR trends and challenges in the modern workplace; Investment perspective of HRM, Social

responsibility perspective of HRM, Roles of a strategic human resource manager;

Comparative industrial relations; Organizational analysis and work design; HR planning;

Recruiting, selection, evaluation, training and development, compensation and benefits;

Workforce diversity

Credit hours per trimester

Lecture (Hour(s))

Laboratory/field trip/internship (Hour(s))

Self-study (Hour(s))

48 hours (4 hours x 12 weeks)

0 96 hours (8 hours x 12 weeks)

Number of hours that the lecturer provides individual counseling and guidance.




4

- Responsible lecturer with office hour 4 hours per week - Students could make requests for appointments whenever necessary (Monday –

Friday, during office hour)

Section 4 Development of Students’ Learning Outcome

Short summary on the knowledge or skills that the course intends to develop in students.

(CLOs)

By the end of the course, students will be able to

CLO1 Recognize current HRM trends and issues that are influenced by political, economic,

social, technological, legal and environmental (PESTLE) factors

CLO2 Explain the practices of HRM from an investment perspective and social

responsibility perspective along with their ethical standpoints

CLO3 Compare the role of traditional HRM and strategic HRM and the alignment to the

overall business strategy

CLO4 Explain the mechanisms of different HR practices – workforce planning, work

systems design, recruitment and selection, performance management, training and

development, compensation, labor relations – and their alignments

CLO5 Assess real world cases using the theories and concepts of HRM




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Teaching methods for developing the knowledge or skills specified in item 1 and measuring

the course learning outcomes

CLOs Teaching methods Evaluation Methods

CLO1 - Interactive lecture - Case-based analysis

- Paired presentation


- Exam - Quiz - Group case analysis


- Exam - Group case analysis

CLO4 - Interactive lecture - Practice problems - Case-based analysis - Experiential learning

- Exam - Quiz - Group case analysis

CLO5 - Group discussion - Group project

Section 5 Teaching and Evaluation Plans

Teaching plan

Week Topic

Number of Hours

Teaching Activities/ Media

Lecturer Lecture Hours

Lab/ Field Trip/

Internship Hours

1 - Introduction / Disruptive Workplace 4 0 - Interactive Lecture - Case-based analysis

Malinvisa CLO1

2 - An Investment Perspective of

Human Resource Management 4 0

- Interactive Lecture - Case-based analysis

Malinvisa CLO2

3 - Social Responsibility and Human

Resource Management 4 0

- Interactive Lecture - Case-based analysis

Malinvisa CLO2

4 - The Evolving/Strategic Role of 4 0 - Interactive Lecture Malinvisa




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Week Topic

Number of Hours

Teaching Activities/ Media

Lecturer Lecture Hours

Lab/ Field Trip/

Internship Hours

Human Resource Management & Strategic Workforce Planning

- Case-based Analysis

CLO3

5 - Job Analysis and Design of Work

Systems 4 0

- Interactive Lecture - Case-Base Analysis

Malinvisa CLO4

6 - Proactive Recruitment 4 0 - Interactive Lecture - Case-based Analysis

Malinvisa CLO4

7 - Selective Hiring - Interactive Lecture - Practice Problems

Malinvisa CLO4

8 - Performance Management and

Feedback 4 0

- Interactive Lecture - Case-Based Analysis

Malinvisa CLO4

9 - Training and Development 4 0 - Interactive Lecture - Case-based Analysis

Malinvisa CLO4

10 - Compensation 4 0 - Interactive Lecture - Practice Problems

Malinvisa CLO4

11 - Comparative Labor Relations 4 0 - Interactive Lecture - Experiential Learning

Malinvisa CLO4

12 - Group Project Presentation 4 0 - Group Discussion Malinvisa

CLO5 Total 48 0

Plan for Assessing Course Learning Outcomes

Assessing and Evaluating Learning Achievement

a. Formative Assessment




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1. Paired exercise

2. Ad-hoc presentation

3. Small group analysis and reflection

b. Summative Assessment

(1) Tools and Percentage Weight in Assessment and Evaluation

Learning Outcomes Assessment Methods Assessment Ratio

(Percentage)

CLO1 Recognize current HRM trends and issues that are influenced by political, economic, social, technological, legal and environmental (PESTLE) factors

Paired Exercise 2 10

Exam 8

CLO2 Explain the practices of HRM from an investment perspective and social responsibility perspective along with their ethical standpoints

Group Reflection and Analysis 3

16 Quiz 5

Exam 8

CLO3 Compare the role of traditional HRM and strategic HRM and the alignment to the overall business strategy

Group Reflection and Analysis 3 10

Exam 7 CLO4 Explain the mechanisms of different HR practices – workforce planning, work systems design, recruitment and selection, performance management, training and development, compensation, labor relations – and their alignments

Group Reflection and Analysis 6

44 Quiz 10

Paired Exercise 6

Exam 22

CLO5 Assess real world cases using the theories and concepts of HRM

Group Project 20 20

Total 100

Evaluation Methods Expected Learning Outcomes (CLO)

Week Percentage

Quizzes CLO2, CLO4 3, 6, 9 15 Group Reflection and Analysis CLO2, CLO3, CLO4 2, 4, 8 12

Paired Exercise CLO1, CLO4 1, 7, 10 8 Group Project CLO5 11-12 20

Final Examination CLO1-CLO4 13 45




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Evaluation Methods Expected Learning Outcomes (CLO)

Week Percentage

Total 100%

(2) Grading System

Grade Score Achievement GPA A 90-100 Excellent 4.0 B+ 85-89 Very Good 3.5 B 80-84 Good 3.0 C+ 75-79 Fairly Good 2.5 C 70-74 Fair 2.0

D+ 65-69 Poor 1.5 D 60-64 Very Poor 1.0 F <60 Fail 0.0

Student should earn “D” grade and above to pass the course.

(3) Re-examination (If course lecturer allows to have re-examination) N/A Student Appeals

Students can seek for academic advices, and contents and evaluation clarifications from instructors and Program Directors during office hours or by appointments. In addition, MUIC provides students the opportunity to formally appeal on academic-related matters through an appellant letter submitted to the college.

Section 6 Teaching Materials and Resources

Main texts and documents (Required Texts)




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Bernardin, J. 2010. Hiring a Plant Manager at Dynamo Industries. In Human Resource

Management: An Experiential Approach. McGraw-Hill Higher Education.

Bernardin, J. 2010. Problems in the Pay System. In Human Resource Management: An

Experiential Approach. McGraw-Hill Higher Education.

Boudreau, J. and Rice, S. 2015. Bright, Shiny Objects and the Future of HR. Harvard Business

Review.

Buckingham, M. and Goodall, A. 2015. Reinventing Performance Management. Harvard

Business Review.

Burton, D. 1998. Rob Parson at Morgan Stanley. Harvard Business School Publishing.

Cappelli, P. 2015. Why We Love to Hate HR…and What HR Can Do About It. Harvard Business

Review.

Mello, J. A. 2015. Strategic Human Resource Management. Cengage.

Meister, J. C. and Willyerd, K. 2010. The 2020 Workplace: How Innovative Companies Attract,

Develop, and Keep Tomorrow's Employees Today.

Roberson, L and Kulik, C. T. 2007. Stereotype Threat at Work. Academy of Management

Perspective, 21 (2), 24-40.

Recommended documents and information (Suggested Materials)

Bevelander, D., Nolan, J. and Page, M. 2015. Humor or Harassment, Harvard Business Review,

June, pp. 114-117.

Bloomberg Businessweek. 2008. International Isn’t Just IBM’s First Name.

Pfeffer, J. 1998. Seven Practices of Successful Organizations. California Management

Review, 40/2 (Winter): pp. 96-124

The Economist. 2002. The Changing Role of HR. Retrieved via

http://www.economist.com/node/1163913




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The Economist. 2009. Human Resources Transformation. Retrieved via


Other Resources (If any)

- N/A

Section 7 Evaluation and Improvement of Course Management

Strategies for evaluating course effectiveness by students

- Mid-trimester feedback that are anonymous from students - Formal student evaluations at the end of trimester with the results monitored by a

Program Director Strategies for evaluating teaching methods

- Peer evaluation based on class visits - Formal student evaluations at the end of trimester on teaching methods

Improvement of teaching methods

- Attendance of teaching and learning training/seminars - Improvement through Closing the Loop activity using feedbacks from students and

results of the evaluation of Course Learning Objectives - Dialogue with peers

Verification process for evaluating students’ standard achievement outcomes in the course

- Comments from students on learning outcomes and evaluation criteria - Formative feedbacks to students’ project and papers are communicated to students - Evaluations of Course Learning Objectives by faculty members through several

evaluation methods recorded in an Assurance of Learning (AoL) report. Review and plan for improving the effectiveness of the course

- Continuous improvement through Closing the Loop activity using feedbacks from students and results of the evaluation of Course Learning Objectives





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- Formal dialogue among Program Directors, AoL and Curriculum Development subcommittee and responsible faculty members

Appendix

Alignment between Courses and Programs

Table 1 The relationship between course and Program Learning Goals (PLGs)

Course code and title Program Learning Goals (PLGs)

LG1 LG2 LG3 LG4 LG5 LG6

ICMB 236 Human Resources Management

I R P

Table 2 The relationship between CLOs and Program Learning Objectives (PLOs)

Course Learning Objectives Program Learning Goals (PLGs)

LG1 LG2 LG3 LG4 LG5 LG6 CLO1 Recognize current HRM trends and issues that are influenced by political, economic, social, technological, legal and environmental (PESTLE) factors

PLO2.1

CLO2 Explain the practices of HRM from an investment perspective and social responsibility perspective along with their ethical standpoints

PLO4.1

CLO3 Compare the role of traditional HRM and strategic HRM and the alignment to the overall business strategy

PLO5.1

CLO4 Explain the mechanisms of different HR practices – workforce planning, work systems design, recruitment and selection, performance management, training and

PLO5.1




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Course Learning Objectives Program Learning Goals (PLGs)

LG1 LG2 LG3 LG4 LG5 LG6 development, compensation, labor relations – and their alignments CLO5 Assess real world cases using the theories and concepts of HRM

PLO5.3

Table 3 The description of PLGs and PLOs of the course

PLGs PLOs PLG2 Students are able to think critically and to logically arrive at conclusions

PLO2.1 Students can identify relevant information to business issues

PLG4 Students are able to assess ethical implications of business practices and to describe the importance of sustainability in business

PLO4.1 Students can assess the ethical implications of business practices

PLG5 Students are able to explain management concepts and to accomplish tasks within a changing business environment

PLO5.1 Students can explain the principles of business resources management/demonstrate knowledge of the main functional areas of management including marketing, finance, operations, economics, and people management PLO5.3 Students can assess changes in a working environment and their impacts

Documents

Core course Undergraduate Course Title Human Resource ... · 1. CLO1 Recognize current HRM trends and issues that are influenced by political, economic, social, technological, legal