University of
Ghana
Department of
Political Science
First Semester,
2018/2019 Academic Year
Course Syllabus
Course Code and
Title: POLI 457 Human Resource Development and Management
Instructors:
Dr. Rosina Foli
Dr. Bossman E. Asare
bossasare@gmail.com/beasare@ug.edu.gh
Office Location and Hours:
Political
Science Department, Room 12
Thursdays
10 am – 1 pm or by appointment
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Course
Title
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Human Resource Development and Management
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Course
Code
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POLI 457
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Lecture
Periods and Venues
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Main
Campus:
·
Tues 7:30 – 9:20, JQB 09
Accra
City Campus
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Monday 7:50 – 9:50 ICT Lab 2
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Purpose
and Objectives
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Human resource development and
management involve the
long-established public sector functions of selection, recruitment,
evaluation, promotion, salaries and benefits, disciplinary actions (including
dismissals), as well as policies designed to enhance the productivity of the
workforce. It entails programs, such as employee training and educational
assistance, seminars on best practices in the workplace, coaching, and
organizational development. Focusing on the public sector, the course
examines human resources issues against the backdrop of internationally
recognized benchmarks. It traces the evolution of the human resources
function in an effort to show how it has become prominent in both public and
private sector management. The course
also draws insights from the business sector and elsewhere (rich countries)
to explicate what ought to be in the public sector in Ghana.
By the end of the class, students
should be able to know (a) the role human resource managers play in public
organizations; (b) that the ultimate goal of human resource management and
development is the development of a superior workforce that will accomplish
the goals of the organization; (c) the relevance of technology in today’s HR
management; (d) the role of teams in organizations; (e) the problems inherent
in human resource practices in Ghana’s public sector; (f) the relevance of a
diverse workforce on organizational competitiveness; (g) the various skills
and qualities essential in public sector management; (h) the importance of
safety and stress at the workplace, and etc.
The assigned readings are
compulsory for all students, as are class participation and attendance.
Essentially, the course employs the participant-centered and active learning
approaches to teaching. This should
suggest the use of learning cases in the class. This course is designed for
serious students who want to make impact in the class as well as in the
world. In view of this, I expect all of you to be diligent and conduct
yourselves as students who are ready to learn and also share their knowledge
and experiences with others.
Required
Text Angelo
S. DeNisi and Ricky W. Griffin
(2008), Human Resource Management (3rd Edition), Houghton Mifflin
Company
Evan
M. Berman, James s. Bowman, Jonathan P. West and Montgomery R. Van Wart (2016), Human resource Management in Public Service:
Paradoxes, Processes, and Problems (Fifth Edition), Sage Publications, Inc.
Recommended Texts
John
Schermerhorn, James Hunt, and Richard Osborn (2005), Organizational
Behavior (9th Edition), Wiley.
Robert
B. Denhardt and Janet V. Denhardt
(2009), Public Administration: An Action Orientation (6th Edition), Thomson
Wadsworth.
Richard L. Daft (2008), The
Leadership Experience (fourth edition), Thomson Southwestern
David
Whetten and Kim Cameron (2005),
Developing Management Skills (Sixth Edition) Pearson Prentice Hall
Robert Kreitner and Angelo Kinicki
(1998), Organizational Behavior (fourth Edition), Irwin-McGraw-Hill
Exams
Final exams will consist of a
combination of fill in the blanks, short essays, and long essay questions.
The final is cumulative, with questions ranging from the first day to the
last day of class. The Interim Assessment (20%) will involve fill-in-the-blanks
and short essay questions. The IA will focus on certain areas. The date for
the IA will be announced in class.
Term Reflective Paper (10%)
Each student should respond to the
question below in 1000-1200 words long, 12-point font, and double-spacing: To what extent is a diverse workforce a
prerequisite for the competitiveness of organizations? The paper (10%) is
due on the fifth week at class time.
Civility
Civility in the classroom is
expected of all students. Students who disrupt class to the extent that
other’s educational opportunities are diminished may be asked to leave the
classroom. Cell phones must be turned off at all times in the classroom.
Communicating
with your Instructor
Feel free to stop by during office hours to
discuss academic matters or concerns. If this time is not conducive you can
email to set up appointment. All emails sent should include POLI 457 in the subject line.
Class Attendance and Participation
Attendance will be monitored every
class session, and students are expected to regularly and relevantly
contribute to class discussions by raising questions and making salient
comments. For the purpose of class participation, which is compulsory,
students are encouraged to talk about their experiences at their places of
Attachments and Internships and what they have heard/seen relating to human
resource management. This will be an opportunity for students to make oral
contributions, in addition to the regular lectures and discussions.
Importantly, be aware that students who attend class regularly tend to
perform substantially better than students who skip regularly.
Learning
Disability Students
Any student with an officially
recognized disability should make fitting arrangements with the university,
not the instructor.
Plagiarism
and Cheating
Plagiarism, which is representing
somebody’s work as your own, as well as cheating in all forms, must be
avoided. The consequences of these behaviors are not worth mentioning in this
class.
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Disclaimer
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The lecture schedule, policies, and assignments in
this course are subject to change in the event of extenuating conditions,
by mutual consent, and/or to ensure better student learning.
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Week No./Date
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Lecture/Topic
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Tutorials
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Venue
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Assessment/
Readings
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1.
20.08.18
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Introduction to
course-expectations, nature of exams and learning strategies
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One hour
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JQB 09/ICT Lab 2
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2.
27.08.18
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The nature of human resource
management and Outsourcing in HR management
Teams/Groups in Organizations
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One hour
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JQB 09/ICT Lab 2
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DeNisi and Griffin chapter 1, Denhardt and
Denhardt chapter 8
Daft chapter 10, Schermerhorn et.
al chapter 9, Kreitner and Kinicki 10
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3.
03.09.18
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Information for making human
resource decisions
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One hour
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JQB 09/ICT Lab 2
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DeNisi and Griffin chapter 5,
Denhardt and Denhardt chapter 8
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4.
10.09.18
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Recruiting and selection/staffing
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One hour
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JQB 09/ICT Lab 2
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DeNisi and Griffin chapter 7, Denhardt and
Denhardt chapter 8, Schermerhorn et. al chapter 4, Daft chapter 2
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5.
17.09.18
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Labor Unions and Government
relations
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One hour
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JQB 09/ICT Lab 2
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Berman et al (2016), Chapter 11
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6.
24.09.18
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Collective Bargaining
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One hour
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JQB 09/ICT Lab 2
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Berman et al (2016), Chapter 12
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7.
01.10.18
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Performance appraisal and career management; Performance enhancement
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One hour
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JQB 09/ICT Lab 2
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DeNisi and Griffin chapter 14
DeNisi and Griffin chapter 10
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8.
08.10.18
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Interim Assessment
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One hour
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JQB 09/ICT Lab 2
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Interim Assessment – Venue TBA
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9.
15.10.18
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Managing the diverse workforce
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One hour
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JQB 09/ICT Lab 2
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DeNisi and Griffin chapter 8,
Schermerhorn et. al chapter 3, Kreitner and
Kinicki 2, Daft Chapter 11
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10.
22.10.18
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Safety, health, well-being, and
security
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One hour
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JQB 09/ICT Lab 2
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DeNisi and Griffin chapter 12,
Whetten and Cameron chapter 2
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11.
29.10.18
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Managing Conflicts in
Organizations
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One hour
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JQB 09/ICT Lab 2
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Whetten and Cameron chapter 7
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12.
05.11.18
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Leadership
and management skills in public organizations
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One hour
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JQB 09/ICT Lab 2
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Denhardt and Denhardt chapter 9,
Schermerhorn et. al chapter 4, Daft chapter 2
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13.
12.11.18
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E-HRM
Revision
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Revision
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JQB 09/ICT Lab 2
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http://ijbssnet.com/ journals/Vol_5_No_2_February_ 2014/17.pdf
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14 – 16.
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Final
Exam (70%)
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