UNIVERSITY OF VERMONT EDLP 386/ PA 395 ORGANIZATION RESOURCES AND DEVELOPMENT Dr. Richard Greggory Johnson III Assistant Professor Educational Leadership and Policy Studies Graduate Program Office Hours: By appointment Phone: 656-2929 SYLLABUS INTRODUCTION This course is offered as a graduate level seminar focusing on the human resources practices and processes of the public sector. The course is designed to provide exposure to the socio-political foundation of this nation’s civil service and to provoke critical analysis of the evolution of human resource management within education, government and non-profit organizations. However, the course is also concerned with the equitable evaluation and development of personnel within the above-mentioned fields. The seminar is directed primarily toward the study of public human resource systems with particular focus upon the influence of recent statutory, judicial and regulatory changes on the policies and practices of public organizations and institutions. We will examine and analyze traditional and emerging personnel functions in light of evolving perceptions of equal opportunity, affirmative action, mandatory testing, comparable worth, sexual harassment, elective fringe benefits, a reduction in the workforce. Extending the conceptual fluency regarding the interdependence of human resources management, policy formulation and organizational priorities is a significant course objective. APPROACH TO COURSE The approach to the course is varied. In addition to traditional readings and lectures, we will conduct library research to learn about the broad functional areas of staff evaluation and development. Please note that this seminar is being offered at the University of Vermont, a research institution. As such, this seminar is primarily concerned with the theory and analysis of staff evaluation and development. In other words, this is not a how-to-course. For example, this course will not address the stages of evaluating staff. However, this course will address the complexities associated with evaluation of staff in a contemporary organization.


LEARNING OBJECTIVES Upon completion of the course, students will: 1. Have a working knowledge of the history and evolution of public personnel management and merit principles in the United Sates 2. Have a basic knowledge about the functional and process elements of public personnel systems 3. Know how the primary functional areas of public human resources management compliment and reinforce one another and 4. Have an understanding of some of the contemporary issues facing public personnel management in the twenty-first century. REQUIRED READING 1) Public Personnel Management: Current Concerns, Future Challenges by Ban and Riccucci *032108562* 2) Public Personnel Administration: Problems and Prospects by Hays and Kearney *013041378-x* 3) Cultivating and keeping committed special education teachers : what principals and district leaders can do by Bonnie S. Billingsley *1412908884* 4) Human Resources Administration: A School-Based Perspective (2nd ed) by Richard E. Smith 1-930556-10-1. (*Paperback)* 5) The Case for Bureaucracy by Charles Goodsell (4th edition). 1-56802-907-1 NOTES ON ASSIGNMENTS It is expected that all students will read all assigned readings, for each week’s class session. It is also expected that students will be prepared to discuss the readings, and to exhibit critical thinking skills in doing so. Your participation in these discussions will not be graded, but will count toward your participation grade.


WRITTEN ASSIGNMENTS AND PRESENTATIONS 1. Public Personnel and the Courts. You must include information about case law in your final project. This assignment will help you prepare for that section of your project. Identify, research and do a write-up of not more than ten double spaced pages on one important U.S. Supreme Court case. Since the Court has ruled extensively on just about every area of public personnel, Your write-up must include: facts/background of the case; decisions and rationale of the lower courts as they adjudicated each case; decisions and rational of the U.S. Supreme Court in its adjudication: and how these cases changed, or otherwise affected, public personnel management in the United States. Examples for this paper may include: Hair, Childcare, Home Care, Same-sex Benefits, Harassment Issues, Wrongful Termination etc. Due class six. 2. Leadership Interview and Presentation. Each student will conduct an interview with an organizational leader in a public agency, public K-12 school district or non-profit organization. The individual selected should supervise at least four people. And have significant responsibility in shaping the organization. Topics addressed will include the major role that evaluations and staff/teacher development play in that organization. Please note that a formal paper is due. And, my expectation is that each student will collect enough data for a ten-page paper. Presentations should be at least ten minutes or longer. Due class eleven. 3. The Highhope Project and Power Point Presentation. The Highhope Project is the hallmark of this seminar. In a twenty, double spaced, paper (per group), students will be expected to develop a new approach for evaluating staff fostering their development. Good library research will serve as the basis for the Highhope Project. But, savvy students will also draw upon other counties as well as other sources to make this project enjoyable and meaningful. In this formal paper, each group is required to provide clear evidence of independent and interdependent research and analysis of the issue and thorough discussion of its implications to the field in light of the material covered during the course. The power point presentation is a major part of the Highhope Project. Each presentation should be twenty to thirty minutes long. The Highhope Project is a fictitious city where students will plan its governance. Each team will be from a different unit of the Highhope community (for example, public K-12 district, local government and nonprofit organizations). However, each unit will be responsible for covering the same functional areas: Evaluation of staff and the unit; staff development and retention; compensation/benefits/pay increases and; affirmative action and diversity. Students will also need to select a country of like worth and infuse its usefulness into the final project.


Students will discover the high degree of interdependence on how the different units in Highhope work together. Finally students will hone their critical thinking skills as a result of plans from the Highhope governance team. Due class fifteen.

COURSE REQUIREMENTS A graduate seminar holds as an essential element the involvement of all students in thought provoking intellectual analysis. Sustained participation by students in class discussions, presentations and debate is expected in this course and will bear directly upon student’s evaluation. Thorough preparation for each class is expected to include completing reading assignments and such other outside research as may be necessary to ensure a positive contribution to classroom discourse. ATTENDANCE This is a graduate seminar. Therefore, I will not suggest that attendance is mandatory. However, your presence is strongly encouraged and appreciated. Please note that students should phone or email me should they need to be absent from class. But be advised that the flow of the class will be greatly shifted when students don’t attend, or don’t come prepared. Please give us the benefit of your contributions by attending each class session. WE ALL ARE THE BETTER FOR YOUR ATTENDANCE AND CLASS PREPARATION. ONE-ON-ONE’S WITH Professor Johnson The University of Vermont takes grading of its students very seriously. As such I have a practice of providing my students with an opportunity to meet with me one-on-one’s in my Waterman 451 office. The meetings occur during midterm time and provide me and the student an opportunity to discuss his/her class progress. I have found this method of feedback to work very well. And it is one that I have employed for years. I will also return all Court papers at that time, class 8 . WOOBINE AVENUE SEMINAR Each semester I host an informal lecture at my home. Generally, I may cook or serve other goodies. Students may or may not bring goodies. However, attendance is mandatory. The purpose of the seminar is to introduce the week’s topic or presentations. Students are not expected to take notes. However, participation in the discussion is critical. The seminar will be class 12. I will provide directions to my home in Shelburne, Vermont, as the seminar date approaches. Interview papers must be left at my home before students leave for the evening!!


GRADING Each student’s performance and productivity, will be graded objectively, using the following grading scale: Public Personnel and the Courts paper--30 Leadership Interview --20 points Highhope Project 40--points Overall Class Participation and Preparedness --10 points Total Points—100 points READING/WRTING/PAPER SCHEDULE First Class: Introduction to the Course, Syllabus, and each other 1. Discussion of Projects 2. Discussion of Possible Countries for Final Paper 3. Discussion of Interdependent link for Final paper Second Class: Theories, Concepts, Controversies and History Carolyn Ban and Norma M. Riccucci, Chapters 1& 2 Hays and Kearney Chapter 3 Smith Chapter 1 Class Three: Recruitment of Staff/Teachers, and the like! Ban and Riccucci Chapter 12 Hays and Kearney Chapter 8 and 19 Bonnie Billingsley Chapter 3 Smith Chapter 3. Class Four: Research Class Mr. Scott Shaffer, ESQ We will meet in the Instruction Room at Bailey Howe library. The room is located past the reference desk Research Class Class Five: The Impact of Diversity on Organizations Ban and Riccucci Chapter 8 Johnson and Rivera: Handout

Class Six: Compensation and Benefits


Ban and Riccucci Chapter 13 Hays and Kearney Chapter 10 Smith Chapter 10 Submit: Public Personnel and the Courts Class Seven: GRANT WRITING CLASS PLEASE BRING EXAMPLES OF GRANTS YOU HAVE DONE TO CLASS. Please review the UVM Office of Sponsored Programs for articles and links. Class eight: Town Meeting Day—One-on-One Meetings with Dr. J. Public Personnel and the Courts Paper Returned. ( Class nine: March 11) Spring Break—No Class/Have a good time!!! Class Ten: Employee Training and Development and Performance Assessments Bonnie Billingsley Chapter 5 Ban and Riccucci Chapter 14 Smith Chapter 8 Hays and Kearney Chapter 10 Ban and Riccucci Chapter 13 Class Eleven: TEAM PROJECTS ON YOUR OWN!! Class Twelve: Woodbine Avenue Seminar The Case for Bureaucracy by Charles Goodsell (entire book) Leadership Interview and Presentation Due!! Class Thirteen: The Challenges of Affirmative Action and Equal Employment Opportunity in Public Organizations Ban and Riccucci Chapter 6 Smith Chapter 11 Leadership Interview project returned Guest Speaker: TBA Class Fourteen: Retaining Staff/Faculty and the like Bonnie Billingsley Chapter 9 Class Fifteen: HIGHHOPE PROJECT AND PRESENTATIONS DUE!!


Brief Bibliography on Public Personnel/Human Resources Management Please note that this is not an exhaustive list. Additional inquiry is encouraged. Books Ban, Carolyn and Norma M. Riccucci, eds. 1997. Public Personnel Management: Current Concerns, Future Challenges. NY;Longman (2nd edition). Cayer, N. Joseph. 1996. Public Personnel Administration in the United States. NY: Saint Martin’s Press. Coleman, Charles J. 1990. Managing Labor Relations in the Public Sector. Francisco: Jossey-Bass. Cozzetto, Don A., Theodore B. Pedeliski, and Terence J. Tipple. 1996. Public Personnel Administration. Upper Saddle Creek River, NJ: Prentice-Hall. Elliott, Robert H. 1985. Public Personnel Administration: A Values Perspective. Reston, VA:Reston Publishing Company. Freedman, Anne. 1993. Patronage: An American Tradition. Chicago: Nelson-Hall. Goodsell, Charles T. 1994. The Case for Bureaucracy: A Public Administration Polemic. Chatham, NJ: Chatham House (4rd edition). Graham, Cole Blease, Jr. and Steven W. Hays. 1986. Managing the Public Organization. Washington, D.C.: CQ Press. Hays, Steven W. And Richard C. Kearney. 1995. Public Personnel Administration: Problems and Prospects. Englewood Cliffs, NJ, Prentice-Hall (3rd edition). Ingraham, Patricia Wallace. 1995. The Foundation of Merit: Public Service in American Democracy. Baltimore: The Johns Hopkins University Press. Ingraham, Patricia W. and Barbara Romzek, eds. 1994. New Paradigms for Government: Issues for Changing Public Service. San Francisco: Jossey-Bass. Kearney, Richard. 1992. Labor Relations in the Public Sector. NY Marcel Dekker (2 nd Edition). Klingner, Donald E. and John Nalbandian. 1993. Public Personnel Management: Contexts and Strategies. Englewood Cliffs, NJ: Prentice-Hall (3rd edition).


Moore, Perry. 1985. Public Personnel Management: A Contingency Approach. Lexington, MA; Lexington Books. Mosher, Frederick C. 1982. Democracy and the Public Services. NY: Oxford University Press (2nd edition). O’Neil, Robert. 1993. The Rights of Pubic Services. NY; Oxford University Press (2nd Edition). Osborne, David and Ted Gaebler. 1992. Reinventing Government: How the Entrepreneurial Spirit Transforming the Public Sector. Reading, MA: AddisonWesley. Pynes, Joan E. 1997. Human Resources Management for Public and Nonprofit Organizations. San Francisco: Jossey-Bass. Riccucci, Norma M. 1990. Women, Minorities, and Unions in the Public Sector. Westport, Conn.:Greenwood Press. Riley, Dennis D. 1993. Public Personnel Adminsitration. NY:HarperCollins. Rosenbloom, David H. 1971. Federal Service and the Constitution. Ithaca, NY: Cornell University Press. Shafritz, Jay M., Norma M. Riccucci, David H. Rosenbloom, and Albert C. Hyde. 1992. Personnel Management in Governement: Politics and Process. NY Marcel Dekker (4th edition). Schuler, Randall S. 1995. Managing Human Resources. St. Paul, MN: West Publishing (5th edition). Stahl, O. Glenn. 1983. Public Personnel Management. NY: Harper & Row (8th edition). Sylvia, Ronald D. 1989. Critical Issues in Public Personnel Policy. Pacific Grove, CA: Brooks/Cole. Thompson, Jonathan. 1995. Human Resource Management in Government. NY: HarperCollins. PERIODICALS Administration & Society Administrative Science Quarterly The Bureaucrat


Civil Service Journal Compensation and Benefits Management Employee Relations Law Journal Governing The Government Executive Industrial and Labor Relations Review International Journal of Public Administration Journal of Collective Negotiations in the Public Sector The Journal of Human Resources Journal of Public Affairs and Education (J-PAE) Labor Law Journal Labor Law Review Personnel Journal Personnel Psychology Public Administration Review (PAR) Public Productivity Review Review of Public Personnel Administration PROFESSIONAL ASSOCIATIONS/INFORMATION SOURCES Brookings Institute Georgetown University’s Public Policy Institute International City Manager’s Association (ICMA) American Society for Public Administration (ASPA) International Personnel Management Association (IPMA) The Snelling Institute (Burlington, VT)



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