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Public and Nonprofit Human Resource Management PA 395

Building and Sustaining Successful Organizations by Understanding People


(Summer 2014)

Instructor: Richard H. Cate (richard.cate@uvm.edu). I will not be conducting office hours but
you may email your questions to me at any time. If you want to have a conversation, we can
arrange by email a convenient time to talk. Because I receive so much email, please put PA
395 in the subject line of any email that you send to me.

Course Introduction: This course is based on the premise that organizations can only be
successful if they employ qualified and motivated people, and that the art of human resource
management is key to meeting the needs of the organization and its people. In this course we
will link the literature to real life circumstances and we will hone our communication and
problem solving skills. The course is designed to help you learn about human resource
management by reading, debating and doing. As a manager and leader, regardless of the type of
organization in which you serve, there will be human resource management challenges that
confront you. I want to help to prepare you for these challenges but the course is not designed to
prepare you to be a human resources specialist. Through the case method, you will have an
opportunity to experience the complexity of the challenges that confront those that work in this
field. The course is designed for everyone from the full-time student to those that are working
full-time in an organization where the skills learned in this course can be immediately applied.
We can all learn and benefit from our study of the literature and from our reflections on its
content, as we look at human resources management through the lenses of public benefit,
efficiency and effectiveness.

Required Texts:
Kulik, Carol T. Human Resources for the Non-HR Manager (2004).
ISBN 978-0-8058-4296-8
Nkomo, Stella, et. al. Applications in Human Resource Management: Cases, Exercises and Skill
Builders (2004). ISBN 0-324-20081-1 (This 2004 edition is not the most recent one but it is
less expensive)
Sucher, S. J. (2004). Moral Reasoning: Integrating Moral Deliberation into Decision Making.
Boston, Harvard Business School. On Blackboard.

Course Design: This will by a hybrid, six-week course with four face-to-face classes on the
evenings of July 8
th
, 22
nd,
29
th
and August 5
th
(5:00 8:00 PM). The rest of the course will take
place online via Blackboard. We will use the Journal, Discussion Board, Blog and Group tools in
Blackboard in a continuous collaboration toward the learning objectives described below.
Weekly assignments will include reading assignments, the submission of papers, analyses of
current human resources challenges from media stories, and small group projects (over
Blackboard). The course will also include short, weekly online lectures to orient students to the
weeks work, extensive use of online resources, and a final project consisting of a 4000 word
analysis of a human resource management challenge in an organization and an accompanying
presentation.

Examples of Learning Objectives:
- Explain why having a diverse workforce is important for an organization.
- Analyze a human resource management "problem" and devise alternate solutions based on the
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Sucher "Moral Reasoning" model.
- After reading an employment agreement, distinguish between elements that are favored by
management and those favored the bargaining unit.
- Develop a list of management proposals and a list of union proposals for an employment
contract bargaining session.
- Participate in a mock contract bargaining session.
- Explain the "small p" political aspects of a human resource management case study.
- Evaluate the financial impact of a human resources related proposal.
- Explain the basic concepts of the federal Equal Opportunity Legislation, the Civil Rights Act
(including Title VII), the Americans with Disabilities Act, the Family and Medical Leave Act,
and the Equal Pay Act.
- Explain the progressive discipline process and integrate it into the solution to a case study
situation.
- Compose an effective employee performance appraisal.
- Produce a 4000 word written report examining and analyzing a real world human resource
management situation.
- Orally present to an audience the results of the aforementioned written report.
- Judge whether a media story is objective and based on factual information.
- Critique, in a fair and non-judgmental manner another students analysis of a human resource
management situation.
- Apply the concept of Moral Reasoning in devising solutions to complex problems.
- Explain the concept of the human side of human resource management.

Course Process:
There are twelve modules for the course, of which four are face-to-face class sessions. The
modules will be made available to you in sequential order rather than all at once and you will
find them listed under Course Materials from the menu on the left side of the Blackboard
course page. This method has been found to result in better student learning outcomes as it
results in more of a continuum of student engagement, as you would experience if you were
attending class on a regular schedule. Please note that all Blackboard submissions are due by
5:30 PM on the due date listed in this syllabus.

Your grades for the course will be based on the papers that you submit for each module,
participation (on line and in person), your final paper, and the presentation of the final paper at
the last class. The formatting for all of your papers, including the final, should be: 1.0 line
spacing, 1 margins and 12 point font Times New Roman. As you write the responses to the
cases and incidents make sure to make good use of the limited space by stating your points
clearly and completely. It generally takes more forethought to write a short paper well than it
does a somewhat longer one. Use the moral decision making framework, outlined in the Sucher
article, to guide the construction of your case response. To submit your case responses, go to
Course Materials; then click on the title of the appropriate module (e.g. Module 1); and there
you will find, below the module outline, a port via which you can submit your response. You
should submit your two responses as one combined file. Please also submit your case responses
in the appropriate thread on the Discussion Board so that you can compare notes and query each
other about your proposed solutions.

Participation online will take the form of responding to what others have said or articles they
have posted as well as your own submissions. These responses should also be short and to the
point while providing added value to the conversation. Oral participation in class should consist
of the same type and quality of input. If for any reason you have to be absent from class, please
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send me an email in advance so that I can take your circumstances into consideration when
calculating your participation grade. Please treat this aspect of class involvement as you would in
dealing with your employer.

The remainder of your grade will be derived from a final paper (at least 4000 words, not
counting references) that is due on August 5
th
and your presentation of that paper. From the
media you will select a real life public or nonprofit human resources management situation that
has had an adverse impact on an organization. Make sure to select a topic about which there is
enough available information upon which to create a paper of the required length.

Your paper should include the following components:
A description of the situation.
A description of the organization its scope and size; its management philosophy; its
mission; and the degree to which it is or is not successful.
Your analysis of what workplace conditions contributed to this situation.
A thorough description of the people involved in this situation their positions, their
personalities and their approach to interpersonal relations.
Using what you learn from the readings, the Sucher case and our class discussions,
analyze the situation from the perspective of a senior manager of this organization.
Write the story of how you would use Moral Reasoning to resolve this human
resources management problem including a description of the following steps:
- Situation
- Self
- Others
- Identifying morally acceptable options
- Analyzing the options
- Analyzing leading candidates for action
- Creating the action plan

You should not write this paper in report format responding to each point in order. Instead, tell
me the story of this situation, the people that are involved and how you are going to resolve it.
Get inside the mind of the organization and tell me about your understanding of the culture.
How does it work, or not?

Our last class will be devoted to final paper presentations. You will have 15 minutes for your
presentation and then there will be ten minutes for questions and discussion. You should create a
PowerPoint (or similar open source software) presentation of no more than ten slides. Please
inform me by July 9th the topic you have chosen for your final paper.

Grading: Module papers - 30 points
Participation - 30 points
Final paper - 30 points
Final Presentation - 10 points






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Module Schedule:

Module 1 (Open July 1
st
and due by July 4
th
) Introduction & Equal Employment
Opportunity
Listen to Module 1 Lecture
Post your self-introduction to the discussion board in the appropriate thread (see attached
form outline at the end of this syllabus)
Reading assignment Kulik, chapters 1 & 2; Nkomo, Cases 1 & 2
Submit case responses to the Discussion Board and Course Materials
Submit a blog entry describing what you would like to learn during the class and what
three key HRM questions you would like answered
Post the links to two relevant HRM media articles on the Discussion Board in the
appropriate forum for all to view and comment on one of them within the thread

Module 2 (Open July 1
st
and due by July 7
th
) - Recruiting
Listen to Module 2 Lecture
Reading assignment Kulik, chapter 3: Nkomo, Cases 39 & 40
Submit case responses to Discussion Board and Course Materials
Blog a one hundred word summary of your thoughts about one of the points raised in the
Kulik reading assignment
Post the links to two relevant HRM media articles on the Discussion Board in the
appropriate forum for all to view and comment on one of them within the thread

Module 3 (July 8
th
Face-to-Face Class) - Hiring
Pre-class reading assignment Kulik, chapters 4 & 5; Nkomo, Case 41 and Incident 46
Submit case responses to Discussion Board and Course Materials
Review Exercise 43 in preparation for class
Submit the topic of your final paper
Bring two articles to class for discussion

Module 4 (Open July 8
th
and due by July 11
th
) Performance Appraisals
Listen to Module 4 Lecture
Reading assignment Kulik, chapter 6; Nkomo, Exercise 59
Respond to the emails in Exercise 59 rather than responding to cases.
Blog a one hundred word summary of your thoughts about one of the points raised in the
Kulik reading assignment
Post the links to two relevant HRM media articles on the Discussion Board in the
appropriate forum for all to view and comment on one of them within the thread
Submit a journal entry regarding your thoughts about the class thus far



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Module 5 (Open July 8
th
and due by July 14
th
) Reward Systems
Listen to Module 5 Lecture
Reading assignment Kulik, chapter 7; Nkomo, Cases 63 & 65
Submit case responses to Discussion Board and Course Materials
Blog a one hundred word summary of your thoughts about one of the points raised in the
Kulik reading assignment
Post the links to two relevant HRM media articles on the Discussion Board in the
appropriate forum for all to view and comment on one of them within the thread

Module 6 (Open July 15 and Due July 18
th
) Compensation and Benefits
Listen to Module 6 Lecture
Pre-class reading assignment Nkomo, Cases 66 and 67 and Incident 76
Submit responses to two of the three cases/incidents to Discussion Board and Course
Materials
Post the links to two relevant HRM media articles on the Discussion Board in the
appropriate forum for all to view and comment on one of them within the thread

Module 7 (July 22
nd
Face to Face Class) Discipline Processes
Reading assignment Kulik, chapter 9; Nkomo, Cases 83, 85, 86
Submit responses to two of the three cases to Discussion Board and Course Materials
Blog a one hundred word summary of your thoughts about one of the exercises in the
reading assignment
Bring two media articles to class for discussion
Role play an assigned discipline case

Module 8 (Open July 22
nd
and due by July 25
th
) Workforce Diversity
Listen to Module 8 Lecture
Reading Assignment Assigned Readings; Nkomo, Cases 9, 11 & 13
Submit responses to two of the three cases to Discussion Board and Course Materials
Blog a one hundred word summary of your thoughts about the definition of diversity in
the workforce
Post the links to two relevant HRM media articles on the Discussion Board in the
appropriate forum for all to view and comment on one of them within the thread

Module 9 (Open July 22
nd
and due by July 28
th
) Sexual Harassment
Listen to Module 9 Lecture
Reading assignment Kulik, Chapter 11; Nkomo, Case 16, Incident 26 & Exercise 21
Submit your response to Case 16 and, in your second paper, answer the questions in
Exhibit 1.27 in Exercise 21 to Discussion Board and Course Materials
Blog a one hundred word summary of your thoughts about one of the points raised in the
Kulik reading assignment
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Post the links to two relevant HRM media articles on the Discussion Board in the
appropriate forum for all to view and comment on one of them within the thread

Module 10 (July 29
th
Face-to-Face Class) Contract Negotiations and Management
Pre-class reading assignment Assigned union contract; Nkomo, Cases 95, 96 & 97
Submit responses to two of the three cases to Discussion Board and Course Materials
Familiarize yourselves with the VSEA contract found in Course Materials
In class contract negotiation role play
Small group follow-up assignment
Bring two HRM articles to class for discussion

Module 11 (Open July 29
th
and due by August 1
st
) Ending the Employment Relationship
Listen to Module 11 Lecture
Reading assignment Kulik, Chapter 10; Cases 28 & 30
Submit responses to cases to Discussion Board and Course Materials
Post the links to two relevant HRM media articles on the Discussion Board in the
appropriate forum for all to view and comment on one of them within the thread
Submit assigned small group project to Discussion Board and Course Materials

Module 12 (August 5
th
in Class)
Final project papers are due submit through Blackboard by 5:00 PM
In class presentations of final projects Submit presentation through Blackboard
by 5:00 PM

Course Competencies: This course extensively covers the following core Master of Public
Administration competencies as major themes:

1b. Capacity to understand the governance structures of government, non-profits and for-profits
1c. Capacity to identify and eventually manage public, private, non-profit
collaboration/overcome conflicts
1d. Capacity to understand and apply administrative authority (top down/bottom up/lateral)
2b. Capacity to understand and apply policy streams, cycles, systems foci upon past, present and
future policy issues
2c. Capacity to understand how problem identification impacts public administration
4b. Capacity to understand the value of professional integrity/ethics in PA practice
4c. Capacity to understand the value of professional integrity/ethics in PA practice
4d. Capacity to understand and eventually demonstrate the value of leadership to PA practice
4e. Capacity to be or become a reflective practitioner
5a. Capacity to undertake high quality oral & written communication
5b. Capacity to understand and appreciate the value of pluralism, multiculturalism & cultural
diversity
5c. Capacity to be or become an active listener and responsive practitioner
5d. Capacity to understand the value of coalition & team building
5e. Capacity to understand and carry out effective human resource management
5f. Capacity to directly or indirectly utilize information systems/technology in PA practice
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5g. Capacity to understand the role of media &public relations in PA practice

This course also covers the following core Master of Public Administration competencies as
minor themes:
1a. Capacity to understand accountability/ democratic theory
2d. Capacity to understand and carry out effective policy implementation


Academic Integrity: What follows was extracted from the UVM Code of Academic Integrity
(http://www.uvm.edu/policies/student/acadintegrity.pdf). I will not say more on the subject
except that, in spite of the fact that collaborative work and open book exams are part of this
course, everyone is expected to abide by this code.

All academic work (e.g., homework assignments, written and oral reports, use of library
materials, creative projects, performances, in-class and take-home exams, extra-credit projects,
research, theses and dissertations) must satisfy the following four standards of academic
integrity:

1. Students may not plagiarize
Plagiarism is defined as: All ideas, arguments, and phrases, submitted without attribution to other
sources, must be the creative product of the student. Thus, all text passages taken from the works
of other authors (published or unpublished) must be properly cited. The same applies to
paraphrased text, opinions, data, examples, illustrations, and all other creative work. Violations
of this standard constitute plagiarism.

2. Students may not fabricate
Fabrication is defined as: All experimental data, observations, interviews, statistical surveys, and
other information collected and reported as part of academic work must be authentic. Any
alteration, e.g., the removal of statistical outliers, must be clearly documented. Data must not be
falsified in any way. Violations of this standard constitute fabrication.

3. Students may not collude.
Collusion is defined as: Students providing, seeking or accepting information about any
academic work to or from another student without the authorization of the instructor. Students
may only collaborate on academic work within the limits prescribed by their instructors.
Violations of this standard constitute collusion.

4. Students may not cheat.
Cheating is defined as: Students not adhering to the guidelines provided by their instructors for
completing academic work. Students may not claim as their own work any portion of academic
work that was completed by another student. Students may only use materials approved by their
instructor when completing an assignment or exam. Students may not present the same (or
substantially the same) work for more than one course without obtaining approval from the
instructor of each course. Students must adhere to all course reserves regulations. Violations of this
standard constitute cheating.

Summation: I want this course to be a journey for all of you, one in which you are fully engaged
in both the content and process. If you are not currently working in government or the nonprofit
sector, I want to peak your interest and demonstrate the value of having skilled and dedicated
people working in these organizations. If you do work in these sectors, I want to reinforce the
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value of your good work and provide you with new knowledge and skills to help you in that
work. I also want to demonstrate the commonalities in human resource management between all
sectors private, nonprofit and government. When we reach the end of this course, I hope you
feel that your investment of time and energy in this course has added value to your life
experience.



































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