Course Syllabus PubH 6547: Healthcare Human Resources Management Executive MHA Program Instructor: Jennifer Preston, MBA, SPHR E-mail: pres0068@umn.edu Office Hours: By appointment only

Course Description: This course covers concepts in human resources management as applied to health services organizations. Students will explore the relationship between human resources management and general management; nature of work and human resources; compensation and benefits; personnel planning; recruitment and selection; training and development; employee appraisal and discipline; and union-management relations. Course Objectives: Students successfully completing this course will be able to:

• Examine a case study and provide HR recommendations to accomplish a specific strategic objective.

• Explain the critical role that the HR function plays in health care operations and strategic planning.

• Identify opportunities for alignment of HR programs and practices to strategic initiatives of an organization.

• Identify possible risks associated with regulatory or legal consequences. Method of Instruction: This course will be taught completely online. Through message boards, discussion and e-mail, students will experience a peer-learning and collaborative atmosphere as professionals and colleagues interacting in a stimulating learning environment. Please consider this syllabus as a work plan designed to achieve desired outcomes. At all times, full participation and involvement is encouraged to allow each student to develop a competence and mastery of the concepts and materials related to this course. Course Prerequisite: There are no prerequisites for this course. Course Text and Readings: Human Resources in Research and Practice: The RQ Reader. (2011). Alexandria, VA: Society for Human Resource Management (SHRM).

Course Outline/Weekly Schedule: Week Date Topics Assignment Assignment

Due Dates

1 9/4 – 9/9

HR as a Strategic Partner Why we shouldn’t hate HR (discussion)

Discussion pt. 1 (9/6); Discussion pt. 2 (9/9)

2 9/10 – 9/16

Organizational Development Comparing leadership academy approaches (short written assignment; 1-2 pgs.)

9/16

3 9/17 – 9/23

HR Legislative and Regulatory Requirements

Case study (discussion)

Discussion pt. 1 (9/19); Discussion pt. 2 (9/23)

4 9/24 – 9/30

Employee/Labor Relations and Performance Management (Just Culture)

Performance Management and Appraisal (discussion)

Discussion pt. 1 (9/26); Discussion pt. 2 (9/30)

5 10/1 – 10/7

Talent Management AHA Case Study (short written assignment; 1-2 pgs.)

10/7

6 10/8 – 10/14

Total Rewards Work Life Balance (discussion), Begin work on final paper (due on last day of week 7)

Discussion pt. 1 (10/10); Discussion pt. 2 (10/14)

7 10/15 – 10/21

HR Current Ethical Issues and Future Challenges

Final paper 10/21

Evaluation and Grading: Discussion/Message Board 80 pts. total (20 pts. maximum per topic) Short written assignments 40 pts. total (20 pts. each) Final paper 100 pts. Total 220 pts.

Discussion/Message Board: In order to facilitate an online discussion board where discussion, rather than just posting individual responses occurs, students will be expected to do the following:

• Submit no less than two postings a week to the discussion board, each of 100 words or longer • Address the discussion question posed in their first posting • Submit their first posting no later than midnight on the Wednesday of each respective

topic’s week • Post their other responses no later than 11:59 p.m. on the Sunday of each topic’s week • Include at least one additional, non-assigned source in at least one of their postings a week • Include the citation for that source using APA citation guidelines • Provide well-supported evidence for the points made within their postings; opinions are fine, so

long as they are supported with legitimate evidence • Contribute something new to the discussion (responses primarily comprised of “I agree with

Jane Smith…” statements will not be considered thoughtful postings, making new contributions)

Short Papers: Throughout the course, you will write a number of essays pertaining to each week's topic. These papers are to be 1-2 pgs., double-spaced and should be submitted as PDFs (.pdf file extension) or Microsoft Word documents (.doc file extension). Each paper will have a specific focus and certain criteria will be outlined in each assignment. Overall grading for these papers will be according to the following rubric:

Final Paper: This final paper serves as a capstone project to bring together all the knowledge you have gained throughout this course. It is also expected that you will draw upon knowledge you have gained from other courses, personal experience, research and readings.

This paper will be graded using the following rubric:

Plagiarism is not allowed and will result in a zero score. Submit your paper for grading by “dropping” an electronic copy of your case into the assignment box. The final paper is due at 11:59 on the final day of Week 7: HR Current Ethical Issues and Future Challenges.

Grading: Your final grade will be determined as follows: 100% to 90% - A; 89% to 80% - B; 79 to 70% - C; 69 to 60% - D; 59% and lower - F Assignment Deadline Extensions If you need an extended deadline for an assignment, you must ask prior to the due date. Extensions will not be granted after the assignment deadline except in rare and documented circumstances (i.e., medical emergencies with doctor’s notes). Incomplete Grade: An incomplete grade is permitted only in cases of exceptional circumstances and following consultation with the instructor. In such cases an “I” grade will require a specific written agreement between the instructor and the student specifying the time and manner in which the student will complete the course requirements. Extension for completion of the work will not exceed one year. University of Minnesota Uniform Grading and Transcript Policy: A link to the policy can be found at onestop.umn.edu. Course Withdrawal: Students should refer to the Refund and Drop/Add Deadlines for the particular term at onestop.umn.edu for information and deadlines for withdrawing from a course. As a courtesy, students should notify their instructor and, if applicable, advisor of their intent to withdraw. Students wishing to withdraw from a course after the noted final deadline for a particular term must contact the School of Public Health Student Services Center at sph-ssc@umn.edu for further information. Disability Statement: It is University policy to provide, on a flexible and individualized basis, reasonable accommodations to students who have a documented disability (e.g., physical, learning, psychiatric, vision, hearing, or systemic) that may affect their ability to participate in course activities or to meet course requirements. Students with disabilities are encouraged to contact Disability Services to have a confidential discussion of their individual needs for accommodations. Disability Services is located in Suite180 McNamara Alumni Center, 200 Oak Street. Staff can be reached by calling 612/626-1333 (voice or TTY).

ADDENDUM

*The MHA program uses the National Center for Healthcare Leadership (NCHL) Health Leadership Competency Model (v 2.1). Copyright 2006. NCHL. All rights reserved.

The number following the decimal indicates the level to which that competency is addressed, as further described in the Competency Model, available here: http://www.nchl.org/Documents/NavLink/NCHL_Competency_Model-full_uid892012226572.pdf.

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PubH 6547 (Human Resource Management) NCHL* Competencies

Based on the course objectives listed in the Self-Study Year syllabus, the following competencies have been addressed by this course:

3 – Analytical Thinking 6 – Communication Skills 9 – Human Resource Management

14 – Innovative Thinking 24 – Strategic Orientation 25 – Talent Development

The course objectives are listed here with the corresponding NCHL competencies:

Examine a case study and provide HR recommendations to accomplish a 

specific strategic objective. 

L3.1 

L6.3 

L9.1 

L9.3 

L24.1 

Explain the critical role that the HR function plays in health care 

operations and strategic planning. 

L9.1 

L9.3 

L14.1 

L24.1 

Identify opportunities for alignment of HR programs and practices to 

strategic initiatives of an organization. 

L3.1 

L9.3 

L25.4 

Identify possible risks associated with regulatory or legal consequences.  L9.1