BUS 607 - Syllabus - Lepak & Gowan (4th Ed.)

BUS ### Syllabus

MASTER IN BUSINESS ADMINISTRATION PROGRAM

BUS 607
Human Resource Management

Syllabus
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Table of Contents
Course Description 3
Course Learning Outcomes (CLOs) Linked to Program Outcomes 4
CLA Linking Table 5
Detailed Course Outline 6
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Course Description
COURSE NAME Human Resource Management
CODE BUS
UNITS 3
LENGTH OF CLASS 8 weeks
COURSE DESCRIPTION This course has been designed to present various perspectives of
human resources in terms of being a valuable component to the
business strategy. It aligns human resource functions with
employees’ interests to satisfy and augment their quality of life so
they can be more productive. Furthermore, the course covers a
global perspective of working with a diverse workforce. Human
resource strategy impacts the organization’s performance and
bottom line and it is contingent on organizational, technological or
environmental factors to reflect their embrace of the HRM as a
strategic partner at the senior level leadership. The course takes a
comprehensive approach with regard to human resources, as a
strategic partner in the business enterprise covering the three
primary activities of human resources (Work design and workforce
planning, managing employee competencies, and managing
employee behavior and attitude) and their subcategories.
REQUIRED TEXT Lepak, D., & Gowan, M, (2019). Human resource management:
Managing employees for competitive advantage (4th ed.). Chicago
Business Press.
ISBN: 978-1948426084
METHOD OF INSTRUCTION The course is conducted in a hybrid modality. Students interact with
each other and with the faculty in a classroom setting and in an
online learning system. Learning will be facilitated through lecture-
discussions, presentations, cooperative learning, and case studies.
SCOPE Student outcomes are measured through professional individual
assignments, discussion postings, comprehensive learning
assessments, and class participation.
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Course Learning Outcomes (CLOs) Linked to Program Outcomes

Learning outcomes are statements that describe significant and essential learning that learners have
achieved, and can reliably demonstrate at the end of the course. Learning outcomes identify what the
learner will know and be able to do by the end of a course – the essential and enduring knowledge,
abilities (skills) and attitudes (values, dispositions) that constitute the integrated learning needed by a
graduate of this course. The learning outcomes for this course summarize what you can expect to
learn, and how this course is tied directly to the educational outcomes of your MBA degree.
MBA (K) Knowledge
Course Learning Objectives (CLOs) Program (S) Skill
Objectives (A) Attitude
1. Discuss the potential costs and benefits associated with managing
1, 2, 4, 9 K, S, A
employees, and what it means to manage employees effectively
2. Identify and explain the three primary human resource (HR)
activities, and importance of job design, job descriptions, and job 1, 2, 6, 8 K, S, A
specifications
3. Understand why equal employment legislation exists and basic
1, 5, 7 K, A
equal employment opportunity (EEO) concepts.
4. Discuss the EEO responsibilities of the multinational employee. 1, 5, 7 K, S, A
5. Explain why workforce planning is an important activity of
1, 2, 5 K, S, A
managers.
6. Describe the internal and external factors that affect labor supply
and demand, and the tactics used to remedy labor shortages and 1, 2, 4 K, S, A
labor surpluses
7. Identify the standards managers must adhere to for an employee
1, 2, 6, 8 K, S, A
selection process to be effective
8. Understand how organizational demands affect the employee
1 K, A
selection process, and ensure that it is legally compliant
9. Explain the purpose of training and development, and how a
1, 2 K, S, A
needs assessment helps determine training gaps.
10. Discuss types of training needed in organizations, and ways to
1, 4 K, S, A
develop a way to measure the effectiveness of training
11. Discuss the purpose of compensation and understanding the
process and rationale for establishing internal alignment and 1, 8 K, S, A
externally competitive pay systems.
12. Explain how environmental factors affect a firm’s incentive plans. 1, 2 K, S, A
13. Explain how HR systems can be aligned with the contributions
1, 2, 3, 4, 7, 9 K, S, A
that employees make.
14. Discuss how to manage an employee portfolio. 1, 3 K, A
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CLA Linking Table

Comprehensive Learning Assessments (CLAs), Professional Assessments (PAs) and Discussion Questions
(DQs) directly measure Course Learning Outcomes and indirectly measure MBA Program Outcomes.
The following table shows how all those are linked together.
Comprehensive Learning
Course Learning Outcomes (CLOs) MBA Program Outcomes
Assessments (CLAs)
CLA1 (Week 4)
7, 8 1, 2, 6, 8
CLA2 (Week 8) 1, ,2 3, 4, 5, 6, 7, 8, 9, 10, 11, 12, 13,
1, 2, 3, 4, 5, 6, 7, 8, 9
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PA Linking Table
Professional Assessments (PAs) Course Learning Outcomes (CLOs) MBA Program Outcomes
PA1 (Week 2)
3, 4 1, 5, 7
PA2 (Week 6)
11, 12 1, 2, 8
DQ Linking Table
Discussion Questions (DQs) Course Learning Outcomes (CLOs) MBA Program Outcomes
DQ1 (Week 1)
1, 2 1, 2, 4, 6, 8, 9
DQ2 (Week 3)
5, 6 1, 2, 4, 5
DQ 3 (Week 5)
9, 10 1, 2, 4
DQ 4 (Week 7)
13, 14 1, 2, 3, 4, 7, 9
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Detailed Course Outline

The following outline provides important assignment details for this course, week by week. You are
responsible for all of the assignments given. Please refer to the Detailed Description of Each Grading
Criteria in the University Policies for specific information about each assignment.
1. Week 1
Assignments to complete this week:
● Reading:
o Chapter 1: Managing Employees for Competitive Advantage
o Chapter 2: Organizational Demands and Environmental Influences
● Post DQ Answers by Thursday at 11:59 p.m.
● Post DQ Peer Responses by Sunday at 11:59 p.m.
Each week, students must post one (1) answer and one (1) peer response for every discussion question.
Please see Grading Criteria for Discussion Board Participation in the University Policies for Discussion
Question and Response expectations.
Discussion Question 1 - CLO 1
Chapter 1 – The New Job (pp. 24-25).

After graduating from school, you are fortunate to receive an offer as an assistant manager of a
marketing department in a company located in New York City, working for a fast-growing company
that provides marketing support for companies. Your department specializes in marketing strategies
for the Internet and currently consists of 10 people –you, your direct supervisor (the manager of the
department), and eight (8) marketing associates. Your job is to help the manager lead the unit to
develop long-term strategies for your unit, to maintain excellent customer service with your clients,
and to strive to build future business opportunities. The marketing associates in your department work
a very flexible schedule and are often offsite, working with the clients at their location to help develop
marketing campaigns to improve their business presence, and performance, via the Internet.
After being on the job a short while, you realize that you really need to create another position to help
make sure all the necessary work gets completed on time. Essentially, while you and your manager are
focusing on the long-term interests of the department and the associates are working very hard to help
the clients, many of the administrative aspects of the work are falling by the wayside. For example, no
one is currently tracking accounts payable from clients or handling accounts payable to your service
providers. As a result, you are spending time on these tasks that are beyond your job expectations. In
addition, you are spending an increasing amount of time making travel arrangements such as booking
hotels and arranging transportation for your staff. After you talk with the manager of your unit, she
agrees that something needs to change to allow you to devote your time to more of the strategic
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issues in the unit, and she permits you to create a new position to help out in your department. Your
challenge now is to determine what this position will be.
Answer the following questions::

1. What job would you create? Why?
2. What are the key tasks and responsibilities that this new employee would be expected to
perform (Be specific)
3. What are the employee competencies this position needs to be successful? Why? (Be specific)
4. What are your ideas for how you might design performance management, compensation, and
incentives for this new position? Why?
5. Are there any particular challenges you would expect to encounter that would make
successfully filling this position difficult? How would you overcome these challenges?
Discussion Question 2 – Applied Concepts (AC) - Week/Course Learning Outcomes

Using your textbook, LIRN-based research, and the Internet, apply the learning outcomes for the
week/course and lecture concepts to one of the following scenarios:
As applied to your current professional career
As applied to enhancing, improving, or advancing your current professional career
As applied to a management, leadership, or any decision-making position
As applied to a current or future entrepreneurial endeavor
OR
Using your textbook, LIRN-based research, and the Internet, apply the learning outcomes for the
week/course and lecture concepts to a business organization that exhibits and demonstrates these
concepts. You should develop a summary of the organization's strategy and how they use these
concepts to compete.

This is a learning and application exercise designed to give you an opportunity to apply concepts
learned in a pragmatic and meaningful way that will enable you to gain valuable and relevant
knowledge in an effort to augment your skill set and enhance your professional careers.
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2. Week 2
● Reading:
o Chapter 3: Regulatory Issues
o Chapter 4: Job Design and Job Analysis
● Professional Assignment 1 due by Sunday at 11:59 p.m.
DQ (P) - Discussion Question 1 – (PDQ directed at upcoming PA) Graduate Level
Prior to reading this DQ, please read the PA1 assignment and understand what the assignment is
asking you to complete. Once you have an understanding of the PA1 assignment, please continue to
the paragraph below to complete DQ1.
Using the Library Information Resource Network (LIRN), JSTOR, or any other electronic journal
database, research six (6) peer-reviewed articles that can be used to answer your upcoming PA1
assignment. Your discussion should summarize the articles in such a way that it can justify any
arguments you may present in your PA1 assignment and should be different from the abstract. In
addition to your researched peer-reviewed article, you must include an example of the article
researched as it is applied by industry (company, business entity, and so forth).
Please note: This article summary should not be the only article researched for your PA1 assignment.
You may (and should) have several other articles researched to fully answer your PA1 assignment. The
concept of this DQ is to allow students to be proactive in the research necessary to complete this
assignment. You may use your article summary, partially or in its entirety in your PA1 assignment.
Important: Please ensure that your reference for the article is in correct APA format, as your reference
in your discussion post. Depending on which electronic database you use, you should see a “Cite”
selection for your article. In addition, there should be a variety of articles summarized and as such,
students should have different articles summarized. Your summary MUST include ALL of the following
in your DQ post (include every item in the bullet list below, or you will not receive full credit):
Do these in order:
● In correct APA format, write the Reference of the article.
● Clearly state what the article is about and its purpose.
● Describe how you will use it in your upcoming assignment.
● Repeat for a total of six (6) peer-reviewed sources.
Professional Assignment 1 – CLO 3, CLO 4
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Chapter 3 – Case Study 1: National Origin Discrimination In Pay—Legal Or Not? (pp. 102-103)
According to the Equal Pay Act, employers are permitted to pay males and females different wages
under a limited set of circumstances. What about differences in national origin, however? Are there
legitimate reasons that a company can use to pay individuals differently based on their national origin?
Winner Ford of Cherry Hill and Winner Ford evidently thought so. They employed Chinese and non-
Chinese emergency and accessory installation (EAI) technicians. The company paid the Chinese EAI
technicians as much as $3 per hour less than it paid the non-Chinese technicians. The dealerships are
part of Chas. S. Winner Inc. The company is a large automotive dealership based in Cherry Hill, New
Jersey. The dealership offers direct sales and leasing of cars and trucks, fleet management services,
police responder vehicles, delivery vehicles, and more.
The technicians performed the same work, regardless of national origin. Some of the non-Chinese
workers had less experience than the Chinese technicians, and others had no experience. Because of
the pay disparity, one of the Chinese EAIs complained. The company responded by reprimanding him
for complaining and suggested that he could lose his job if he sought legal advice. The EEOC brought
charges against the company in U.S. District Court for the District of New Jersey when attempts at
conciliation were not successful. The court ordered the company to pay $150,000 in lost wages and
damages to the members of the class action lawsuit. The courts also required a consent decree for
three years.
Answer the following questions by applying the concepts learned in Chapter 3. Use at least six (6) peer-
reviewed sources.
1. Visit the EEOC website and read about national origin Discrimination, especially noting the
“Facts About National Origin Discrimination” under the “More Information” section.
● Prepare a memo to explain to the owners of Winner Ford why what they did was a problem.
2. What type of discrimination occurred?
● What would Winner Ford need to do to defend its actions successfully?
3. Why do courts require consent decrees?
● What were the specifics of the consent decree in this case? (Information is available on the
EEOC website in their “News” section and in other places online.)
4. Under what circumstances could Winner Ford justify paying Chinese employees less than non-
Chinese employees and not be breaking the law?
● Would you recommend that they do so? Why or why not?
*Please refer to the Grading Criteria for Professional Assignments in the University Policies for specific
guidelines and expectations.
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3. Week 3
● Reading:
o Chapter 5: Workforce Planning
o Chapter 6: Recruitment
Discussion Question 1 – CLO 5, CLO 6
Chapter 5 – The Turnaround At Ford (p. 189)
The Ford Motor Company (Ford) has been going through difficult times and recovered more than once.
The company’s share of the automobile market continues to shrink, and its cost structure has
contributed to financial losses. In 2006, following a shrinking share of the automobile industry and a
cost structure that contributed to financial losses, Ford lost $12.6 billion. In 2007, Ford did better,
posting losses of only $2.7 billion. At the same time, however, Ford’s market shares dwindled and in
2007, its share was 14.8%—down from 26% in the 1990s. In an effort to match its production with the
demand for its products, as well as address concerns with its high labor costs, Ford has focused on
trying to get smaller to achieve long-term success in the automobile industry. One of the primary ways
for Ford to achieve this goal is to take further steps to reduce the size of its workforce. Ford’s
workforce went from 283,000 employees in 2006 to 171,000 in 2013. Ford then announced a new
round of buyouts and early-retirement packages to its workers in an effort to cut costs and replace
those leaving with lower-paid workers. Some of the offers made to reduce the labor supply in 2013
included:
● Workers who were eligible for retirement would receive a $50,000 offer, higher than the $35,000
in the previous round of buyouts.
● Skilled-trade workers, such as maintenance workers, would get an additional $20,000, bringing
the total potential payout for such a worker to $70,000. Following the 2013 round of buyouts,
Ford extended its tactics to reduce the size of its workforce and ongoing expenses further
through means such as the following:
● Extending a buyout option for its 78,000 employees and special incentives for its 40,800 workers
who are eligible for retirement to retire sooner rather than later.
● Offering a lump sum payment for 90,000 retired engineers and office workers to forgo their
regular monthly pension check for the rest of their lives.
The automaker’s goal in offering the company-wide buyouts was to cut jobs, reduce its ongoing
pension expenses, to position itself to be more competitive in the market, and to align its labor
capacity with the demand for its products. In 2018, Ford announced that by 2020 around 90% of
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Ford’s sales in North America would be trucks, SUVs, and commercial vehicles. The only two cars to be
manufactured in North America would be the Mustang and the Focus Active Crossover. The company
has reallocated $7 billion of its research funds from cars to trucks and SUVs.
Answer the following questions::

1. What factors have contributed to the large-scale labor surplus at Ford?
2. What impact is the most recent strategic plan at Ford likely to have on the company’s labor
supply?
3. Over the years, Ford has decided to pursue employee buyouts and attrition in an attempt to
shrink its workforce to match its productivity demands.
● Why do you believe Ford uses these two tactics?
● Do you believe these are the best options for Ford to achieve its goals?
4. What are the downsides of these two approaches?
● Are there any other approaches that you might recommend to address its labor surplus?
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4. Week 4
● Reading:
o Chapter 7: Selection
● CLA 1 due by Sunday at 11:59 p.m.
DQ (C) - Discussion Question 1 – (CDQ directed at upcoming CLA 1) Graduate Level
Prior to reading this DQ, please read the CLA1 assignment and understand what the assignment is
asking you to complete. Once you have an understanding of the CLA1 assignment, please continue to
database, research six (6) peer-reviewed articles that can be used to answer your upcoming CLA1
arguments you may present in your CLA1 assignment and should be different from the abstract. In
Please note: This article summary should not be the only article researched for your CLA1 assignment.
You may (and should) have several other articles researched to fully answer your CLA1 assignment. The
assignment. You may use your article summary, partially or in its entirety in your CLA1 assignment.
Do these in order:
CLA 1 Comprehensive Learning Assessment – CLO 7, CLO 8
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Chapter 7 – Case Study: Employee Selection at Deloitte Australia (p. 280)

Deloitte is the brand name used for Deloitte Touche Tohmatsu Limited, a UK-based private company
with more than 263,900 professionals worldwide in the service areas of audit, tax, consulting, financial
advisory, risk management, and related services. The firm operates in more than 150 countries and
had revenues in fiscal year 2018 of $43.2 billion. Deloitte is one of the “Big Four” accounting firms and
the largest professional services firm in the world.
Deloitte Australia is recognized as the number one employer-of-choice for graduates by

Gradconnnection. Workplace Gender Equality Agency has recognized the firm as an employer-of-
choice for women. Deloitte Australia is the only professional services firm on the Australian Center for
Corporate Social Responsibility’s Top Ten list. Further, the firm has invested more than $20 million in
their communities through pro bono work and donations, as well as through volunteer work.
Deloitte Australia, like the rest of Deloitte, is a highly progressive company that is often on the leading
edge of HR practices. The firm provides information on the company website that can serve as a guide
for prospective employees. The website also includes information about the company’s recruitment
and selection processes for both new college graduates and experienced hires.
The application process for college students starts with completing an online application. Applicants
can also read information about Deloitte and about the members of the recruitment team on the
website. Recruitment team members review applications, make an assessment of fit with skills, and
determine if there is a match to key selection criteria. The company tries to contact applicants in seven
days with a decision about their continuation status in the selection process.
The selection process includes multiple steps. The process starts with a first interview, usually by
phone with a member of the recruitment team, and continues with interviews with members of the
relevant service team. The number of these interviews varies across service areas. The process ends
with an in-depth interview addressing technical and motivational fit with the role, team, and company.
A Deloitte partner from the service line participates in the final interview.
The selection process for some roles may also include psychometric or skills-based tests. Other roles
require an assessment in the form of a case study. These assessments take place either online or face
to face, within two weeks of the rest of the interviews.
Finally, if the firm is interested in making an offer, it will conduct a preemployment check of the
applicant’s references and work rights with the Australian government’s Department of Immigration
and Border Protection (DIBP).
scenarios
Answer the following questions:

1. Discuss the pros and cons of providing so much information about the selection process on the
company website.
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● Would this amount of information make you more or less likely to apply for a job with
Deloitte Australia, or any other company that provided this much information? Explain your
response.
2. What concerns would you have about the process if you were an applicant?
3. Describe the selection process in terms of which parts are initial screening and which are final
screening.
● Is Deloitte Australia using a compensatory, multiple-hurdle, or multiple-cutoff approach
to selection?
● Why do you believe they have chosen this particular approach?
● Do you believe it is logical, given the nature of the firm?
4. Research Australian hiring guidelines and discuss how they differ from U.S. guidelines and how
they are similar.
*Please refer to the Grading Criteria for Comprehensive Learning Assessments (CLAs) in the University
Policies for specific guidelines and expectations.
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5. Week 5
● Reading:
o Chapter 8: Learning and Development
o Chapter 9: Performance Management
Discussion Question 1 - CLO 9, CLO 10
Chapter 8 – Case Study: Making Training a Competition at Sonic (pp. 330-331)

For more than 60 years, Sonic has been America’s Drive-In. With over 3,500 locations, it is also the
largest chain of drive-in restaurants in America. The fast food chain sells made-to-order classics and
signature menu items delivered by friendly, roller-skating carhops. Sonic created the Dr. Pepper Sonic
Games, an extensive nine-month training program, with a goal of ensuring that employees across all of
those locations had the same training. The company also saw it as a way to motivate employees to
learn and improve their performance. For over 20 years, employees across the chain have been given
the opportunity to participate in this competition. A dozen crews participate in the final competition to
become the Best Crew in the Country.
The training program includes location-based sessions, team challenges, quizzes, secret shoppers, and
individual competitions. The training is relevant to the work that the crews do each day so transfer of
training is readily apparent. One goal of the program is to ensure that employees understand every
part of the drive-in so that they can provide exemplary service to the customers and have fun while
doing so. The company has found that by incorporating a gamification feel employees get excited and
energized about participating in the training. An online portal provides digital training modules that
help employees move to the next level. The competition involves crews competing against crews from
other locations. As a result, the importance of working together as a local team (crew) is reinforced.
The company believes the training program is successful and has data to support that belief. It has
seen improvements in everything from food quality to overall employee performance. Employees have
a chance to build their skills and the teams have motivation to work collectively for the good of the
business. In the end, members of the 12 winning teams receive an all-expense paid trip to Washington,
DC, for the final competition. That event marks the first time many of the participants will have been
on an airplane and, for some, even the first time to leave their home state. Those are pretty good
incentives to participate in the training program, making the experience a win-win for employee and
company.
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Answer the following:Visit the website for the Dr. Pepper Sonic Games (drpeppersonicgames.com) and
review some of the videos posted in the Gallery on the website to learn more about Sonic and this
training program.
1. Based on what you have learned about learning and development in this chapter and the
information presented here and on the videos, prepare a critique of the learning and
development program at Sonic.
2. What is your reaction to a training program of this type? Would you be motivated to
participate? Why or why not?
3. In what other industries might this type of training program work? List the industries and justify
your response.
DC (QP) - Discussion Question 2 – CLA2 Preparation & Course Learning Outcomes

Welcome to Week 5 of your course. This discussion question will help you prepare for your CLA2 paper
and final CLA2 PowerPoint and as such, will have a fair amount of detail. Read the CLA2 assignment
listed in Week 8 of the course. Then, please provide an outline that itemizes the concepts that you will
include in your CLA2 paper and final PowerPoint. Please be sure to include concepts learned in the
course and information (findings, conclusions) from your PA1 and CLA1 papers. Provide some brief
details for each item that is outlined. Please keep in mind that you should have place-holders for
material not yet covered in lecture from Weeks 6 and 7. Here is an itemized list that summarizes the
requirements of this DQ (include every item in the bullet list below, or you will not receive full credit):
● Outline that itemizes concepts learned in the course

● Include information (findings, conclusions) from your PA1 and CLA1
● Brief details for each item that is outlined
● Place-holders for material not yet covered
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6. Week 6
● Reading:
o Chapter 10: Compensating Employees
o Chapter 11: Incentives and Rewards
o Chapter 12: Employee Benefits and Safety Programs
● Professional Assignment 2 due by Sunday at 11:59 p.m.
DQ (P) - Discussion Question 1 – (PDQ directed at upcoming PA) Graduate Level
Prior to reading this DQ, please read the PA2 assignment and understand what the assignment is
asking you to complete. Once you have an understanding of the PA2 assignment, please continue to
database, research six (6) peer-reviewed articles that can be used to answer your upcoming PA2
arguments you may present in your PA2 assignment and should be different from the abstract. In
Please note: This article summary should not be the only article researched for your PA2 assignment.
You may (and should) have several other articles researched to fully answer your PA2 assignment. The
assignment. You may use your article summary, partially or in its entirety in your PA2 assignment.
Do these in order:
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Professional Assignment 2 – CLO 11, CLO 12
Chapter 12 – Creating A Safety Culture At Border Transportation (pp 497-498)

Border Transportation, located in Las Cruces, New Mexico, is a company that specializes in the delivery
of medical equipment and supplies to hospitals, clinics, and medical supply companies in the
Southwest and in Mexico. The majority of employees at Border Transportation are sales
representatives, warehouse staff, and truck drivers. Currently, most of these workers are over age 45.
As a result of ongoing expansion, the company will grow from 225 employees to more than 500
employees in the next three years. Several government contracts have already been signed, and more
are anticipated. The company has recently hired you as the warehouse manager. Part of your job is to
oversee all safety programs for the company. These duties had been handled primarily informally by
the dock supervisor prior to your coming onboard.
On your first day, the chief operating officer (COO) calls you in and gives you the following directives
and information:
● Safety in the warehouse is becoming a real issue. The accident rate has tripled since last year.
Something has to be done.
● Absenteeism has increased, especially on Fridays and Mondays.
● The company is spending 25% of its payroll costs on workers’ compensation claims. Many of
the claims are related to cumulative trauma disorders.

1. How would you respond to each of the directives from the CFO? What steps would you take to
instill a culture of safety in this warehouse?
2. Do you believe a wellness program makes sense for this company?
● Provide support for your answer.
3. What do you believe will be the biggest challenge in increasing safety and health at this facility?
4. Given the location in the Southwest and the company’s work in Mexico, many of the employees
have English as their second language.
● Do you anticipate that language will be an issue in creating and implementing a new safety
program?
● If so, why and how will you address the issue? If not, why not?
5. How will you deal with employees who tell you that they have “always done it this way” when
you try to improve safety procedures?
*Please refer to the Grading Criteria for Professional Assignments in the University Policies for specific
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7. Week 7
● Reading:
o Chapter 13: Labor Unions and Employee Management
o Chapter 14: Creating High-Performance HR Systems
● Exam – Opens Monday - Sunday at 11:59 p.m.
Discussion Question 1 – CLO 13, CLO 14
Chapter 14 – Homelife (pp. 559-561)

HomeLife is a relatively young company that competes in the consumer electronics and appliances
industry (televisions, computers, kitchen appliances, etc.). The company describes itself as “making
your life more enjoyable by making your home more efficient at an affordable price, regardless of how
you define efficient.” The company sells a large selection of items, and the range of the products that it
carries spans the price spectrum from very low cost to very high end. For example, some of the
company’s kitchen ovens cost just under $400, while others cost well over $4,000. HomeLife also has
low-end, affordable televisions under $400, as well as very pricey, large plasma televisions that cost
over $6,000. It strives to be a low-cost leader for the quality of the product. Compared to its
competition, HomeLife offers a very competitive price, if not the lowest. In addition to the cost focus,
the company prides itself on providing exceptional one on one customer service. The name of the
company, HomeLife, is intended to reflect both the strategy and the philosophy of the organization.
With a focus on costs and customer service, the name reflects the company’s concern with the
financial burdens customers face, as well as the vast amounts of information that customers must
process when making purchasing decisions.
The name HomeLife also refers to the company’s philosophy for managing its customer service
representatives: HomeLife cares about its employees’ long-term well-being and success, and offers
them a very attractive benefits package including generous leave time, which encourages employees to
balance work and family. Customer service representatives who work at HomeLife typically are hired
through personal referrals of current employees, or occasionally an advertisement will be placed on
the company website or another online job posting site when more than one opening exists. Each
month, customer service representatives receive product training to explore the new products they
will be selling to ensure that they are knowledgeable and can respond to customer questions.
To motivate them to sell, customer service representatives are rewarded on a commission-based pay
plan. What is interesting about this particular incentive plan is that the customer service
representatives have some discretion regarding the final price of the company’s products. Most
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products have a standard markup of 10% to 25%, and the employee gets a portion of this profit. While
many of the products sell for the list price, sophisticated buyers and repeat customers are often able to
negotiate lower prices for their products. The challenge with this plan is that the company has a
reputation for low costs, and customer service representatives who are not willing to negotiate the
sales price are viewed as going against this objective. By lowering the prices, however, they are cutting
into their own take-home pay. Additionally, while other employees at HomeLife provide valuable
support to the customer service representatives, there is no incentive plan in place for them. However,
turnover for these other employees is much lower, at 25%.
The company has done fairly well and now has six stores on the West Coast between San Francisco and
Los Angeles. With a focus on low costs and customer service, the company has been able to sustain
reasonable growth—it just opened two new stores—and a modest level of customer satisfaction
among its consumers. At the same time, however, while the customer service representatives seem to
be fairly happy and work hard, their turnover is around 70% per year. This turnover obviously involves
costs associated with constantly hiring new employees, and it also has a negative impact on customer
loyalty and the level of experience of the customer service representatives.
As the company has grown, Maria Gonzalez, president of HomeLife, has realized that she doesn’t have
the time or expertise to attend to all the issues related to policies for managing people. Recognizing
that it is time for the company to have a full-time director of HR, Maria has decided to hire Daniel
Hillman. Daniel has 10 years of HR experience at one of HomeLife’s competitors in the industry. Maria
was encouraged by Daniel’s enthusiasm for creating a fun and effective workplace. During the course
of their discussions, Maria told Daniel that her main goal for him in his new job is to design an HR
system that reduces the turnover among customer service representatives, encourages them to work
hard toward the company’s competitive advantage of low costs and high customer service, and
adheres to HomeLife’s principles of taking care of its employees.

1. Provide advice to Daniel regarding the nature of the HR system he should recommend for the
customer service representatives at the six HomeLife stores.
2. Identify a key strategic performance driver for this organization.
3. How do the customer service representatives contribute to the strategic performance driver
you identified?
4. Design an HR system to realize the strategic performance driver you identified. Be certain to
explain how you would (a) design the work environment, (b) manage employee competencies,
and (c) manage employee attitudes and behaviors
Exam - Online
The Exam can be accessed under Week 7 of your course GAP site. The Exam will open on Monday and
will close on Sunday at 11:59 p.m. You will have one (1) attempt to complete the exam. Please see
Exam Grading Criteria in the University Policies.
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8. Week 8
● Reading:
o Review all chapters covered that will assist in the completion of the CLA 2 assignment
● CLA 2 Presentation due in class
● CLA 2 due by Sunday at 11:59 p.m.
Discussion Question 1 – Summary & Critical Thinking – Week/Course Learning Outcomes

Welcome to the last week of your course. In this discussion question you have the opportunity to be
creative and to relate what you have learned to your professional lives. Please explore and critically
think about some of the learning outcomes and concepts presented in this course. Please effectively
communicate how you would lead an organization (or a group of people within the organization) by
applying the knowledge you have learned ethically and responsibly. Your discussion should also
include innovative thinking, and information-technology aspects (such as the Internet, social-media,
computers, and so forth) that may assist you in decision-making. You may frame your discussion
around any functional component of business, and in any context; problem-solving, management,
leadership, organizational behavior, and so forth.
CLA 2 Comprehensive Learning Assessment 2 – CLO 1, CLO 2, CLO 3, CLO 4, CLO 5, CLO 6, CLO 7, CLO
8, CLO 9, CLO 10, CLO 11, CLO 12, CLO 13, CLO 14
Prepare a minimum of ten (10) pages (not counting the title page and reference(s) page), using APA 7 th
edition guidelines. You will need at least six (6) peer-reviewed sources, plus as many as necessary to
support your position in each area (I.e., no personal opinions, but support your statements).
Provide an overview human resource (HR) management covering all of the following areas on your
paper:
1. Managing Employees For Competitive Advantage

2. HR Challenges
a. Manage Organizational Demands and Environmental Influences
b. Manage Regulatory Issues
3. Work Design and Workforce Planning
a. Manage Job Design and Job Analysis
b. Workforce Planning
4. Managing Employee Competencies
a. Recruitment
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BUS ### Syllabus
b. Selection
5. Managing Employee Competence
a. Managing Employees’ Training
b. Managing Employees’ Development
6. Managing Employee Attitudes and Behaviors
a. Managing Employees’ Performance
b. Managing Employee Compensation
c. Managing Employees’ Incentives and Rewards
d. Managing Employee Benefits and Safety Programs
7. Managing Labor Unions and Laws
a. Brief History of Labor Unions in the United States
b. Government Regulation of Labor Unions
c. Types of Unions
d. The Union-Organizing process
e. Collective Bargaining
f. The Grievance Process
g. The NLRB’s Role in Unfair Labor Practices
h. Decertification
i. Corporate Campaign
j. Public Sector Labor Relations
k. Trends in Labor Relations
8. Creating High-Performing HR Systems
a. Principles of High-Performing HR Systems
b. Managing the Employment Portfolio
c. Evaluating Your HR System: The HR Scorecard
d. Building Your Own High-Performing Organization
*Please refer to the Grading Criteria for Comprehensive Learning Assessments (CLAs) in the University
Policies for specific guidelines and expectations.
CLA2 Comprehensive Learning Assessment (CLA 2) Presentation
In addition to your CLA2 report, please prepare a professional PowerPoint presentation summarizing
your findings for CLA2. The presentation will consist of your major findings, analysis, and
recommendations in a concise presentation of 15 slides (minimum). You should use content from your
CLA2 report as material for your PowerPoint presentation. In addition, you should include learning
outcomes from all your major assignments. This would include PA1, CLA1, PA2, and of course, CLA2
(unless otherwise specified by your Professor). An agenda, executive summary, and references slides
should also be included. Please keep in mind that the university is moving towards a more digital
footprint for our students. This means that your final CLA2 presentation may be recorded, so that you
may include it in your “e-portfolio” (graduating students should have all of their CLA2 presentations on
a flash-drive, in addition to student biography, resume, interests, and so forth). Students will present
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BUS ### Syllabus
their PowerPoint during the last week of class in either the On-Campus Class Session or the online
Virtual Class Session, as determined by the professor. Presentations should not exceed 15 minutes.
*Please refer to the Grading Criteria for CLA2 Presentations in the University Policies for specific
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What is the course about?

What is the course about?

What are the three primary human resource activities covered in the course?

What are the three primary human resource activities covered in the course?

BUS ### Syllabus

MASTER IN BUSINESS ADMINISTRATION PROGRAM

Course Learning Outcomes (CLOs) Linked to Program Outcomes 4

CLA Linking Table 5

Detailed Course Outline 6

Course Learning Outcomes (CLOs) Linked to Program Outcomes

CLA Linking Table

Detailed Course Outline

Discussion Question 1 - CLO 1

Chapter 1 – The New Job (pp. 24-25).

Answer the following questions::

Discussion Question 2 – Applied Concepts (AC) - Week/Course Learning Outcomes

DQ (P) - Discussion Question 1 – (PDQ directed at upcoming PA) Graduate Level

Professional Assignment 1 – CLO 3, CLO 4

Discussion Question 1 – CLO 5, CLO 6

Chapter 5 – The Turnaround At Ford (p. 189)

Answer the following questions::

DQ (C) - Discussion Question 1 – (CDQ directed at upcoming CLA 1) Graduate Level

CLA 1 Comprehensive Learning Assessment – CLO 7, CLO 8

Chapter 7 – Case Study: Employee Selection at Deloitte Australia (p. 280)

Deloitte Australia is recognized as the number one employer-of-choice for graduates by

Answer the following questions:

Discussion Question 1 - CLO 9, CLO 10

Chapter 8 – Case Study: Making Training a Competition at Sonic (pp. 330-331)

DC (QP) - Discussion Question 2 – CLA2 Preparation & Course Learning Outcomes

● Outline that itemizes concepts learned in the course

DQ (P) - Discussion Question 1 – (PDQ directed at upcoming PA) Graduate Level

Professional Assignment 2 – CLO 11, CLO 12

Chapter 12 – Creating A Safety Culture At Border Transportation (pp 497-498)

Answer the following questions:

Discussion Question 1 – CLO 13, CLO 14

Chapter 14 – Homelife (pp. 559-561)

Answer the following questions:

Discussion Question 1 – Summary & Critical Thinking – Week/Course Learning Outcomes

1. Managing Employees For Competitive Advantage

CLA2 Comprehensive Learning Assessment (CLA 2) Presentation

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