Syllabus for HRM-762

HUMAN CAPITAL MANAGEMENT IN MULTI-CULTURAL ORGANIZATIONS


COURSE DESCRIPTION

This course examines the integration of HR into an enterprise-wide strategic approach to acquisition of new talent. The course explores the creation of synergy between human resource managers and diversity programs. Learners are challenged to describe the importance of creating a culture that embraces diversity to develop and harness human synergies that increase productivity using workforce engagement, diversity, inclusion, and teaming. Learners evaluate multiculturalism and consider the global imperative leading to the development of an informed global perspective, enabling the development of a high-performance workplace using concrete strategies and practical tools.

COURSE TOPICS

COURSE OBJECTIVES

After completing this course, you should be able to:

  1. Evaluate the importance of the integration of diversity and human resource functions to

             increase talent acquisition.

  1. Critique the use of inclusive talent practices that develop a culture focused on embracing

             diversity and increasing productivity.

  1. Formulate a diversity plan that integrates diversity competency and intelligence with HR

             practices and the organizational climate.

  1. Assess the skill of an HR leader in the development of organizational readiness and capacity

             for complex diversity change issues.

  1. Design a talent infrastructure that supports the use of talent mapping and predictive workforce

             analytics to create a sustainable competitive advantage using the employee value proposition.

  1. Generate an argument for the use of blended HR and diversity plans to create a strategic

             sustainable talent management system using value-added outcome measures.

COURSE MATERIALS

You will need the following materials to do the work of the course. The required textbook is available from the University’s textbook supplier, MBS Direct.

Required Textbook

The New Talent Acquisition Frontier: Integrating HR and Diversity Strategy in the Private and Public Sectors and Higher Education, by E. Chun and A. Evans, Stylus Publishing, LLC, 2014.

ISBN:1620360837

COURSE STRUCTURE

Human Capital Management in Multi-Cultural Organizations is a three-credit online course, consisting of six  modules. Modules include an overview, topics, learning objectives, study materials, and activities. Module titles are listed below.

ASSESSMENT METHODS

For your formal work in the course, you are required to participate in online discussion forums, complete written assignments, participate in a synchronous event, and complete a final project. See below for details. 

Consult the Course Calendar for due dates.

Discussion Forums

In addition to an ungraded Introductions Forum, you are required to participate in ten graded online class discussions.

Communication with your mentor and among fellow students is a critical component of online learning. Participation in online class discussions involves two distinct activities: an initial response to a discussion question and at least two subsequent comments on classmates' responses.

All of these responses must be substantial. Meaningful participation is relevant to the content, adds value, and advances the discussion. Comments such as "I agree" and "ditto" are not considered value-adding participation. Therefore, when you agree or disagree with a classmate or your mentor, state and support your position.

You will be evaluated on the quality and quantity of your participation, including your use of relevant course information to support your point of view, and your awareness of and responses to the postings of your classmates. Remember, these are discussions: responses and comments should be properly proofread and edited, mature, and respectful.

Written Assignments

You are required to complete two written assignments. The written assignments are on a variety of topics associated with the course modules.

Synchronous Events

Synchronous events will be held during weeks 4 and 7 of the semester. To access the event, click the Collaboration Space link in the Edison Live! section of the course site a few minutes before the designated time. Use the following link for directions and helpful videos about how to use the Edison Live! tool in Moodle. Your mentor will work with the class to propose a time that works best and accommodates the majority. Please review the information in Modules 3 and 6 regarding how to prepare for the synchronous event. Two synchronous events are offered in this course; participation in one event is required.

Final Project

Within this course, we focus on the development of human capital management programs that integrate diversity competencies into the creation of inclusive talent management practices. There are many different tools provided throughout the text for the development of a diverse workforce and inclusive talent management practices. However, it is rare for all of these to be an appropriate choice for every organizational climate.

With this in mind, you will use this project to formulate a plan that includes an appropriate selection of tools based on your current organization (industry and climate) or one that you aspire to work in after you finish your degree program.

Full details and requirements for this project can be found under the Final Project area of the course website.

GRADING AND EVALUATION

Your grade in the course will be determined as follows:

All activities will receive a numerical grade of 0–100. You will receive a score of 0 for any work not submitted. Your final grade in the course will be a letter grade. Letter grade equivalents for numerical grades are as follows:

A

=

93–100

B

=

83–87

A–

=

90–92

C

=

73–82

B+

=

88–89

F

=

Below 73

To receive credit for the course, you must earn a letter grade of C or higher on the weighted average of all assigned course work (e.g., assignments, discussion postings, projects, etc.). Graduate students must maintain a B average overall to remain in good academic standing.

STRATEGIES FOR SUCCESS

First Steps to Success

To succeed in this course, take the following first steps:

Study Tips

Consider the following study tips for success:

ACADEMIC INTEGRITY

Thomas Edison State University is committed to maintaining academic quality, excellence, and honesty. The University expects all members of its community to share the commitment to academic integrity, an essential component of a quality academic experience.

Students at Thomas Edison State University are expected to exhibit the highest level of academic citizenship. In particular, students are expected to read and follow all policies, procedures, and program information guidelines contained in publications; pursue their learning goals with honesty and integrity; demonstrate that they are progressing satisfactorily and in a timely fashion by meeting course deadlines and following outlined procedures; observe a code of mutual respect in dealing with mentors, staff, and other students; behave in a manner consistent with the standards and codes of the profession in which they are practicing; keep official records updated regarding changes in name, address, telephone number, or e-mail address; and meet financial obligations in a timely manner. Students not practicing good academic citizenship may be subject to disciplinary action including suspension, dismissal, or financial holds on records.

All members of the University community are responsible for reviewing the Academic Code of Conduct Policy in the University Catalog and online at www.tesu.edu.

Academic Dishonesty

Thomas Edison State University expects all of its students to approach their education with academic integrity—the pursuit of scholarly activity free from fraud and deception. All mentors and administrative staff members at the University insist on strict standards of academic honesty in all courses. Academic dishonesty undermines this objective. Academic dishonesty can take the following forms:

Plagiarism

Thomas Edison State University is committed to helping students understand the seriousness of plagiarism, which is defined as using the work and ideas of others without proper citation. The University takes a strong stance against plagiarism, and students found to be plagiarizing are subject to discipline under the academic code of conduct policy.

If you copy phrases, sentences, paragraphs, or whole documents word-for-word—or if you paraphrase by changing a word here and there—without identifying the author, or without identifying it as a direct quote, then you are plagiarizing. Please keep in mind that this type of identification applies to Internet sources as well as to print-based sources. Copying and pasting from the Internet, without using quotation marks and without acknowledging sources, constitutes plagiarism. (For information about how to cite Internet sources, see Online Student Handbook > Academic Standards > “Citing Sources.”)

Accidentally copying the words and ideas of another writer does not excuse the charge of plagiarism. It is easy to jot down notes and ideas from many sources and then write your own paper without knowing which words are your own and which are someone else’s. It is more difficult to keep track of each and every source. However, the conscientious writer who wishes to avoid plagiarizing never fails to keep careful track of sources.

Always be aware that if you write without acknowledging the sources of your ideas, you run the risk of being charged with plagiarism.

Clearly, plagiarism, no matter the degree of intent to deceive, defeats the purpose of education. If you plagiarize deliberately, you are not educating yourself, and you are wasting your time on courses meant to improve your skills. If you plagiarize through carelessness, you are deceiving yourself.

For examples of unintentional plagiarism, advice on when to quote and when to paraphrase, and information about writing assistance and originality report checking, click the links provided below.

Examples of Unintentional Plagiarism

When to Quote and When to Paraphrase

Writing Assistance at Smarthinking

Originality Report Checking at Turnitin

Disciplinary Process for Plagiarism

Acts of both intentional and unintentional plagiarism violate the Academic Code of Conduct.

If an incident of plagiarism is an isolated minor oversight or an obvious result of ignorance of proper citation requirements, the mentor may handle the matter as a learning exercise. Appropriate consequences may include the completion of tutorials, assignment rewrites, or any other reasonable learning tool in addition to a lower grade for the assignment or course. The mentor will notify the student and appropriate dean of the consequence by e-mail.

If the plagiarism appears intentional and/or is more than an isolated incident, the mentor will refer the matter to the appropriate dean, who will gather information about the violation(s) from the mentor and student, as necessary. The dean will review the matter and notify the student in writing of the specifics of the charge and the sanction to be imposed.

Possible sanctions include:

Copyright © 2016 by Thomas Edison State University. All rights reserved.