HUMAN RESOURCES IN HEALTH ORGANIZATIONS Syllabus
Course Learning Objectives
Upon successfully completing this course, students will be able to:
- Describe the role of Strategic Human Resources Management in creating a great work place environment
- List at least three strategies to increase labor supply and three strategies to decrease labor demand
- Analyze how the multiple functions of Human Resources Management, e.g. recruitment, selection, compensation, benefits, training and development contribute to employee performance and productivity
- Demonstrate an understanding of employment laws and how they affect Human Resource management
- Explain the similarity and difference in employee and management relations in a unionized and non-unionized environment
- Apply motivation theories to enhance employee engagement
- Create and evaluate a compensation model that motivates employees and addresses legal concerns
- Demonstrate the ability to apply Behavioral Event Interviewing in recruitment and selection
Students will develop a basic understanding of human resources trend and issues in health care organizations. They will understand the strategic role that human resources management plays in helping an organization meet its goals. They will also understand the human resources challenges and be able to recognize alternative strategies for addressing these challenges. Students will be able to recognize those things most associated with employee engagement and motivation. Students will leave with a basic understanding of the legal principles relating to human resources and be introduced to all component functions that make up human resources.
Required for MHA and DrPH in Leadership and Management - MPH Leadership and Management Concentration, MPH/MBA, and others on a space availability basis.
Methods of Assessment
Student evaluation will be based on individual written assignments, class participation and small group exercise participation.
Class participation: 10% (includes contributions to class discussion)
Out-of-class participation: 10% (students will post articles and respond to posted articles)
Assignments (complete 3 of 4): 20% (everyone must complete assignment #1 and choose two of the remaining three assignments)
Quiz after Session 4: 20%
There are no prerequisites for this course.
Required Text and Reading Assignments (readings should be done BEFORE the class for which they are assigned)
No textbook required.
Cotter, Tim and Jeffrey Hamlin. “Socially Just Compensation.” HR Pulse, Winter 2003.
Herzberg, Frederick. “One More Time: How Do You Motivate Employees?” Harvard Business Review originally printed in 1968, reprinted January 2003.
Pfeffer, Jeffrey. “Six Dangerous Myths About Pay.” Harvard Business Review originally published May-June 1998 reprint 98309
Thomas, David and Robin J. Ely. “Making Differences Matter: A New Paradigm for Managing Diversity.” Harvard Business Review originally published September - October 1996 reprint 96510.
Smith, Jack E. “Effective Employee Selection: The Missing Link to Improving Organizational Commitment and Retention.” HR Pulse, Spring 2007.
Wall Street Journal. “Racial Discrimination Is Still at Work” September, 4, 2003.
Whitfield, Nick. “Target settles case over Web site access for the blind.” Business Insurance, September 8, 2008.
Additional optional readings may be distributed in class or posted to the course site.
Please see the course Session for a full list of dates and items for this course.
Academic Ethics Code
Students enrolled in the Bloomberg School of Public Health of The Johns Hopkins University assume an obligation to conduct themselves in a manner appropriate to the University's mission as an institution of higher education. A student is obligated to refrain from acts which he or she knows, or under the circumstances has reason to know, impair the academic integrity of the University. Violations of academic integrity include, but are not limited to: cheating; plagiarism; knowingly furnishing false information to any agent of the University for inclusion in the academic record; violation of the rights and welfare of animal or human subjects in research; and misconduct as a member of either School or University committees or recognized groups or organizations.
Contact Information(from old syllabus)
Instructor: Pamela Paulk, MSW, MBA
Office: JH@Eastern 222
Teachign Assitant: Susanne Katz
Course Objectives(from old syllabus)
Participants in this course should be able to demonstrate the following learned competencies in relationship to their understanding of Strategic Human Resource Management.
- Understand & appreciate the role of Human Resources in meeting and impacting organizational objectives
- Recognize the concept of “human capital” and the role of Human Resources in gaining and sustaining a competitive advantage
- Understand the underlying functions of Human Resources, e.g. recruitment, selection, compensation, benefits, training and development and how they relate to employee performance and productivity
- Understand applicable laws that affect personnel and the development of policies and procedures to ensure compliance
- Understand employee labor relations and the role of management and unions
- Understand the relevance and use of motivation theories to enhance employee engagement
- Understand the financial management issues relating to employee related costs of wages and benefits
Disability Support ServicesIf you are a student with a documented disability who requires an academic accommodation, please contact the Office of Student Life Services at 410-955-3034 or via email at email@example.com.