California State University, Fullerton

Fall 2009
HUMAN RESOURCE ADMINISTRATION
EDAD563

Linda C. Orozco, Ph.D., Professor

Instructor & Dept. Information

Course/Class Information

Dr. Linda Orozco

Professor

Office: College Pk, 5th fl.

Telephone: 657-278-7246

Email: Lorozco@fullerton.edu

 

Monday – Irvine Rm. 219 [#11623]

Tuesday – Capistrano Rm. 1  [#18776]

2 Units – 4:30-6:30pm

Office Hours: By appt., via Skype

                        OR before class

Dr. Orozco’s Websites:

http://faculty.fullerton.edu/lorozco & http://leadership-innovation.org

This SYLLABUS is the central document for coordinating course policies and activities. Review it carefully and discuss questions with the instructor. Refer to the syllabus to confirm course expectations and your individual progress.



I. COURSE

Description: This course focuses on the importance and dimensions of human resource administration and the need to attract, retain, develop, and motivate school personnel in ways that enhance learning and professional development and that lead to positive and productive school settings.   

 

Student-based Learning Outcomes.  By the end of the course students will:

  1. Demonstrate foundational knowledge, both theoretical and operational, of human resource administration emphasizing professional justice, equity, ethics and integrity.
  2. Demonstrate orally, in writing and through leadership actions a professional understanding of, and heightened sensitivity to, the human resource implications of administrative responsibilities, decisions & problem-solving.
  3. Identify, access and utilize written & technology-based resources and information related to personnel practices to demonstrate 21st century leadership skills.
  4. Demonstrate an operational knowledge of human resources and its implications, through direct school-based analysis and application.
  5. Model authentic leadership ability to supervise & evaluate instruction lessons, and identify/resolve various personnel problems; and confront human relation issues of significance at the worksite.
  6. Display ‘human resource administration’ competency through authentic, educational worksite-embedded activities specifically designed to link theory to professional practice, while identifying the significant issues involved.

 

II. REQUIRED TEXTS, RESOURCES & TECHNOLOGY

Text (or eText):  Seyfarth, J. (2008).  Human resource leadership for effective schools (5th edition). Boston, MA: Pearson.

SmartBrief: a free electronic service providing updates on k-12 education by the Association for Supervision & Curriculum Development (ASCD).  Website: http://www.smartbrief.com/ascd/

Guide: Career Center (2007).  Job search guide.  Fullerton, CA: California State University, Fullerton.

Skype: Candidates will be required to use Skype webconferencing.  Skype provides free audio/video/text communication via the internet to anywhere in the world.  In order to use, candidates will need to download free Skype software, use a microphone on their computer (built-in or plug in) and secure internet access.  http://skype.com

Professor Orozco's Website: includes online web-based resources specifically related to human relations. http://faculty.fullerton.edu/lorozco

Email address for class communications and activities. Cc. yourself on all emails you send, and save copies until the end of the course.

Other print and online readings as assigned.

III. COURSE REQUIREMENTS:

30% CLASS PARTICIPATION

20% QUIZZES

50% CANDIDATE HUMAN RELATIONS LEADERSHIP PORTFOLIO

30% CLASS PARTICIPATION
Each candidate enrolled in the course has the responsibility for its overall quality and enhances the breadth of perspectives developed by every other candidate. To fulfill your part, you must be present and participate fully.  There will be seminar activities, online activities, in-class collaborative assignments, and discussions of the topics, readings & course responsibilities. 

Assessment Labs: Candidates will complete a series of assessment activities designed to demonstrate their competence in legal leadership.  Activities include web-based research, interpretation of data, assessment of legal practices, diversity and legal issues, case studies analysis, in-basket activities, role playing, team building, conflict management, problem-solving, written communication, etc.

Cellular Phones and Pagers: As a courtesy to all candidates & the instructor, and in order to eliminate interruptions and distractions during the learning process, ALL cellular telephones and pagers are to be silenced during class meetings.

Missed Classes or Late Arrival/Early Departure: Missing class and/or arriving late & leaving early will affect your participation grade.  Excessive absences (four or more) will yield a grade of ‘F’ for the course.  In case of prolonged illness or unforeseen obligations, candidates will be supported in officially withdrawing from the course.  If you miss any part of a session, it is YOUR responsibility to make arrangements with a colleague for missed instruction, assignments, handouts and future expectations.  Please note the name, email address and telephone number of one or two colleagues for this purpose:
____________________________________________________________________________________
____________________________________________________________________________________

20% QUIZZES

There will be unannounced quizzes conducted during the semester.  Quizzes will be multiple choice, true/false and short answer.  Quizzes will not be cumulative for the entire semester but only cover content since the last quiz.

 

50% LEADERSHIP IN HUMAN RELATIONS PORTFOLIO

Each credential candidate will demonstrate mastery of the learning outcomes by compiling a professional Portfolio featuring evidence and documentation.  Each credential candidate will demonstrate a consistent collaborative ability to discuss their (and others) professional performance in human relations leadership.  There will be a collaborative review of the candidate's Portfolio by a colleague/aspiring administrator and course instructor.  A series of documents comprise the Human Relations Leadership Portfolio. The required activities and related documents are detailed below and on the "Leadership Portfolio Form".  All materials must be typed.  Candidates must submit a complete Portfolio, including peer signature.  The Report will include:

 

1. Leadership in Human Relations Portfolio Form

2. Candidate Biography and picture

3. Leadership in Human Relations Self-Assessment (pre & post)

4. Candidate Resume (1-2 pages)

5. Cover Letter (1 page)

6. VideoView of Authentic HR Leadership: Brief tour and summary data of school site, conduct an observation & evaluation of a teacher’s instructional lesson, and present class with an authentic personnel problem (or human relations issue) of significance at the worksite.

7. Analysis: Personal-Professional Life Balance

8. In-Class Assessment Lab activities as assigned by instructor.
9. Professional Reflection


IV. GRADING POLICY:

Grading
A = 90-100 course points
B = 80-89 course points
C = 70-79 course points
D = 60-69 course points
F = 0-59 course points

  • Writing: Graduate level writing is expected for ALL assignments.  All written assignments must be word processed using correct grammar, spelling, and punctuation.  All sources must be referenced using APA style format.   A candidate’s grade will be affected if editing issues are present.  Please note, the professor will stop reading any submitted assignment which contains multiple errors.  The assignment will not be graded, but instead will be returned to the candidate for editing prior to re-submission.  Candidates are strongly encouraged to use a peer reader prior to submitting assignments.  J
  • Absences:  Attend all class sessions fully.  Participation takes place only when you are in attendance.  Arriving late or leaving early will result in a loss of 1+ points per incident.  Excessive absences (four or more) will yield a grade of ‘F’ for the course.  In case of prolonged illness or unforeseen obligations candidates will be supported in officially withdrawing from the course.
  • Late Assignments: In fairness to all students, a policy on assignments submitted after the due date will be applied. Late assignments will be reduced by one full letter grade. In addition, 'late assignments' may be held by the instructor and graded at the end of the course.
  • Confidentiality:  Students are expected to maintain class confidentiality at all times.  All class discussions, presentations, reflections, activities, incidents, materials and handouts shared by candidates (or instructor) are to be kept confidential, and not shared outside the class.  Candidates represent a wide variety of diversity, perspectives and worksites; and the nature of the course encourages open sharing, examples, and honesty.  This should be a ‘safe-forum’ of professionalism, and your adherence to this expectation is important.  Failure to adhere to this policy can result in removal from the class and referral for university discipline.  Please discuss any questions with the instructor.
  • Academic Integrity:  Important university policies on academic integrity & honesty (UPS 300.021) are online at:  http://www.fullerton.edu/senate/ups.htm
  • Emergency Information: http://www.fullerton.edu/emergencypreparedness/ep_students.html
  • Special Needs:  “The University requires students with disabilities to register with the Office of Disabled Student Services (DSS), located in UH-101 and at (714) 278 – 3112, in order to receive prescribed accommodations appropriate to their disability.  Students requesting accommodations should inform the instructor during the first week of classes about any disability or special needs that may require specific arrangements/accommodations related to attending class sessions, completing course assignments, writing papers or quizzes/tests/examinations.”   UPS 300.004
  • Plus/Minus:  There will be no use of plus (+) or minus (-) in grading.


V. COURSE SCHEDULE:

Students must be officially registered in the course & meet all prerequisites by the first class in order to participate.  Note the following key dates and expectations.  Furlough days are indicated by an (F) under Date/Week column.

 

MT   

 

DATE/WK    

 

TOPIC

 

READINGS & ASSIGNMENTS

1

Aug. 24/25

LEADERS, SCHOOLS & HUMAN RELATIONS
Review of Course and Requirements
       Syllabus detailed, assignments & schedule

__ Read JSG p. 33-48
__ Prepare one page bio & pic

2

Aug. 31 &
Sept. 1

HUMAN RESOURCE LEADERSHIP
!DUE:  Bio and photo (one page)

__ Read Seyforth: Pref, Ch. 1 & 5
__ Begin resume preparation

3

Sept. 7/8

Monday/Irvine Team - Labor Holiday – No Class
Tuesday/Capistrano Team – Skype: Human Res.



4

Sept. 14/15

MOTIVATION OF PERSONNEL

__ Read Seyforth:  Ch. 6
__ Finalize Resume

5

Sept. 21/22

INDUCTION
!DUE: Resume!

__ Read Seyforth:  Ch. 7
__ Read JSG p. 49-56

6

Sept. 28/29

PROFESSIONAL DEVELOPMENT

__ Read Seyforth:  Ch. 8
__ Finalize Cover letter

7

 

Oct. 5/6

 

EVALUATING EMPLOYEE PERFORMANCE
!DUE: Cover Letter!

__ SmartBriefs

8

Oct. 12/13

CURRENT ISSUES IN HUMAN RESOURCES
SmartBriefs and Personnel Issues

__ Read Seyforth:  Ch. 4
__ Finalize Portfolio docs 2-5

9

SPECIAL
MONDAY

Oct. 19

SELECTING ADMINISTRATIVE PERSONNEL
Peer Review of Professional Work
!DUE: Documents #2-5 of Portfolio in Final Form!

__ Read Seyforth:  Ch. 2

10

Oct. 26/27

 

PLANNING FOR STAFFING NEEDS
SOCIAL JUSTICE & TECHNOLOGY IN HR-Kozol

__ Read Seyforth:  Ch. 3
__ Prepare Life Balance

11

Nov. 2(F)/3

Irvine Team (F) – Blog
Capistrano –VideoView Planning & Development

__ Read Seyforth:  Ch. 10

12

Nov. 9/10(F)

Irvine Team – VideoView Planning & Development
Capistrano (F) – Blog

__ Read Seyforth:  Ch. 11
__ Finalize VideoViews

13


Nov. 16/17

PRODUCTIVE WORK ENVIRONMENTS &
LEGAL ISSUES IN HR
!DUE: Life Balance!
!DUE: VideoViews!

__ Read Seyforth:  Ch. 14

 

Nov. 23/24

THANKSGIVING HOLIDAY – NO CLASSES

__ Finalize all Portfolio documents

14

Nov. 30 & Dec. 1

HR LEADERSHIP SUMMARY PORTFOLIO
Peer-Review of Candidate Portfolios
!Due: Portfolios all documents!
TERMINATION & REDUCTION IN FORCE

__ Read Seyforth:  Ch. 13

15

Dec. 7 & 8

 

COLLABORATIVE SEMINAR
MANAGING CONFLICT IN THE SCHOOLS

 

 

Dec.  14/15

FINALS WEEK – NO CLASS

 

8/13/09

==================================================


HUMAN RESOURCE ADMINISTRATION
EDAD563

Linda C. Orozco, Ph.D., Professor

SUPPLEMENTAL INFORMATION

COURSE REQUIREMENTS:

30% CLASS PARTICIPATION
Every candidate enrolled in the course has the responsibility for its overall quality and enhances the breadth of perspectives developed by every other candidate. To fulfill your part, you must be present and participate fully.  There will be seminar activities, online activities, in-class collaborative assignments, and discussions of the topics, readings & course responsibilities. 

PARTICIPATION RUBRIC

 

Outstanding Contributor:  Contributions in class reflect thorough preparation.  Ideas offered are usually substantive; provide one or more major insights, as well as, direction for the class.  Arguments, when offered, are well substantiated and persuasively presented.  If this person were not a member of the class, the quality of the discussions would be diminished significantly.

 

Good Contributor:  Contributions in class reflect thorough preparation.  Ideas offered are usually substantive; provide good insights and sometimes direction for the class discussion.  Arguments, when presented, are, generally, well substantiated and are often persuasive.  If this person were not a member of the class, the quality of the discussion would be diminished considerably.

 

Adequate Contributor:  Contributions in class reflect satisfactory preparation.  Ideas offered are sometimes substantive, provide generally useful insights, but seldom offer a major new direction for the discussion.  Arguments are sometimes presented, and are fairly well substantiated and sometimes persuasive.  If this person were not a member of the class, the quality of the discussions would be diminished somewhat.

 

Non-participant:  This person has said little or nothing in this workshop or class.  Hence, there is no adequate basis for evaluation.  If this person were not a member of the class, the quality of the discussions would not be changed. 

 

Unsatisfactory Contributor:  Contribution in class reflects inadequate or non-existent preparation.  Ideas offered are seldom substantive; provide few, if any, insights; and rarely provide a constructive direction for the class discussion.  Integrative comments and effective arguments are completely absent.  Class contributions are, at best, “time fillers” efforts to make isolated, obvious, or confusing points.  If this person were not a member of the class, valuable class time would be saved.


20% QUIZZES

There will be unannounced quizzes conducted during the semester.  Quizzes will be multiple choice, true/false and short answer.  Quizzes will not be cumulative for the entire semester but only cover content since the last quiz.

 

10% RESUME & COVER LETTER

Candidate’s will develop and finalize a professional resume (1-2 pages) and cover letter (1 page) for use in applying for their first administrative position.  The resume should be developed from an “administrative” perspective.  Stress leadership experience and spell out acronyms (e.g. BTSA).  Make efficient use of page space.  Include at least 2 references.  Your resume must be attractive, balanced, free of errors, and professional.  Your cover letter or ‘letter of application’ should stress how your education and/or experience meets or exceeds the key requirements and attributes for the type of leadership position you are seeking.

 

20% VIDEOVIEW OF HUMAN RESOURCES

Using video technology, each candidate is to develop and present a videoview of authentic HR leadership in class.  The videoview is to feature a brief tour of school/district worksite and summary of worksite statistics (# students, # employees, demographics, size, description of worksite/school/district, etc.); summarize ‘leadership lessons learned’ after conducting an observation & evaluation of a teacher’s instructional lesson; and present the class with an authentic personnel problem (or human relations issue) of significance at the worksite.  Maximum length - 3 minutes.