Course Syllabus

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O’Neill School of Public and Environmental Affairs

V373 -- HUMAN RESOURCES MANAGEMENT IN THE PUBLIC SECTOR

COURSE SYLLABUS

Term: FALL 2026         SECTION# 7943                       Room: Woodburn Hall (WH) 111

Class Time: Monday/Wednesday   12:45 pm to 2:00 pm 

Instructor: Daniel Grundmann; Senior Lecturer, SPHR, SHRM-SCP      

 

Course Description

From the Bulletin: The organization and operation of public personnel management systems, with emphasis on concepts and techniques of job analysis, position classification, training, affirmative action, and motivation.

Expanded Description

The purpose of this class is to provide you with an understanding of fundamental critical issues, concepts, and functions of Human Resources (HR) for the public sector, though directly and wholly relevant to not-for-profit and private sectors as well. The intent, in part, is to enhance your success in the workplace through understanding the business practice and fundamental elements of HR functional areas.

The focus of this course is detailed below, and further in Canvas modules, and relates broadly to all things HRM. Within that focus, I have selected class materials that present a variety of topics and perspectives. In many cases, connections between our course and current and historical events outside the classroom will come up in lectures, class discussions, and on assignments. Those connections typically will be obvious but may, in some instances, require careful thought to understand the links and the value thereof. The ability to understand and analyze the connections among ideas and events is a core skill in a professional career and will stand you in good stead in your life beyond IU.

V373 Goal Statement 

Upon course completion, students can articulate a broad spectrum of core Human Resource Management (HRM) principles applicable to all sectors of the economy; implement and apply many of those principles; evaluate base-level, practical and legal implications of HRM practices; articulate unique challenges in public and non-profit sectors; and differentiate the career relevance for employees, managers, and HRM practitioners.

V373 Learning Outcomes

  • Recruitment, Selection, and Staffing

    Students can articulate basic principles of staffing strategies, their relationship to labor supply and demand, and select and apply legally and practically appropriate recruitment and selection techniques according to basic principles of validity and reliability.

  • Employee Development

    Students can articulate the components, and their value, of employee training, development, job design, and job enrichment.

  • Compensation and Benefits

    Students can summarize basic components of compensation plans and performance evaluation systems, assess potential deficiencies, and compare elements as they relate to organizational objectives.

  • Workplace Culture, Employee Relations, and Performance Management

    Students can recognize and relate the connections between and among employee and labor relations practices; principles of inclusion and diversity; approaches to performance management; health, wellness, and safety initiatives; and their impact on workplace culture and organizational outcomes.

  • Employment Law

    Students can apply, articulate compliance with, and respond to changes in, labor laws across the employee lifecycle—including staffing, compensation, employee and labor relations, health, and safety—to ensure organizational legal compliance.

  • Information Literacy

    Through discussion, assessments, and writing exercises students can compare HRM practices and policies from varying perspectives, articulate the role of technology in HRM, synthesize information, evaluate source credibility, and draw conclusions based on their evaluation of content.

Course Reading

Required reading assignments are listed on Canvas, and materials other than the textbook are available on Canvas as well. While some of the readings (text-based) provide foundational information, the primary purpose of the reading is to expose students to issues and topics relevant to the course from the perspective of HR professionals. As the field of Human Resources is dynamic, current articles provide valuable insight into recent developments in HR. The Canvas collection contains scholarly articles along with cases and articles written by and for HR practitioners. You are responsible for the content of all assigned readings, any materials provided on Canvas, and all information discussed in class, video, or audio format. Additional or replacement articles may be assigned as the semester progresses. The readings appearing on Canvas define required readings.

The primary text for the course, below, is incorporated in Canvas through e-text.

Lussier, Robert, N. and John R. Hendon. Human Resource Management.  (5th Edition). SAGE Publications, Inc. (US), 2026.                    ISBN: 9781071902950  

Course Readings, due dates, and assignment schedules are listed and linked, by weekly topic, in Canvas modules. The content and schedule are subject to change in the event of extenuating circumstances or in response to topical developments. 

Class Mode, Participation, and Attendance

Class meets in person two times per week. Students are expected to attend class and participate. Attendance and participation are tracked and influence grades directly and indirectly. Students who do not attend rarely do well.

Additional Resources

In addition to course readings, modules often contain miscellaneous additional resources including audio files, video files, and other course-related materials. Students are encouraged to review and contemplate each item included in the Additional Resources section of the weekly module. The content often assists with answers to the Weekly Synthesis Assignments as well. 

Assessments and Grading

Assessments will cover material presented in class and through the reading assignments. Specific material included for each assessment is noted on Canvas. Generally, assessments cannot be made up. Under exceptional circumstances, opportunities for rescheduling are considered. Depending upon circumstances, a more rigorous grading standard may be applied (e.g., a one-grade penalty may be assigned). THE FINAL ASSESSMENT IS ADMINISTERED ACCORDING TO UNIVERSITY SCHEDULING.

Graded items are valued as follows. The assessment scheme below is subject to change, with ample notice to students, at the instructor’s discretion as alterations are occasionally warranted due to unusual or unanticipated circumstances.

    • Exams (3 @ 100 points each) - 300 points
    • Application Exercises (4 @ 5 points each) - 20 points  
    • Participation and Attendance - 15 points 
    • Reading Synthesis Assignments (15 @ 3 points each) - 45 points
    • HRM Information Literacy Series - 20 points
    • Issue Analysis Step 1: HRM Issue Analysis Preparatory Exercise (6 points)
    • Issue Analysis Step 2: Find Articles & Evaluate Sources (9 points)
    • Issue Analysis Step 3: Evaluating Evidence (5 points)

    Total = 400 points

The final course grade is as follows. Thresholds are set, and exceptions will not be considered.

                             GRADE             Percentage      

                                    A+              98 - 100

                                    A                93 - 97

                                    A-               90 - 92

                                   B+               87 - 89

                                    B                83 - 86                        

                                    B-               80 - 82

                                    C+              77 - 79

                                    C                73 -76

                                    C-               70 - 72

                                    D+              67 - 69

                                    D                63 - 66

                                    D-               60 - 62

                                    F                59 and below

 

COURSE SCHEDULE

Week 1: Introduction to The Role of Human Resources in Organizations

Week 2: HRM Strategy and Workforce Planning: Job Analysis, Job Description and Job Design

Week 3: Recruitment, Selection, and Employee Engagement

Week 4: Recruitment, Selection, and the Interview Process

Week 5: Selection Pitfalls and Selection Bias

Week 6: HRM an Equal Opportunity Employment Laws

Week 7: HRM Equal Employment Opportunity Laws (Continued)

Week 8: Learning and Development

Week 9: Performance Management and Employee Enhancement

Week 10: Performance Management and Appraisal

Week 11: Employee Rights and Labor Relations

Week 12: Compensation Systems

Week 13: Compensation Incentives and Benefits

Week 14: Workplace Safety and Health

Week 15: HRM in a Global Environment

Week 16: Finals Week

 

Course Readings, due dates, and assignment schedules are listed and linked, by weekly topic, in Canvas modules. The content and schedule are subject to change in the event of extenuating circumstances or in response to topical developments.

The course is divided into weekly modules. Each weekly module includes:

  • TOPIC HEADER
  • ASSESSMENTS (to be submitted)
    • Those you are required to submit via Canvas
    • Includes a weekly reading synthesis assignment (generally about a paragraph in length)
    • Requires that you reflect on the readings and synthesize content
  • TEXT READING & OTHERWISE CONSULTING
    • Chapters from required books
    • PDF files posted under the header
    • Other resources that cover the relevant topic
  • PRACTITIONER ARTICLE SERIES & HR in the NEWS
    • Typically, these are articles from a source that an HR practitioner might read, including from news media.
  • IN-CLASS and ADDITIONAL RESOURCES
    • Items we'll typically look at during class and serve as additional resources for you.