HRM - Human Resource Management

This course provides the foundation of theories and practices of human resource management (HR) in supporting organizational effectiveness. Students explore major topics in human resources such as recruiting, compensation, employee relations, performance management, talent development, and organizational culture. Coverage includes HR’s role in emphasizing equal opportunity and diverse workplaces, as well as the role of strategic and global human resources.

Organizations’ total rewards strategies are essential for advancing the organizational mission, vision, values, and goals. Total rewards serve as effective levers for the recruitment, retention, and engagement of a high-performing workforce. This course explores a wide range of monetary and non-monetary rewards, with a special focus on compensation and salary structure design and the development and administration of health benefit plans and retirement plans. This is an advanced standing course that may count toward both baccalaureate and master’s degrees. Pre-requisite(s): HRM 400. Co-requisite(s): None. 5 quarter hours

Measuring employee performance is instrumental for making data-informed decisions and developing strategies for improvement. This course focuses on the full cycle of employee performance analysis and management, as well as its relationship to reward systems. Students explore practical strategies for selecting a performance measurement approach, measuring performance and behavioral outcomes, and continuously improving those outcomes through employee goal-setting and development. This is an advanced standing course that may count toward both baccalaureate and master’s degrees. Pre-requisite(s): HRM 400; completion of 90+ QH; and CGPA of 3.0 or higher; or permission of the Program. Co-requisite(s): None. 5 quarter hours

Talent is a key source of an organization’s competitive advantage. Acquiring and retaining talent is essential to an organization’s business strategy. This course focuses on talent acquisition strategy, job analysis and competency modeling, drafting job descriptions, and forecasting staffing needs. Other topics covered in this course include sourcing, recruiting, applicant tracking, interviewing and other forms of candidate assessment, and selection. Students also explore strategies for talent management from onboarding through retention. This is an advanced standing course that may count toward both baccalaureate and master’s degrees. Pre-requisite(s): HRM 400; completion of 90+QH; and CGPA of 3.0 or higher; or permission of the Program Chair or designate. Co-requisite(s): None. 5 quarter hours

Today’s HR manager must be knowledgeable in employment law and be able to interpret and apply this to real-world workplace scenarios. Focusing on United States employment law, students survey legal issues in employer-employee relationships and employment status. Students examine employment at will, employee protections provided through federal and state laws, and the EEOC’s enforcement of anti-discrimination laws. Students explore the role of labor unions and the process of negotiating and administering collective bargaining agreements. This is an advanced standing course that may count toward both baccalaureate and master’s degrees. Pre-requisite(s): HRM 400; completion of 90+ QH; and CGPA of 3.0 or higher; or permission of the Program or designate. 5 quarter hours

This course provides a comprehensive study of strategic human resource management in public sector and nonprofit organizations. Students review the historical and philosophical foundations of the field related to public administration and best practices used to support human resources and optimize workforce performance. Students discuss issues that include workforce planning; recruitment, selection, and retention of employees; motivation, compensation, and benefits within the context of total rewards; assessment of performance; employee and labor relations, with a particular emphasis on managing a highly unionized workforce; legal environment; organizational culture; ethics, conflicts of interest, and executive compensation; and HR contracting/outsourcing. pre-requisite(s): Graduate standing; or permission of the Program Chair or designate. Co-requisite(s): None. 3 semester hours

This course introduces students to the graduate study of human resource (HR) management and development by combining an overview of the HR profession with an exploration of the students’ interest areas within it. Students explore the four HR knowledge domains of people, organization, workplace, and strategy, and behavioral competencies associated with effective HR practice. Students are also exposed to the key aspects of leadership, reflection, and self-assessment, thus establishing a strong foundation for future studies. Pre-requisite(s): Graduate standing; or permission of the Program Chair or designate. Co-requisite(s): None. 3 semester hours

Organizations’ total rewards strategies are essential for advancing the organizational mission, vision, values, and goals. Total rewards serve as effective levers for the recruitment, retention, and engagement of a high-performing workforce. This course explores a wide range of monetary and non-monetary rewards, with a special focus on compensation and salary structure design and the development and administration of health benefit plans and retirement plans. Pre-requisite(s): HRM 509, or LAP 528 or permission of Program Chair or designate. Co-requisite(s): None. 3 semester hours

Measuring employee performance is instrumental for making data-informed decisions and developing strategies for improvement. This course focuses on the full cycle of employee performance analysis and management, as well as its relationship to reward systems. Students explore practical strategies for selecting a performance measurement approach, measuring performance and behavioral outcomes, and continuously improving those outcomes through employee goal-setting and development. Pre-requisite(s): HRM 509, or LAP 528, or permission of Program Chair or designate. Co-requisite(s): None. 3 semester hours

Talent is a key source of an organization’s competitive advantage. Acquiring and retaining talent is essential to the organization’s business strategy. This course focuses on talent acquisition strategy, job analysis and competency modeling, drafting job descriptions, and forecasting staffing needs. Other topics covered in this course include sourcing, recruiting, applicant tracking, interviewing and other forms of candidate assessment, and selection. Students also explore strategies for talent management from onboarding through retention. Pre-requisite(s): HRM 509, or LAP 528; or permission of Program Chair or designate. Co-requisite(s): None. 3 semester hours

Today’s HR manager must be knowledgeable in employment law and be able to interpret and apply this to real-world workplace scenarios. Focusing on United States employment law, students survey legal issues in employer-employee relationships and employment status. Students examine employment at will, employee protections provided through federal and state laws, and the EEOC’s enforcement of anti-discrimination laws. Students explore the role of labor unions and the process of negotiating and administering collective bargaining agreements. Pre-requisite(s): HRM 509, or LAP 528; or permission of Program Chair or designate. Co-requisite(s): None. 3 semester hours

The internship enables students to integrate theory with experiential learning while working in a field related to their program. Students engage in supervised and structured experiences and must complete a minimum of 45 hours of internship and related activities per semester credit hour earned. This course may be taken twice for a total of six semester credit hours. Pre-requisite(s): Permission of the Program Chair or designate. Co-requisite(s): None. 3 semester hours

This course provides an in-depth study of a special topic in human resource management not covered in one of the other program courses. Topics offered may be chosen based on research interests of students and faculty, special faculty expertise, or areas of current debate and emerging interest in the field. This course may be taken for credit multiple times, provided that different topics are covered in each course. Pre-requisite(s): Permission of Program Chair or designate. Co-requisite(s): None. 1-6 semester hours

High-performing organizations leverage human resources to achieve business goals and objectives. This course explores how HR strategy aligns with the organization’s business strategy to drive success and create shareholder value. Students review principles of finance, marketing, economics, sales, technology, and business systems and their relationship with HR in contributing to business strategy. Topics include assessing market competition and the labor market for potential threats and opportunities for competitive advantage, developing metrics and scorecards, evaluating data, interpreting financial statements, and creating an action plan for developing, implementing, and evaluating an HR strategy to advance the organization’s key business goals and objectives. Pre-requisite(s): Completion of at least seven of the following course: HRM 513, HRM 521, HRM 520, HRM 540, OBD 515, OBD 533, OBD 550 and OBD 551; or permission of Program Chair or designate. Co-requisite(s): None. 3 semester hours