| HRM Minor Propsed New Courses |
| Course Area/Title |
Description |
Credits |
37:538:301
Introduction to Human Resource Management |
Survey course on human resource management focusing on each of the functional areas of HRM from a strategic perspective. The roles of the HR Department in the large organization will be discussed, as well as how HR tasks are accomplished in smaller organizations. Prerequisite: None |
|
37:538:311
Staffing |
The various ways organizations acquire human capital at all levels of the organization. External and internal recruiting strategies, selection techniques, and employee exit strategies.
Prerequisite: Intro to HRM |
|
37:538:312
Training and Development |
How organizations develop their human capital. Performance management as an evaluative and development tool. Training and development design, implementation and evaluatiion.
Prerequisite: Introduction to HRM |
|
38:538:313
Compensation |
Motivation and reward of employees. Techniques used in setting wages and determining benefits for employees. Prerequisite: Intro to HRM |
|
38:538:314
Legal Aspects of HRM |
Employment law and regulatiions from the perspective of the organization. HRM's role in upholding legal requirements and avoid liability.
Prerequisite:None |
|
38:538:315
Global HRM |
The special role of the HR Department in the global organization. Covers both expatriate and global employment systems. Prerequisite: Intro to HRM |
|
38:538:321
Special Topics in HRM |
Special topics might include: OB for HR, Personnel Economics, Job Analysis, Safety and Health, Corporate Governance, Diversity.
Prerequisite: None
|
|
| |
|
|
  Click
here to download a printable MHRM Curriculum Worksheet (PDF) |
|
MHRM Curriculum |
|
Course Area/Title |
Description |
Credits |
|
HR Strategy |
|
HR Strategy I: Introduction |
Covers the intersection of HRM, business policy, and competitive
strategy. Introduction to core competencies required to become a
successful manager of human assets. Topics: Overview of business
policy, role of HR in the industry's structure, overview of HR planning
and strategic HR management, HRM functional areas and business strategy,
and development of a strategic HR plan. |
3 |
|
HR Strategy II: Business Functional Areas |
Covers marketing/advertising, production/operations, information
technology, research and development, and other management functions
of the organization and the human capital implications of these
functions. |
3 |
|
HR Strategy III: Measurement Issues |
Covers all areas of organizational measurement and assessment. |
3 |
|
HR Strategy IV: Designing and Implementing Human Capital Strategies
in an Era of Change |
Practicum in the role of the corporate HR function, core competencies
of the organization, and planning for the delivery of competitive
advantage through human resource assets. |
3 |
|
HR Decision Tools |
|
HR Decision Making: Financial Decisions |
Financial analysis in the HR context. Cost analysis of HR and HR
programs, cost/benefit analysis, organizational finance issues and
HRM. |
3 |
|
HR Decision Making: Accessing Data for Decisions |
Data sources relevant to HR decisions. Acquiring data from H.R.I.S.,
the Internet, surveys, consultants, focus groups, etc. Characteristics
of information and research methods that assure data are reliable,
unbiased, and valid. |
3 |
|
HR Decision Making: Data-Based Decisions |
Decision making in the HR context: qualitative and quantitative
analysis, piloting interventions, evaluating HR programs. |
3 |
|
HR Applications |
|
Managing Workforce Flow |
Acquisition and deployment of human assets by the organization.
Traditional plus outsourcing. |
3 |
|
Developing Human Capital |
Assessing and developing the organization's human assets. |
3 |
|
Managing Reward Systems |
The use of reward systems (pay, benefits, etc.) to attract, retain,
and motivate human assets. |
3 |
|
Designing Work and Governance Systems |
Options in designing work. Focus on teaming, but covers different
methods of assigning and completing tasks. Covers governance issues
in unorganized and organized settings. Emphasis on employee involvement
issues and the implications for HRM. |
3 |
|
HR Contexts |
|
Economics and Demographics of Labor Markets |
Covers the changing nature of the workforce, including diversity
characteristics and attitudinal shifts. Focus on HRM tracking and
gaining competitive advantage through judicious use of change. |
3 |
|
Employment Law |
Principles of law covering the employment relationship. Some legal
issues may also be covered in HR application courses. |
3 |
|
Managing the Global Workforce |
Focus on the impact of global competition, multinational status
of an organization on the management of human assets. |
3 |
|
Electives |
|
Creating and Managing Organizational Change |
Focuses on the role of HR in supporting organizational change.
Considers major types of change and the impact on organizations,
groups, and individuals. Appropriate responses are explored. |
3 |
|
Selected Problems: Development and Management of Teams |
|
3 |
| Selected Problems:Distance
Learning |
|
3 |
| Human Resource Information
Systems |
|
3 |
| Selected Problems:Internal
Consulting Skills |
|
3 |
|
M.L.E.R. courses |
|
3 |
|
Collective Bargaining |
|
3 |
| M.B.A. courses |
|
3 |
|
Master's Thesis |
|
3 |
