Course Descriptions

HRM 503 Adult Learning

Explores models and techniques for increasing skills and knowledge among people in organizations. Emphasizes the Instructional Systems Design (ISD) model, including needs assessment, instructional design and development, delivery, and evaluation of learning strategies. Includes the selection of instructional delivery systems and the design and development of job aids. Introduces performance support systems. (3)

HRM 509 The Learning Organization

Explores a variety of systems instructional design models and strategies from the behavioral, cognitive, humanistic, and social families. Students learn to design organizational learning using these models and to evaluate their strengths and limitations. They also plan and conduct a formative evaluation of a module or course. (3)

HRM 531 Labor and Employee Relations

Examines current issues in unionism, collective bargaining, and the conduct of labor-employee relations. Emphasis on labor-management relations, labor practices and procedures, and the strategies, tactics, and techniques used in labor-employee relations. See department chair for course offering schedule. (3)

HRM 532 Seminar in Human Resource Management Topics

Examines current issues affecting human resource development, human resource management, and organizational development. Topics are announced each semester. See department chair for course offering schedule. (3)

HRM 533 Strategic Human Resource Management

Takes a systems and strategic-planning approach to human resource management, including job analysis, recruitment, interviewing, selection, placement, staffing, performance appraising, outplacement, forecasting, and organizational development. This is the capstone course to be taken toward the end of HRM program coursework. Prerequisites: Three HRM core courses, or permission of department chair. (3)

HRM 534 Total Pay Perspective

Students learn how compensation and benefits are integrated into total pay systems within organizations. The course examines history, structure, and organizational context of compensation and benefits. Students experience the roles and challenges of total pay management. Finally, corporate issues and problems, along with significant governmental and society trends, are addressed. (3)

HRM 538 Human Resource Selection and Recruitment

Covers theoretical, practical, ethical, and legal issues of personnel recruitment and selection systems. Key concepts, principles, and practical implications of recruitment and selection functions in the following areas are discussed: HR planning; job analysis; internal/external recruitment; predictor development; criterion measurement and selection instruments; validation of systems; fairness, utility, and ethics in selection; uses of technology in recruitment and selection. (3)

HRM 539 Performance Management

Students develop the theoretical and practical skills necessary to plan, monitor, measure, motivate, and improve performance. Students learn how to define and develop individual and organization-level performance indicators, align individual and organizational performance goals and objectives, measure and track performance, diagnose performance deficiencies, and develop and implement group and individually tailored performance improvement systems. (3)

HRM 540 Project

Investigation of selected topics under the direction of a faculty advisor. The project is intended to demonstrate ability to conduct independent research, perform independent studies in a specialized area, and present the results in writing of commendable quality. (3)

HRM 585 Global Human Resource Issues

Emphasizes a practical approach to the diverse problems associated with international HR work. Areas such as cross-cultural communication, international business issues, HR in the developing world, and multicultural education and training are explored. (3)

HRM 586 People Analytics

Covers the use of quantitative data as applied to human capital/people analytics as a way to influence and improve organizational and individual performance. Ex-poses students to the use of analytics to make decisions about employees and the organization as well as demonstrate the value of analytics systems. Emphasizes the uses of predictive analyses (regression, logistic regression, and relative weights), classification analyses (cluster analyses), impact analyses (ANCOVA, repeated measures ANOVA), utility analyses, and adverse impact analyses. The course contains theoretical aspects and hands on applications. Prerequisite: MBA 514. (3)

HRM 590 Practicum

Application of a human resource management or organization development topic within an organization. Independent work under the direction of a faculty advisor. Includes benchmarking, research analysis, data gathering, and recommendations for practitioners. Identify a faculty advisor for this course before applying. (3)

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Human Resource Management (M.A.)

Human Resource Management (M.A.)