Focuses on creation of competitive advantage through strategic human resources planning and staffing. Topics include job analysis, recruitment, assessment and placement. Also covers pertinent laws/regulations and applicable descriptive/inferential statistics.
Provides advanced treatment of employees, management and organizational development. Specific topics include: historical background, needs assessment, program design and implementation, outcomes evaluation and how individuals and organizations change.
Strategic analysis and design of compensation, benefits and performance management systems. Key topics include: performance assessment; employee motivation, discipline and performance improvement, and design and implementation of compensation and benefit systems to attract and retain talent, while facilitating achievement of the strategic objectives of the organization.
Comprehensive survey of union-management relationships, including labor markets and labor movement, labor history and law, union organization and government, and contract negotiation and administration. Includes exercises and cases in negotiations and grievance processes.
Examines laws related to employment, labor relations, civil rights, compensation, safety, health, and retirement. Provides experience in dispute resolution techniques in a nonunion employment setting, including negotiation, mediation, and arbitration.
This course involves an in-depth study of leadership, leadership development and organization design. Students will read extensively in the leadership literature. Further, they will study corporate strategies for identifiying and developing leadership talent. Students will participate in a 360 degree leadership assessment, and will practice leadership coaching skills in working with classmates in leadership development plans. The final component of the course looks at theory, strategy and practice in organization structure and design.
This course introduces the complexities and opportunities associated with managing a global workforce. Students study global business strategy, global talent management, expatriate and impatriate assignments, global compensation and reward strategies and global teams. Associated with this course is a study abroad experience where students meet with senior HR professionals in global firms to see how HR is addressed in these organizations.
Provides applied research and selected human resource topics.
This course is designed to provide students with an understanding of the principles of operational excellence and how to implement them in their professional careers. This course will explore the disciplines of Lean, Six Sigma, and the Theory of Constraints. It will discuss their interoperability and their application to leadership and HR. Students will become familiar with the Shingo Prize Model, learn the importance of principle based leadership, and how to use principles to drive systems and tools.
This course examines issues and challenges related to managing a workforce that is diverse with regard to race, ethnicity, gender, age, sexual orientation, and disabilities and explores contemporary organizational strategies for managing workplace diversity. Provides a basis to gain greater self-awareness of our own cultural values, biases, and behaviors and how they may influence our interpersonal behavior and interactions in organizations in order to better develop competencies and skills for working effectively with people from diverse backgrounds and orientations.
Experiential course designed to develop team effectiveness and specific managerial and leadership skills contributing to interpersonal competence and effectiveness in work groups and organizations.
This course is designed to improve students’ understanding and skills in all phases of negotiation and mediation including the development of strategy and the management of integrative and distributive aspects of the negotiation process. The course is based on a series of simulated negotiations and mediations that human resource managers are likely to encounter and covers a variety of contexts including dyadic, candidate-employer negotiations, dispute resolution and cross-cultural.
Introduction to human capital management practices. Specific objectives include developing a working understanding of the links between HRM and firm outcomes, gaining a working knowledge of HR database technologies and achieving an ability to develop and use fundamental HR costing techniques.
Capstone course in human resource management, designed to integrate concepts learned in specialized courses to the management of a total human resource function, with integration from both tactical perspectives. Covers domestic and international issues, as well as organizational change and development.
Main-Campus Program Only
Graduate-level internship in a career-related position for graduate students wishing to develop or expand their occupational experience.