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Human Resources Management course descriptions

HRM-530: Human Resources Management (3 credits)
This course examines the role of the human resource professional as a strategic partner in managing today?s organizations. Key functions such as recruitment, selection, development, appraisal, retention, compensation, and labor relations are examined. Implications of legal and global environments are appraised and current issues such as diversity training, sexual harassment policies, and rising benefit costs are analyzed. Best practices of employers of choice are considered.
HRM-540: Lifestyle Benefits and Compensation in the New Millennium (3 credits)
Lifestyle Benefits and Compensation in The New Millennium examines both the theory and practice of Total Compensation. Topics include strategic compensation, employee compensation and benefits, job evaluation, external competitiveness and market analysis, incentives and variable pay, employee motivation, compensation administration and the compensation of special groups. A variety of approaches are employed to examine organizational compensation policy and design. Consideration is given to the interaction between Human Resource Managers and Managers throughout the organization in order to realize effective compensation programs.

Advisory: Offered during September, January and May terms only.
HRM-550: Strategic Recruiting, Retention and Succession Planning (3 credits)
This course will focus on how the best practices of strategic manpower planning, advanced compensation and reward systems, and developmental interventions all make for a foundation culminating in an "organization of choice" rather than an "organization of last resort." Topics covered include the development of a qualified pool of candidates, labor force trends, long term strategic growth and retention.
HRM-560: The Entrepreneurial Organization: Learning as Competitive Advantage (3 credits)
The Entrepreneurial Organization: Learning as Competitive Advantage explores three key concepts and best practices associated with cultivating entrepreneurial behavior within organizations. Integrating adult learning, organizational learning, and knowledge management are central to adapting entrepreneurial behaviors and practices. In this course, students will consider the necessity of understanding adult learning theory to create a culture that supports entrepreneurial behavior. Students will also consider the importance of organizational learning and knowledge management on enabling stakeholders to adopt entrepreneurial orientations and practices and they will apply these orientations and practices toward advancing entrepreneurialism in the workplace. Finally, students will identify the theoretical and practical intersection points among these topics and analyze the importance of adult learning, organizational learning, and knowledge management on promoting an entrepreneurial organization.
HRM-570: The Effectiveness of a Market Connected Culture (3 credits)
How a human resource team "connects" the external market to the internal infrastructure of an organization can ultimately mean the difference between overall organizational success and failure. This course will focus on managing and facilitating the culture of an organization requires defining in terms of organizational strategy and the voice of the customer. Culture management, setting the stage for change, formulating strategy, analyzing the need for change, and integrating and implementing the needed human capital of the organization in order to sustain a competitive advantage while adding value is covered in this course. This course will also address issues such as knowledge management, change management and capability building in order to create a culture connected to the market the organization serves.

Advisory: Offered during September, January and May terms only.
HRM-600: Managing the Human Resources Enterprises (3 credits)
Managing the human resources enterprise operates on two levels. In this course students will learn how to model good leadership through the careful stewardship of human resource operations. Students all will extend the strategic view of leadership developed in other courses, identifying successful models of effective human resource operations and leadership.

Advisory: Offered during September, January and May terms only.
HRM-610: Human Resources as a Strategic Partner (3 credits)
Earning a seat where human resources is part of the process of setting strategy and not just sitting at the sidelines is the goal of human resource professionals. In this course students will learn about the many roadblocks to becoming an organizational partner in the formulation and implementation of institutional strategy. Students will be introduced to the resulting frustration, resentment, confusion and possibly even a regression back to maintaining nothing more than an administrative function. Absorbing critical information from varying constituencies and the integration of critical information into a viable organization roadmap is covered.

Advisory: Offered during September, January and May terms only.
HRM-620: The Legal and Ethical Environment of Human Resources (3 credits)
This course covers legal compliance in corporate staffing, disparate impact and disparate treatment claims, and numerous federal statutes and guidelines such as the Civil Rights Acts of 1964 and 1991, the Age Discrimination in Employment Act (1967), the Americans with Disabilities Act (1990), and Equal Employment Opportunity regulations. Approximately 25 percent of the course will be devoted to ethical challenges of the human resources professional, including conflicts between the human resources function and a separate Office of Ethics that might exist in the corporate environment. The course will stress the need for keeping employee ethical questions and concerns confidential as well as developing and putting into a practice a professional code of ethics for all employees. Additional topics covered in this course include affirmative action, seniority, sex discrimination, religious discrimination, retaliatory discharges and right to privacy in the workplace.