B.S. in Human Resources Management

COURSE CONTENTS

FALL SEMESTER

SPRING SEMESTER

SPRING SEMESTER

COURSE DESCRIPTION

HRM 101: Principle of Human Resources Management:-

This is an introductory course which explores internal and external issues that influence an organization's decisions and policies affecting its human resources. Critical HR functions will be explored in depth to provide a solid understanding of the many issues confronting the HR professional.

MATH 112: Survey of Mathematics I: -

A course designed to acquaint students with problem-solving strategies, sets and applications, logic, arithmetic in different bases, real number system, and algebra. Prerequisite: Two units of high school mathematics.

MATH 121: Survey of Mathematics II:-

A course designed to acquaint students with consumer mathematics, geometry, mathematical systems, introduction to probability and statistics, and an introduction to computers.

PAD 102: Introduction to Public Administration:-

Origin and development of public administration as a discipline and profession. Citizen and the administrative state; rise of professionalism; growth of executive branch in federal government and the states. Public service within an environment of democratic, legal, ethical, political, and economic considerations.

Prerequisite ENG 101

Prerequisite ECO 102

Prerequisite MKT 102

Prerequisite IMS 101

Prerequisite ENG 122

Prerequisite ACC 101

Prerequisite PSY 101

Prerequisite ACC 103

Prerequisite SCM 101

ECO 155 Principles of Macroeconomics:-

This course prepares the student to understand the economic structure of the world economy, to interpret common economic measures, to understand the processes of governmental fiscal and monetary policies, and to evaluate individual decision-making from an economic perspective.

ECO 165 Principles of Microeconomics: -

Basic principles of economics with a particular emphasis on the nature and application of those bear on decision making within a household, firm or industry; including consideration of problems respecting the composition and pricing of the national output, distribution of income, pricing and output of factors of production and foreign trade.

HRM 213: Principles & Practices of Supervision:-

The objective of this course is to acquaint students with an understanding of the behaviors that lead to effective supervision. This will include a combination of lectures and discussions which will convey supervisory and leadership concepts in the context of everyday work experiences. The focus of study will be related to the concept of Situational Leadership.

HRM 214: Understanding Human Behavior

Study psychology as a behavioral and social science in this course, and explore the interaction of the individual with others, technology and the environment. Topics will include models of human nature, self-concept, personality, conformity, aggression, blind obedience, deviance and pathology.

HRM 216: Recruitment & Selection:-

This highly interactive course covers topics such as the need to plan the acquisition of human resources based on anticipated corporate productivity needs, the provisions and impact of human rights, pay equity, employment equity and freedom of information measures, and different recruitment and selection techniques and their strengths and weaknesses.

HRM 217: Compensation:-

To provide an understanding of the process, issues and techniques involved in developing and administering a compensation system. The course should enable the student to gain knowledge of (a) both the theoretical and applied aspects of the compensation function, (b) the linkage between the compensation function and the organizational management process and (c) the compensation system design necessary to attract, retain and motivate the required workforce.

HRM 219: Labor Relations:-

The purpose of this course is to provide students with a working knowledge of the institutions and processes (both regulatory and non-regulatory) that govern the relationship between employers and employees in Ontario. The emphasis will be on the process of collective bargaining and grievance resolution.

HRM 221: Program and Organization Evaluation:-

Is the final part of the methods sequence. This course emphasizes framing questions, developing measures, designing surveys and other inquiries, collecting and analyzing data, and interpreting results related to evaluation of HR programs while helping students to see how the overall effectiveness of organizations is defined and determined.

HRM 223: Human Resources Information System:-

This course deals with how communication in organizations is facilitated or impeded by existing structure and processes. Methods for improving communication flows and facilitating interactions are discussed. Emphasis is placed on modern communications technologies and their effects on organizational function.

HRM 224: Planned Change Management:-

This course examines corporate culture: what it is, how it is assessed, and how organizations can use it to create and sustain competitive advantage. The focus is on models for planned organizational change. The roles of leaders and other stakeholders are examined.

HRM 226: Human Resource Management:-

Recruitment, selection, utilization and development of human resources, with emphasis on employee-management relations and relevant behavioral research.

HRM 227: Organization Development:-

This presents issues in organizational systems, including the assessment of group and organizational effectiveness, organizational politics and power, job structure, organizational design within the social, psychological, and political contexts in which they are embedded.

HRM 247: Research Methodology:-

This course provides both a theoretical understanding of the philosophy and design of quantitative and qualitative research, and experiential skill practice in the areas of data collection and analysis.

HRM 228: Financial Analysis for HR: -

This course covers the essential business functions within which the human resources program operates, such as accounting, finance, budgeting, cost-benefit analysis, etc.

HRM 301: Compensation and Benefits: -

It explores on the managerial level concepts and practices of compensation and benefits administration with emphasis on current theories of compensation and Benefits trends, cost, value and systems.

HRM 311: Legal Issues in HR: -

This course considers current issues in employment law that bear most directly on HR administration. The theoretical basis of the class is the law of contracts with a focus on the construction and implementation of employee handbooks, policies, discharge, safety laws, etc.

HRM 313: Job Design/Redesign: -

This course presents theories, empirical research, laws, and policies relating to the design of jobs and to recruitment, selection, and placement of employees. This course covers popular methods, practical administrative issues, and organizational relationships with relevant stakeholders.

HRM 314: Ethical Issues in HR:-

It explores ethical issues that HR professionals confront with the growth of organizational competitiveness, diversity, and technology. As technological advances allow access to more information, HR professionals must decide what information can be sought for legitimate business purposes. These and other topics are discussed to help develop effective policies.

HRM 315: Organization Strategic Planning:-

This course explores the strategic planning process, why it is important, and how strategic planning is conducted and implemented in organizations. Discussions center on the strategic decision-making processes.

HRM 316: Labor Relations: -

A study of the development and methods of organized groups in industry, with reference to the settlement of labor disputes. Labor unions and employer associations involved in arbitration, mediation, and conciliation are analyzed from an economic as well as a legal standpoint. Topics include collective bargaining, trade agreements, strikes, boycotts, lockouts, company unions, employee representation, and injunctions

HRM 318: Employee Selection and Succession Planning:-

It explores internal and external forces that affect strategic staffing and the planning process for filling positions. Traditional and contemporary staffing and recruiting methodologies, including recruiting in cyberspace, testing methodologies, and the selection process, will be explored.

HRM 320: Strategic Management Skills:-

It provides students with management survival skills essential in an environment of global competition and organizational change. Course topics include counseling skills for business relationships, strategic thinking, decision-making, and leadership skills.

HRM 321: Crisis Management:-

This course focuses on strategies for dealing with unplanned organizational change.

HRM 324: Global HR and Diversity:-

It covers major cultural differences in values and attitudes which may affect international HRM effectiveness, global staffing, international compensation, employee relations, labor law, and encourages students to identify the future agenda of international HRM for themselves and/or their organizations.

HRM 336: Organizational Communication:-

A study of the structure of communication in organizations. Problems, issues, and techniques of organizational communication are analyzed through case histories, exercises, and projects. The examination of theory and examples is intended to improve managerial effectiveness in communication and negotiation.

HRM 325: Negotiation Strategies:-

An introduction to methods and processes of negotiation and collective bargaining. Negotiating strategies related to selected products, services, and management issues are explored

HRM 327: Arbitration and Dispute Resolution:-

It explores the nature of conflicts common in personal and organizational life and various techniques to resolve disputes. Conflict management strategies such as collaborative problem solving and negotiation, and third-party intervention are examined. The course offers "best practices" in designing and integrating dispute resolution programs for the workplace.

HRM 329: Conflict Management in Organizations:-

An introduction to processes observed in and management of conflict within organizations. Topics include general models of conflict, methods of managing conflict, and issues related to disagreements in organizational contexts.

HRM 401: Labor Relations Law:-

A conceptual and functional analysis and application of legal principles relevant to labor/ management relations and the collective bargaining process in the domestic and global industrial and public sectors. Topics include the historical and statutory development of unionization; union organization and unfair labor practices; negotiation and administration of the collective bargaining agreement; economic pressures, including strikes, pickets, boycotts, and lockouts; arbitration and conflict resolution; public-sector regulation; and transnational labor/management issues.

HRM 411: Stress Management in Organizations:-

An exploration of the changing nature of work and stress in organizations, due to a business emphasis on productivity and personal and family demands. Focus is on the causes of stress and methods of managing stress in organizational settings. Topics include interactions, performance objectives, social structure, job characteristics, and other factors causing stress in organizations. Consideration is given to political climate, pressure to achieve, interpersonal conflict, and time pressures. Discussion covers practical approaches to reduce stress at work.

HRM 413: The Total Rewards Approach to Compensation Management:-

An exploration of alternative compensation philosophies to define total rewards as everything that employees value in the employment relationship. Topics include building and communicating a total rewards strategy, compensation fundamentals, the analysis and documentation of a job analysis, linking pay to performance, employee motivation, and performance appraisal. Strategies such as incentive cash and/or stock compensation programs, employee ownership, benefits and nonmonetary rewards are discussed and evaluated. The interrelationships among compensation, motivation, performance appraisal, and performance within the organization are examined. Discussion also covers the design and implementation and operation of a total rewards program, including organizational compatibility

HRM 415: Human Resource Management: Analysis and Problems:-

A study of the role of human resource management in the strategic planning and operation of organizations, performance appraisal systems, and compensation and labor/management issues. The influence of federal regulations (including equal opportunity, sexual harassment, discrimination, and other employee-related regulations) is analyzed. The critical evaluation of human resource problems is supported with a review of research findings, readings, discussions, case studies, and applicable federal regulations.

HRM 417: Organizational Culture:-

An examination of the nature, definitions, theories, and aspects of organizational culture. Analysis covers patterns of behavior and their relationship to organizational culture, especially the impact of the organization’s business on employee behavior and culture. Topics include the role of nationality, gender, and race within organizational culture; implications of addressing organizational challenges; theory versus practice; and the relative roles of the individual, groups, and the organization in a cultural context.

HRM 418: Employee Training and Development:-

An examination of employee training and human resource development in various organizations. Topics include the development, administration, and evaluation of training programs; employee development; career development; and organizational change. Issues in employee development (including assessment of employee competencies, opportunities for learning and growth, and the roles of managers in employee development) are explored.

HRM 419: Employment Law for Business:-

A conceptual and functional analysis of the legal framework and principles of industrial and employment relations, with special emphasis on discrimination in the workplace in the domestic and global environment. Topics include discrimination based on race, sex, age, and disability; testing and performance appraisal; wrongful discharge; labor/ management issues; and employee benefits. Salient transnational employment issues are also explored.

HRM 420: Training & Development

The primary objective of this course is to examine the functional roles of training and development in the organization. Working models will be analyzed through case studies to illustrate the critical importance of planning within an instructional systems approach. Topics to be discussed include: training and development in review; the psychology of learning, needs assessment and analysis; objectives; standards and performance; program design and evaluation; the management of training; group dynamics.

HRM 421: Occupational Health & Safety:-

The major objective of the course is to introduce those who are involved in human resource management to the broad and ever changing field of occupational health and safety. The multiple dimensions of technical, legislative, political and personal issues are a required part of the training for a professional.

HRM 423: Human Resources Planning:-

Students will learn the theory behind Human Resource Planning. Specific areas of discussion include, setting the foundation for Human Resource planning, Job Analysis, Manpower Planning and Forecasting, Management Development, HRIS and program implementation. Case studies and assignments will provide students with the opportunity for practical application.

HRM 425: Wellness in the Workplace:-

This course will focus on health promotion concepts, program management strategies, interventions and perspectives of health promotions in the workplace. We will examine why health promotions make sense as a return on investment for employers and provide insight into the process of designing, managing, and evaluating a program. We will explore strategies that impact health promotions and identify the types of programs used to operationalize a health promotions program.

HRM 427: Public-Sector Labor Relations:-

A study of the development and structure of labor relations in public-sector employment. The responses of federal, state and local governments to unionization and collective bargaining are analyzed. Case studies of governmental units, public unions and union issues demonstrate and reinforce principles.

HRM 447: Contemporary Issues in Human Resource Management Practice:-

A study of human resource management that integrates knowledge gained through previous coursework and experience and builds on that conceptual foundation through integrative analysis, practical application, and critical thinking. Emerging issues in human resource management are considered

HRM 499: Human Resources Management Research Project:-

The Learner will conduct a research study of a topic within the academic discipline of Human Resources Management and document the results in a formal project report. The Learner will demonstrate the ability to identify a current human resource management issue and provide a solution, recommendation, or meaningful interpretation to the issue, whether it is a policy, program, legislation, or work place problem. The project report will include a critique or justification of the research business administration majors only. Practical application of skills and theories learned in the classroom through work or special project experience in private or public organizations.