| Human Resource Management: Description The Human Resource Management option in the MBA Program is designed to prepare professionals to develop and manage programs, policies, and other activities to maximize a firm’s most important resource – human capital. The foundation courses cover core topics relating to the effective recruitment, selection, training, and compensation of employees that best match a firm’s needs. Emphasis is given to the social, behavioral, legal, and global influences on these critical activities. In addition to the required foundation courses, the HRM faculty developed an innovative curriculum that allows the courses to be constantly updated according to recent changes or emphases in HRM. These courses cover such topical issues like technological advances and their effects on HRM, conflict resolution management and techniques, and developing and maintaining a diverse workforce. The nature of a human resource management professional’s responsibilities depends upon the size of the organization. In many organizations, human resource management professionals are generalists and are responsible for several functions in human resource management from recruiting to safety programs. In larger organizations, there may be HR specialists that focus on one particular function of HR such as compensation. Human resource professionals are in high demand and are employed in all areas including private employers, government agencies, non-profit agencies, union settings, public employers, and entrepreneurial start-ups. According to the Bureau of Labor Statistics, Occupational Outlook (www.bls.gov), the “Median annual earnings of human resources managers were $59,000 in 2000. The middle 50 percent earned between $43,600 and $80,390. Median annual earnings in the industries employing the largest numbers of human resources managers in 2000 were: Computer and data processing services: $75,140 Human Resource Management: Elective Courses MBA 240. Managing Human Capital–Applications of Human Resource Management Theory to Practice. (3) (Required). Analysis of theories and applications of the major human resource management functions that affect managerial decisions. Particular emphasis on strategy, program evaluation, legal issues, employee and labor relations, and managing human resources in a global environment. Lecture and cases. MBA 241. Seminar in Comparative Human Resource and Industrial Relations Systems (3). Prerequisite: MBA 210. Analysis of human resource and industrial relations practices of transnational and multinational corporations operating in the global environment. Particular emphasis on the emergence, evaluation, structures, functions and challenges of labor movements in developed and less developed countries. Lecture and cases. MBA 242. Seminar in Human Resource Planning, Recruitment and Selection (3). (Required). Prerequisite: MBA 240. Analysis of the behavioral, social, legal, and economic issues involved in designing, administering, evaluating effective orientation and training programs, employee compensation programs, and employee performance management programs to maintain a qualified and motivated workforce. Lecture and cases. MBA 243. Seminar in Training, Compensation, and Performance Appraisal (3). (Required). Prerequisite: MBA 240. Analysis of the theories/techniques for “getting the right people into the right jobs at the right time.” Specifically, recruiting, selecting, and placing employees to meet strategic goals while developing/maintaining a diverse workforce, addressing legal issues, and staffing in an evolving environment. Lectures and cases. MBA 244. Seminar in Applications of Technology in Human Resource Management (1-2). Analysis of the use and implications of technology in Human Resource Management. Topics include Human Resource Information Systems, employee monitoring and telecommuting. MBA 245. Seminar in Negotiation and Conflict Resolution Topics (1-2). Analysis of resolving conflicts in the workplace. This course addresses the behavior of individuals, groups and organizations in the context of organizational conflict. Topics include negotiation, dispute resolution systems in the workplace, and employee relations. MBA 246. Seminar in Workforce Issues (1-2). Analysis of special topics as they relate to the current workforce such as empowered work teams, virtual teams, changing demographics, and the HR professional acting as a change agent. MBA 247. The Context of Human Resource Management (1-2). Analysis of current Human Resource Management trends, including workplace safety, ergonomics/workplace design, and genetic testing. MBA 289T. Seminar in Business Topics (3). Prerequisite: completion of 9 units of 200-level courses and permission of Graduate Director. Theory and developments in business. Irregular offerings. MBA 290. Independent Study (3-6) Prerequisite: Advancement to candidacy; permission of Graduate Director and Faculty Advisor. Approved for SP grading. Fall or Spring semester. MBA 292. Readings in Business (3) Prerequisite: Advancement to candidacy; permission of Graduate Director and Faculty Advisor. Approved for SP grading. Fall or Spring semester. Human Resource Management: Contact Prof. Julie Olson-Buchanan |
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