HRM 503 Training and Development
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 training. Includes the selection of instructional delivery systems and the design and development of job aids. Introduces performance support systems. Offered fall and summer semesters. (3)
HRM 505 Research and Evaluation
Provides students with the fundamental knowledge and skills necessary to perform basic evaluation and research and to be conversant with terms and concepts that are necessary to direct more advanced evaluations. Special emphasis is placed on measurement techniques, evaluation systems, designing evaluation instruments, and the sociopolitical factors affecting research and evaluation applications. Offered fall semester. Prerequisite: proven proficiency in basic statistics. Students should consult an advisor. (3)
HRM 509 Instructional Design Models and Strategies
Explores a variety of instructional design models and strategies from the behavioral, cognitive, humanistic, and social families. Students learn to design instruction using these models and to evaluate their strengths and limitations. They also plan and conduct a formative evaluation of a module or course. Offered spring semester. (3)
HRM 512 Organizational Career Management
Focuses on the link between organizational needs and the employee’s individual needs to contribute in ways that use his/her talents and competencies. Students will learn how to use the process of career planning and development for themselves and others and how to design programs that integrate organizational and individual needs. See department chair for course offering schedule. (3)
HRM 530 Foundations of Human Resource Management
Provides a strategic overview of the key concepts and principles of each human resource function, along with their practical implications. Special emphasis is placed on human resource roles and competencies, and creating a personal career development plan. Issues, trends, and problems facing the human resource professional are also identified and addressed. Offered summer semester. (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. Offered spring semester. (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: 3 HRM core courses including HRM 505, 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. Offered spring semester. (3)
HRM 536 Employee Benefits
Provides an overview of the design and management of benefit plans. Focuses on Social Security and private retirement plans; health care programs; special benefits such as education assistance, disability, and dependent care; and flexible benefits. Regulatory and emerging benefits issues, as well as effective employee relations and communication, are also considered. See department chair for course offering schedule. (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. Offered fall and summer semesters. (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. Offered fall and spring semesters. (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. Offered fall semester. (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. (3)