Human Resources Management

The course examines the context of strategic human resource management and develops a framework and conceptual model. Trends are explored that impact strategic HRM practices, including viewing the employee as "human capital." The course also addresses the practice and implementation of strategic human resource management through discussion of issues and development of specific programs and policies. Topics include: staffing, training, performance management, compensation, labor relations, employee separation, and managing a global workforce.

This course studies theories and practices relevant to staffing work organizations including: principles of human resource strategy and the link to business strategy; fit and flexibility in the design of human resource systems; approaches to evaluating and assessing the contribution and effectiveness of human resource systems; the value and challenges of a diverse workforce, and the characteristics related to primary and secondary types of diversity.

This course examines and studies the challenges of a comprehensive staffing model that identifies the key components of staffing, including external influences (economic, laws and regulations), staffing strategy and planning, job analysis, measurement, external and internal recruitment, decision making, and selection.

This course provides a comprehensive analysis of how human resource management facilitates the process of employee evaluation within an organization through the development of performance management systems, performance appraisals, measurement tools, and the important role of feedback, coaching, appraisal training programs and employee development. This course will also examine the relationship of organizational strategy, core values, goals, and execution of its mission and vision to measuring human resource effectiveness.

This course balances between research and real company practices as they relate to the fundamentals of training and development. Topics include: the forces influencing working and learning, the strategic training process, needs assessment, determining whether outcomes are appropriate, approaches to employee development, training issues resulting from the external environment, career management, and the future of training and development.

The course presents a comprehensive study of employee labor relations and processes. Topics covered include: union organizing; negotiating a labor agreement; economic issues; contract administration; labor arbitration; employee relations; and workplace health, safety, and security.

The goal of this course is to provide an opportunity to the MS HRM student to gain experience toward becoming a professional who is both highly self-directing and able to use consultative supervision. The internship is designed specifically to enable the MS-HRM student to apply classroom knowledge to the work environment, and to better prepare the student to enter and progress through the Human Resource Management Industry. This course is a faculty supervised and evaluated field experience in the student's chosen domain of professional interest. Minimum 120 contact hours are required. This course is Pass/Fail (P/F). Students will work with Career Services or the appropriate Department Chair, Program Director, or designee to identify a potential internship site location. Once an acceptable organization and site supervisor are found, South University must approve the organization to be utilized for this purpose. The Site Supervisor, student, and Faculty Coordinator, as defined in the College of Business Internship Courses Student Handbook, arrange for the student to have an opportunity to realize the goals and objectives and apply competencies of the MS HRM program to real life situations. Please refer to the Internship Learning Agreement in the College of Business Internship Courses Student Handbook for further information regarding requirements prior to participating in an internship.

Using an internal consulting approach, this course explores the processes for planning and directing organizational development and change, with consideration for the reasons behind the change. In addition, the course covers the management and leadership of organizational change in the 21st century, including issues of managing growth, resistance to change, intervention phases, crisis management, and inter- and intra-group conflict and power.

This course examines how human resources management practices within a global context are distinctive from domestic human resources management. Students will analyze the challenges that multinational corporations are confronted with, which include cultural, political, social, and legal issues; the level of managerial skills and education; and technological development in the host country. Issues such as expatriation versus local management, selecting and preparing for international assignments, cultural adaptation at the individual and system level, and the influence of globalization on future HRM practices are also examined.

This course explores the theory and practice of choosing, implementing and using metrics to improve decision-making, optimize organizational effectiveness and maximize the value of HR investments. The "LAMP" methodology (Logic, Analytics, Measures and Process) is used to demonstrate how to manage, measure, and analyze the value of every area of HR that impacts strategic value. Topics include: hiring, training, leadership development, health and wellness, absenteeism, retention and employee engagement.

This capstone course integrates subject matter from specialized human resources management (HRM) courses in the program. Major topics include the strategic role of HRM, managing HR within a strategic framework, HR operations within an organization and the application of legal requirements related to HRM. Use of the case method will draw significantly on students' prior management HRM study and experience. As part of the course requirements, students will take a SHRM-CP certification practice test.