19 courses with the subject MHRM, each shown exactly as we captured it from the college's catalog, with every element we hold. Where the wording looks broken, that is our reading of the catalog, not the college's text.
MHRM 510Labor Law3
This course explores the complicated relationships between management and labor as defined in labor law. It emphasizes the rights and responsibilities of labor unions in bargaining for wages, hours of work and the conditions under which work is performed. The course also presents the corresponding rights and responsibilities of management in negotiating and administering the labor contract.
This course addresses the increasingly more important and complicated role that law and regulation play in defining the responsibilities of employers towards their employees. It frames the legal context in which policies and practices pertaining to recruitment, selection, placement, evaluation, discipline and discharge are drafted and implemented.
MHRM 513Staffing: Recruitment, Selection and Retention
This course addresses the key issues of 1)defining employee skills and manning levels needed by an organization to compete successfully, 2)identifying effective and efficient sources of talent and accessing those sources to obtain qualified job applicants, 3)screening and qualifying applicants for positions, and 4) extending offers of employment, coordinating acceptances and orienting new employees to the organization and the work unit.
This course identifies the components of an employee benefit program, the various types of benefit programs and the factors that are causing changes in benefit programs. The course also explains procedures for designing and administering benefit programs for exempt and non-exempt employees.
This is an introductory course that defines the body of knowledge and the distinct areas of practice that comprise the field of human resource management and industrial relations. It also frames the context in which the more specialized courses in the curriculum address various policy and practice issues particular to their respective functional areas.
This course requires students to research an HRM topic in depth and to report findings, conclusions and recommendations in a paper. The course teaches the discipline of formulating a research question, completing a research design, conducting the research and writing the final paper.
This course examines the process by which people’s performance is rated and rewarded. The course also addresses performance problems and the procedures to follow in imposing discipline when circumstances warrant it. The course emphasizes “best practice” to follow in enhancing both the skills and motivation to perform well and to adapt to the changing demands and conditions that define performance requirements in the workplace.
This course will put the role of the leader under a microscope. It will examine what it means to lead in times of constant change, increased expectations, events beyond the leader’s control. Key concepts will be explored such as the roles of leadership, the principles of leadership, the difference between leading and managing, the importance of values and vision, etc. The specific behavioral skills of highly effective leaders will be examined along with different leadership styles. The challenges of leading in unusual situations such as with virtual teams, self-directed work teams, crises, etc. will be explored. Topics include: power and influence, decision making, group dynamics, conflict, interpersonal skills, character, motivation and rewards, followership, change, organizational culture and their implications for human resources policy.
MHRM 530Managing and Leading People in Organizations3
MBA 500, MASL 500 3 credits Perspectives on management is the foundation course in the MBA program, introducing students to the principles and practices of management through a combination of theoretical and applied analysis. Includes a study of the development of management thought and an analysis of managerial functions for the purpose of understanding the nature of organizations and the way in which they function.
MHRM 531Leading, Communicating & Building High Performance Teams3
MASL 504, MBA 504 3 credits This course covers the factors necessary for successful written, verbal, and media communications within a connected business environment. Course topics include: Effective written and verbal communications, persuasive speaking and presenting, use of presentation/multimedia tools, and management of group meetings/gatherings. Students will utilize a variety of tools, including social networks, presentation software, and other media tools. As well, behavioral aspects of business communications will also be explored, inclusive of non-verbal cues and the changing role of inter-generational interaction.
This course identifies and analyzes the factors including applicable laws and regulations that affect compensation policies and practices in organizations. It also explains the processes for designing and implementing a pay system that is aligned with an organization’s business strategy.
This course will equip students with an understanding of the theories behind Corporate Responsibility and Sustainability and the tools to implement and manage such initiatives. Students will learn the broader responsibilities of business and how managing those responsibilities effectively leads to a more successful business. Students will learn the benefits of taking the long-term view for successful value creation.
MASL 523 3 credits This course uncovers the classic and contemporary literature on organizational development (OD). The goal of organizational development is to increase efficiency, enrich organizational culture and teamwork, and productivity of organizational processes through planned intervention. Broad topics include change management, organizational culture, team development, and organizational development diagnostic models. Students will examine common OD efforts that may include diagnostic activities, systems realignment, team-building, sensitivity training, or technology innovation. The outcomes of successful organizational development efforts include higher workplace morale and productivity; an enhanced organizational learning culture; and related organizational patterns and behaviors that are dynamic, agile, innovative, and creative.
MBA 538 3 credits This course equips future leaders with essential knowledge to navigate the complex realm of cybersecurity. It is designed to empower managers with a strategic understanding of cybersecurity principles, policies, and practices, enabling them to make informed decisions to safeguard organizational assets and sensitive information. Through a combination of theoretical insights and practical applications, students will explore topics such as threat analysis, risk management, regulatory compliance, and incident response. The curriculum fosters critical thinking and decision-making skills, empowering managers to lead their teams effectively in the digital age. By the end of the course, students will be equipped with the tools to create a culture of cybersecurity awareness and resilience within their organizations.
Stresses the development and application of moral concepts to practical case situation involving ethical dilemmas. Addresses questions of the responsibilities and values involved in managing a firm’s relationship with society, its marketplace, and employees.
This course provides a flexible format for treating in depth topics that are mentioned in other courses but not fully discussed. Because each topic does not require a full semester to present, topics are collected and sequenced into a course that spans fourteen weeks. This course’s format and focus vary with the topic presented. Topics can include: Family and Medical Leave Act, Training, Workers’ Compensation, OSHA regulations, etc.
The primary purpose of this course is to ensure a holistic comprehension of the areas within the SHRM Body of Competency and Knowledge, defined by the SHRM Conceptual BOCK Model. The course is designed to be an in-depth review and preparatory course for either the PHR or SPHR certification exam offered by the Human Resource Certification Institute (HRCI). Many Human Resource professionals seek one of these credentials to demonstrate experience and mastery over the essential body of knowledge relative to the Human Resource Management field. The HR Practice course first examines the strategic mindset of HR professionals though three clusters of Behavioral Competencies: Leadership, Business Acumen, and Interpersonal. It follows by identifying the essential body needed for practicing HR. Spring, Summer.
This course will primarily discuss the problems that today’s businesses face and the effective solutions that HR can bring to bear. The role of the HR as being a proactive business partner who can enable productive change in the work environment will be explored in detail. Fundamentally, the course will discuss: shaping business strategy, developing HR strategy, leading change, aligning HR processes, assessing HR metrics and operational performance, ethical issues in HRM and global perspectives in HRM.
