This course is a survey of contemporary perspectives in the field of human resource management. Learners apply competencies developed by the Society for Human Resource Management (SHRM) in order to support people, the workplace, and an organization. Learners integrate legal and ethical standards into human resource policies and practices. Learners also address the role of the HR practitioner in the alignment of operational and strategic approaches. Must be taken during the first quarter by learners who have been admitted to the MS in Human Resource Management degree program or Human Resource Management graduate certificate program. Cannot be fulfilled by transfer or credit for prior learning.

In this course, learners examine compensation models and their application in organizations, which includes both direct and indirect rewards. Learners also discuss compensation strategies and their link to designing an effective organization. Learners further explore how compensation structures are developed and applied as well as the different strategic roles of rewards in developing an effective workforce. Prerequisite(s): HRM5002. 

Learners in this course examine contemporary perspectives in recruiting, talent mobility, workforce planning, and performance management. Learners select and develop approaches which support employee mobility and performance to advance organizational goals. Prerequisite(s): Completion of or concurrent registration in HRM5002; or HRM5310. 

Learners gain an understanding of the application of U.S. law and legislation to human resource management theory and practice in the modern workplace. Learners evaluate historical perspectives on law and labor relations and the impact of context on practice. Learners identify the value of aligning organizational mission, legal compliance, and ethical practices. Learners also assess methods by which the HRM professional can resolve conflict and defuse or mitigate potentially litigious situations while enhancing productivity. Prerequisite(s): HRM5002.

Learners in this course gain an understanding of the role of the HR professional in talent development, theories and models of learning, learning styles, and ways to design and manage the learning process. Learners apply a strategic approach to workplace learning to align the organization’s strategy with learning programs and demonstrate learning strategies and practices which meet the needs of employees and the organization. Prerequisite(s): HRM5002.

In this course, learners apply evidence-based models of decision making to advocate and support HR strategies and practices. Learners use qualitative and quantitative data in HR decision making to influence organizational stakeholders and incorporate storytelling to provide compelling advocacy for HR programs, practices, and projects. Prerequisite(s): HRM5002.

In this course, learners apply models of employee motivation, thriving, and engagement in the workplace to create the employee experience. Learners also analyze the ways in which culture, employee and leader behavior impact strategic retention. Finally, learners assess the influence of technology and evidence-based practices on employee lifecycle, engagement, and positive employee and organizational outcomes. Prerequisite(s): HRM5002 or HRM5310.​

This course is an overview of training and human performance improvement (HPI). Learners review the evolution of HPI through the introduction of associated theories, concepts, and processes. Learners experience the power and value of HPI in organizations by reviewing and assessing real-world projects that include business, performance, gap and cause analyses, intervention selection and implementation, and change and evaluation plans.  Prerequisite(s): ED5010 or EDD8010 or HRM5002.  Cannot be fulfilled by credit for prior learning.

This course helps guide learners through an analysis of their own leadership strengths and capabilities, preparing them to develop skills to become an influential HR practitioner. The course emphasizes understanding the human resource professional choices in leadership theories and models, awareness of the learner's leadership strengths, tools to build trust and relationships, and clarity of the learners continued need to develop as a leader.  Prerequisite(s): HRM5002.

This course provides learners with an optional, experiential opportunity to complete up to 400 hours of applied service in an industrial or organizational work-related setting of their choosing. Learners may engage in human resource management roles, including recruitment and selection, talent development, employee engagement and retention, and compensation. Throughout the course, learners participate in supervised training at a pre-approved internship site and engage in concurrent online courseroom activities that emphasize increased self-awareness, self-reflection, and self-evaluation of workplace skills and leadership behaviors; application of evidenced-based practice; ability to practice within diverse populations; and practice within professional and ethical standards. For MS in Human Resource Management learners only. Grading for this course is S/NS. Prerequisite(s): HRM5002, HRM5060, HRM5070, HRM5090, HRM5065. Approval of internship application is required one quarter prior to course start. Cannot be fulfilled by transfer.

In this course, learners review the current HRCI® Exam Content Outlines to prepare for the aPHR™, PHR® and SPHR® certification exams. Learners apply their critical thinking skills to scenario-based questions, and develop test-taking strategies for passing these exams. Cannot be fulfilled by transfer or credit for prior learning.

In this course, learners review the current body of competency and knowledge in the HR management field and prepare for the SHRM-CPSM and SHRM-SCPSM certification exams. Learners apply their critical thinking skills to behavioral competencies in leadership and navigation, ethical practice, business acumen, relationship management, consultation, critical evaluation, and global and cultural effectiveness and communication. Learners also develop test-taking strategies to help aid them in taking these exams. Learners are encouraged to contact the Society for Human Resource Management (SHRM) prior to registration for specific eligibility requirements for SHRM-CP and SHRM-SCP exams.  Cannot be fulfilled by transfer or credit for prior learning.

This is an advanced course designed for HR professionals who seek to prepare themselves for the complex challenges of legal employment issues in the workplace. Learners investigate the nature of and strategies for addressing workplace legal actions in order to create a legally compliant workplace. Learners develop action plans and management strategies for minimizing risk. Prerequisite(s): HRM5065.

In this course, learners navigate the global legal and regulatory environments and their application to HR practices. Learners apply HR principles and models to multiple contexts within the global environment. Learners develop an awareness of global cultures and best practices for working across cultures. Prerequisite(s): HRM5002.

Learners in this course study the legal, ethical, and regulatory environment of health care and the impact on human resource management. Learners examine health care delivery systems, revenue sources, laws, regulations, ethics, and compliance requirements, including ways to support and mitigate risk in the complex health care environment.  Prerequisite(s): HRM5002, HRM5065.

In this course, learners examine talent acquisition, employee development, and workforce planning in health care organizations. Learners analyze, develop, and apply models and approaches for the unique needs of health care talent management.  Prerequisite(s): HRM5002, HRM5060, HRM5401.

Learners analyze human resource (HR) practices to retain and engage the health care workforce. Learners investigate HR's role in organizational transformation and supporting positive patient outcomes by creating a culture of quality, high performing, and engaged employees. Learners also strengthen their understanding on how HR supports employee health and wellness. Prerequisite(s): HRM5002, HRM5090, HRM5401.

In this course, learners analyze aspects of leading and working in global and diverse environments. Learners gain an understanding of the personal and professional role of leadership in diverse cultures, core strategies used to lead more effectively within those cultures, and their own capacities as global leaders.

Learners evaluate leaders as architects of change in organizations and environments. Learners investigate the nature of leadership in complex and dynamic settings; theories of change at the individual, group, and organizational level; and leadership practices that guide and sustain complex change. 

In this course, learners identify and confirm theories and research of industrial/organizational psychology. Learners examine and explain the various psychological constructs affecting individuals, groups, teams, and organizations in the workplace and assess diversity and ethical principles as they relate to decision-making processes. Learners also evaluate the differences between industrial and organizational psychology and implement various assessment methods, models, and interventions applicable across workplace settings.

This is an integrative course for learners in the MS in Human Resource Management degree program. Learners synthesize and integrate the knowledge, competencies, and skills acquired throughout the program by developing and implementing a final project that demonstrates critical thinking, creativity, and practical application of program content. Learners apply models and best practices in human resource management to achieve desired project outcomes. Prerequisite(s): Completion of all required coursework. Cannot be fulfilled by transfer or credit for prior learning.