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h u m a n resources m a n a g e m e n t
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HRM 1332
Introduction to Human Resources Management
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4 QH |
Helps students develop understanding of contemporary issues in human resources
management. Examines problems posed by changing work patterns, labor force
characteristics, union activities, and government policies. Discusses and
evaluates organizational experiments such as worker participation, job
enlargement, and group incentives from a managerial perspective. Prereq.
HRM1432 or HRM1433 and middler standing.
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HRM 1345
Managing Employee Relations
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4 QH |
Studies current issues dealing with labor in its broadest sense. Discusses and
evaluates labor unions and manpower institutions as well as the emerging
development and training problems motivated by unemployment, poverty, and
changing work patterns. Reviews recent legislation dealing with the employment
relationship. Prereq. HRM1432 or HRM1433 and middler standing.
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HRM 1348
Reward Systems: Wage, Salary, and Benefits Administration
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4 QH |
Examines one of the major functions of personnel administrationcompensation
managementand its part in the overall personnel programs of the organization.
Develops, through simulation exercises, group projects, lectures, and cases, an
analysis of reward systems as supportive mechanisms of management and the
formulation of compensation policy and implementation of compensation systems.
Prereq. HRM1432 or HRM1433 and middler standing.
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HRM 1349
Selection and Assessment of Employees
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4 QH |
Examines three influences of employee selection and testing: the legal aspect
of selection, where the greatest uncertainty is found; the influence of
industrial psychology on selection and decision-making techniques; and the area
of personnel practices itself, that is, the methods employers find effective in
coping with legal requirements. Covers basic issues and procedures such as EEO,
decision strategies, and the utility and evaluation of selection and appraisal
systems. Prereq. HRM1432 or HRM1433 and middler standing.
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HRM 1350
Skills of Leading and Managing
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4 QH |
Identifies the basic behavioral skills of the manager and leader role. Engages
students in a number of activities that will provide the opportunity to develop
those skills, including motivating, supervising, communicating, resolving
conflict, leading, coaching, and negotiating. Emphasizes self-assessment and
experiential exercises aimed at skill development. Prereq. HRM1432 or HRM1433
and senior standing.
Explores the effects of individual, interpersonal, group, and leadership
factors on human behavior. Also explores managerial applications of behavioral
and social science concepts, including job design, job satisfaction,
performance appraisal, supervision, career dynamics, and organizational change.
Emphasizes helping the student develop skills in dealing with the human side of
enterprise. Prereq. Middler standing. (Not open to College of Business
Administration students.)
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HRM 1433
Organizational Behavior and Design
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8 QH |
Helps managers and potential managers develop people skills. Focuses on the
individual, interpersonal, group, and organizational level. Uses case studies,
simulation, role playing, and theory to help students learn concepts and
techniques of managing with and through people. Develops skills through
practice. Prereq. Middler standing.
Studies the leadership function in a variety of organizational settings. Uses a
contingency approach to help students explore a range of possible leadership
behaviors, relating the appropriateness of a particular style to a number of
situational factors. Readings provide an opportunity to explore several
contingency theories of leadership; cases allow for the application of these
models; and videotaped role playing and self-assessment techniques permit
students to evaluate their own leadership style. Prereq. Middler standing.
Explores contemporary methods for developing and delivering training programs
that enhance performance at both an individual and organizational level.
Emphasizes practical application in the areas of need analysis, curriculum
design, learning objectives, program development, materials preparation,
training interventions, course evaluation, and facilitation skills. Gives
students the opportunity to develop, conduct, and evaluate training sessions.
Prereq. HRM1433.
Allows a student who has received approval to undertake independent study in
lieu of any course required in the various concentrations. Students present
proposals to an Independent Studies Committee for evaluation and approval.
Every proposal requires a detailed outline of the objectives and plan of study
and must be accompanied by a supporting statement from the supervising faculty
member under whose direction the study will take place. A copy of the final
report prepared by the student is presented to the appropriate Independent
Studies Committee. Further information about the Independent Studies Program
can be obtained from concentration coordinators.
Same as HRM1591.
Same as HRM1591.
Independent Study
Same as HRM1591.
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HRM 1760
International Labor Relations Systems
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4 QH |
Analyzes labor relations systems of selected countries in comparison with that
of the United States. Also studies the political, cultural, and economic forces
that shaped these systems. Gives special attention to such international
institutions as multinational companies and the EEC. Cases, readings, and
projects assigned. Prereq. Middler standing.
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HRM 1762
Managing People in International Settings
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4 QH |
Covers basic issues in human resources management relevant to managing in
international and cross-cultural environments. Examines selection and training
of personnel for work in multicultural environments, managing the international
employee in the United States and abroad, cross-cultural communication,
international environments, special issues of concern to small business, and
change in multinational companies. Prereq. Junior standing.
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HRM 1812
The Management of Innovation (Honors)
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4 QH |
Innovation is the process of turning ideas into useful outputs. Explores what
the manager can do to foster innovation as well
as control and direct it to best accomplish the company's goals. Discusses the
process of innovation, the role of the manager, and the selection of
organization designs and systems as key components of innovation. Prereq.
Honors participation or instructor's permission.
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HRM 1826
Cross-Cultural Management Through Literature
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4 QH |
Focuses on helping students develop skills in cross-cultural management using
recent articles from business journals as well as short stories from authors
around the world. Discusses these stories using the management articles as an
analytical framework. Topics include culture shock, repatriation, the meaning
of work and personal values, power and authority, status and hierarchy, ethics,
and change. Prereq. Honors participation or instructor's permission.
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