|Human Resource Management 533
Career Planning and Career Management (3)
Explores theory, research, and practice related to the planning and managing of careers in organizations. Individual career planning and management are the major part of the course.
Topics may also span the individual's organizational life, beginning
with entry into the organization and socialization process, through the individual's early and middle career stages, and concluding with
concerns surrounding late career/retirement.
Strategic Human Resource Management (3)
Emphasizes the importance of human resource management functional specialties (i.e., planning, recruitment, selection, employee development, compensation, and employee relations), in terms of alignment with and support of the organization's strategy and objectives. Special attention is given to business problems and strategic decision making related to the successful management of human resources in organizations.
Pre- or corequisite: 52:620:303.
Legal Issues in Human Resource Management (3)
to expose students to legislation and court rulings that impact the
management of human resources in the organization. Topics
include, but are not limited to, equal employment, privacy, employee
selection and testing, wage/hour regulations, safety and health,
worker's compensation, unemployment insurance, intellectual property,
and other emerging issues in employment law.
Employee and Labor Relations (3)
A study of the
relationships between management and employees of the organization
in both unionized and nonunion environments, and in both the private and
public sectors. Nonunion employee relations requires leadership
for a positive work climate, including the development of programs,
policies, and practices in support of employees and the work they do
(e.g., safety and wellness) and general conflict resolution. Labor
relations with unionized employees offers more emphasis on
administering due process and collective bargaining, developing
strategies for contract negotiations and implementation of negotiated
agreements, and alternative dispute resolution.
Compensation and Benefits (3)
Considers the role of compensation as part of an organization's business strategy. Compensation
techniques used to achieve internal and external equity are covered,
focusing on job evaluations and wage and salary surveys. Incentive pay schemes, pay based on seniority, and knowledge-based pay plans are also discussed. The
role of employee benefits as compensation is given significant
attention, including both legally mandated and discretionary benefits. Issues connected with executive pay and international differences in compensation are covered.
Workforce Planning and Employment (3)
course takes a detailed look at the workforce planning components of
human resource management including planning, recruitment, selection,
placement, retention, and workforce reductions. Special emphasis
is placed on ensuring equal employment opportunity and understanding how
organizations should acquire and align their human resources to
maximize organizational performance.
Human Capital Development (3)
Organizational performance depends on a variety of factors, many of which involve the human element, or human capital. This course begins with an overview of talent management, the process by which to recruit, develop, and retain the best talent for meeting organizational objectives. We then examine root issues of performance problems and recommended actions. Approximately the last half of the course is focused on the design, implementation, and assessment of employee training and development efforts, as they fit into that broader context of talent management and performance management. Additional related topics include employee resistance to change and ethical concerns in both content and process of training.
Independent Study in Human Resource Management (3)
study under the supervision of the human resource management faculty,
usually on a specified project or paper, to deepen and broaden the
student's professional horizon and enrich the educational experience.
Prerequisite: Permission of instructor.
Special Topics in Human Resource Management (3,3)
to integrate course materials, introduce newer philosophies and
techniques in human resource management, and apply them to selected
problems. Extensive readings and research reports required. Topics vary from semester to semester.
Prerequisite: Permission of instructor and/or 52:533:365.
Honors Thesis in Human Resource Management (3,3)
An individual research project.
Prerequisite: Permission of instructor.
Human Resource Management Internship (3)
A structured, practical program conducted by a business in cooperation with the School of Business–Camden.
Prerequisites: Cumulative grade-point average of 3.000; permission of internship director.