Rutgers, The State University of New Jersey
Camden Undergraduate
 
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Undergraduate Education in Camden
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School of Business–Camden
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Accounting 010
Business Administration 135
Business Law 140
Finance 390
Honors College 525
Human Resource Management 533
Management 620
Ecommerce and Information Technology 623
Marketing 630
Bachelor's Degree in Hospitality Management
School of Nursing–Camden
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  Camden Undergraduate Catalog 2011–2013 School of Business–Camden Courses Human Resource Management 533  

Human Resource Management 533
52:533:360 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.
52:533:365 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.
52:533:370 Legal Issues in Human Resource Management (3)
Designed 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.

Prerequisite: 52:533:365.
52:533:460 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. Prerequisite: 52:533:365.
52:533:461 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.

Prerequisite: 52:533:365.
52:533:462 Workforce Planning and Employment (3)

This 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.

Prerequisite: 52:533:365.
52:533:463 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. Prerequisite: 52:533:365.
52:533:487 Independent Study in Human Resource Management (3)

Individual 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.
52:533:491,492 Special Topics in Human Resource Management (3,3)

Designed 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.
52:533:495 Honors Thesis in Human Resource Management (3,3) An individual research project. Prerequisite: Permission of instructor.
52:533:497 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.
 
For additional information, contact RU-info at 732-445-info (4636) or colhenry@rci.rutgers.edu.
Comments and corrections to: Campus Information Services.

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