Rutgers, The State University of New Jersey
School of Management and Labor Relations
 
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Master's Program in Human Resource Management (M.H.R.M.)
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Five-Year Bachelor of Science/Master of Human Resource Management Degree Program
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Camden Newark New Brunswick/Piscataway
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  School of Management and Labor Relations 2004-2006 Master's Program in Human Resource Management (M.H.R.M.) Courses  

Courses

Strategy


38:533:580.HR Strategy I: Introduction (3)

Covers the intersection of HRM, business policy, and competitive strategy. Introduction to core competencies required to become a successful manager of human assets. Topics include overview of business policy, role of HR in the industry`s structure, overview of HR planning and strategic HR management, HRM functional areas and business strategy, and development of a strategic HR plan.

38:533:590HR Strategy II: Business Functional Areas (3) Covers marketing/advertising, production/operations, information technology, research and development, and other management functions of the organization. Also looks at the human capital implications of these functions. Prerequisite: 38:533:580.
38:533:680HR Strategy III: Measurement Issues (3) Covers all areas of organizational measurement and assessment. Prerequisites: 38:533:540 and 590.
38:533:690HR Strategy IV: Designing and Implementing Human Capital Strategies in an Era of Change (3) Practicum in the role of the corporate HR function, core com- petencies of the organization, and planning for the delivery of competitive advantage through human resource assets. Prerequisites: 38:533:680 and 36 credits.

HR Decision Tools


38:533:540HR Decision Making: Financial Decisions (3) Financial analysis in the HR context. Cost analysis of HR and HR programs, cost/benefit analysis, organizational finance issues, and HRM.
38:533:541HR Decision Making: Accessing Data for Decisions (3) Data sources relevant to HR decisions. Acquiring data from human resource information systems (HRIS), the Internet, surveys, consultants, and focus groups. Characteristics of information; research methods that ensure reliable, unbiased, and valid data.
38:533:542HR Decision Making: Data-Based Decisions (3) Decision making in the HR context: qualitative and quantitative analysis, piloting interventions, and evaluating HR programs. Prerequisite: 38:533:541.

HR Applications


38:533:533Managing Workforce Flow (3) Acquisition and deployment of human assets by the organization. Traditional plus outsourcing. Prerequisite: 38:533:542.
38:533:634Developing Human Capital (3) Assessing and developing the organization`s human assets. Prerequisite: 38:533:542.
38:533:635Managing Rewards Systems (3) Use of reward systems (e.g., pay, benefits) to attract, retain, and motivate human assets. Prerequisite: 38:533:542.
38:533:636Designing Work and Governance Systems (3) Options in designing work. Focus on teaming, but covers different methods of assigning and completing tasks. Covers governance issues in nonorganized and organized settings. Emphasis on employee-involvement issues and the implications for HRM. Prerequisite: 38:533:665.

HR Contexts


38:533:565Economics and Demographics of Labor Markets (3) Covers the changing nature of the workforce, including diversity characteristics and attitudinal shifts. Focus on HRM tracking and gaining competitive advantage through judicious use of change.
38:533:566 Employment Law (3) Principles of law covering the employment relationship. Some legal issues also may be covered in HR application courses.
38:533:665Managing the Global Workforce (3) Focus on the impact of global competition and multinational status of an organization on the management of human assets. Prerequisite: 38:533:590.

Electives


38:533:601Independent Study (BA) Exploration of specific subjects in human resource management under the direction of a faculty member. A student should get a faculty member to agree to direct the independent study before registering.
38:533:610Selected Problems in Human Resource Management (3) Topics include development and management of teams, internal consulting skills, and distance learning.
38:533:685Creating and Managing Organizational Change (3) Focuses on the role of HR in supporting organizational change. Considers major types of change and the impact on organization, group, and individuals. Appropriate responses are explored.
38:533:701,702Master's Thesis (3,3)
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