Rutgers, The State University of New Jersey
School of Management and Labor Relations
 
About the University
About the School of Management and Labor Relations
Financial Aid
Academic Policies and Procedures
B.A. in Human Resource Management
B.S. in Labor and Employment Relations and B.A. in Labor Studies and Employment Relations
Master's Degree Programs
Master's Program in Human Resource Management (M.H.R.M.)
Program Structure and Degree Requirements
Courses
Online Professional Master's in Human Resource Management (M.H.R.M.)
Combined Bachelor of Science/Master of Human Resource Management Degree
Master's Program in Labor and Employment Relations (M.L.E.R.)
Five-Year Bachelor of Arts or Bachelor of Science/Master of Labor and Employment Relations Degree Program
Ph.D. Program in Industrial Relations and Human Resources (I.R.H.R.)
Faculty
Divisions of the University
Camden Newark New Brunswick/Piscataway
Catalogs
  School of Management and Labor Relations 2018-2020 Master's Program in Human Resource Management (M.H.R.M.) Courses  

Courses

HR Strategy
38:533:580 HR Strategy I: Introduction (3) This course sets the stage for the master's in human resource management (M.H.R.M.) curriculum and begins to socialize students into the program. A key objective is to introduce students to a strategic view of HR, which includes adopting a systems perspective and attending to multiple stakeholders. Emphasizes the importance of understanding the many forces that shape a firm's approach to managing human resource management (HRM) and the positioning of the HR function as a strategic partner, putting the focus on the intersection of HRM, business policy, and competitive strategy.
38:533:590 HR Strategy II: Business and Competitive Strategy (3) This is a complete course addressing strategy. The primary focus will be to provide students with a deep understanding of strategic management. Topics to be covered include competitor analysis, strategy formulation (at the business, corporate, and international levels), acquisitions and restructurings, cooperative strategies, corporate responsibility, and entrepreneurship. Prerequisite: 38:533:580.
38:533:680 HR Strategy III: Measurement Issues (3) HR Strategy III is premised on the assumption that in an economy dominated by intangible assets, conventional accounting systems do not provide the kinds of information required to effectively measure or manage the HR function or the workforce. Developing effective measurement systems requires that managers understand how the workforce drives strategy execution, that they identify and collect the right measures of workforce success, and finally, that managers have the access, capability, and motivation to use these data to communicate strategic intent and monitor progress. Prerequisites: 38:533:540 and 590.
38:533:690 HR Strategy IV: Global Workforce Strategy (3) In HR Strategy IV, students will apply what they have learned throughout the program in a global context, using a systematic and comprehensive approach to HR strategy formulation and execution. As a capstone course, assignments will emphasize student involvement and problem-solving. Prerequisites: 38:533:680 and 36 credits.

HR Decision-Making
38:533:540 HR Decision-Making: Financial Decisions (3) Prepares students to assess the business implications of basic financial statements (income statement, balance sheet, cash flow statement) and to participate in the financial analysis of business strategy. Particular attention is paid to topics where finance and HR intersect (cost-benefit analysis of HR initiatives, selection of financial measures to serve as bonus drivers, alternative models for valuing employee stock options, and financial and accounting aspects of pensions and other postretirement benefits).
38:533:542 HR Decision-Making: Data-Based Decisions (3) This course addresses research design methodology and basic statistics through regression analysis.

HRFunctional Areas
38:533:533 Managing Workforce Flow (3) Acquisition and deployment of human assets by the organization. Traditional plus outsourcing. Prerequisite: 38:533:542.
38:533:634 Developing Human Capital (3) Assessing and developing the organization's human assets via training and development. Coverage includes both micro issues and macro issues, including the learning organization. Prerequisite: 38:533:542.
38:533:635 Managing Rewards Systems (3) Focuses almost entirely on base pay systems and individual performance management. Prerequisite: 38:533:542.

HR Context Areas
38:533:565 Economics and Demographics of Labor Markets (3) Focuses on the operation of the labor market, and how economic forces and demographic trends affect a firm, its workforce, and the employment relationship. Topics include economic reasoning and current research on labor demand, labor supply, demographic trends and projections, education and training, unions, discrimination, and unemployment.
38:533:566 Employment Law (3) Studies principles of law covering the employment relationship. The focus is on understanding the legal process as it relates to employment issues and developing abilities to research legal issues.
38:533:665 Managing the Global Workforce (3) Introduces students to the impact of global markets on the management of human capital at home and abroad. Discusses the expansion of international trade and the growth of U.S. multinational operations abroad. Prerequisite: 38:533:590.

Electives

38:533:601 Independent Study (BA) Exploration of specific subjects in human resource management under the direction of a faculty member.
Prerequisite: The agreement of a faculty member to direct the independent study.
38:533:610,612,613,614,615,616 Selected Problems in Human Resource Management (3,3,3,3,3,3) The topics and course numbers for Selected Problems in Human Resource Management vary each semester. Topics that have been offered include: Discrimination, ADA, Legal System, Global Issues, and:

Employee Benefits
This area is one of major importance to HR executives. This course focuses on the critical benefits issues that face modern organizations, particularly in the areas of pensions and health care. The impact of benefits costs on operations and decisions to outsource and move operations overseas will be covered. Benefits as a strategic issue for corporations.
Internal Consulting Skills Development of skill, knowledge, and practice centering on effective internal consulting practices.
Managing Diversity
Understanding the topics and issues related to workforce diversity in gaining competitive advantage.

Organizational Learning
Elements of the learning organization and issues related to knowledge management for competitive advantage.

HR Analytics
The understanding of data relative to HR practices and firm strategic success.

Note: Topics and course numbers vary each semester.
38:533:636 Designing 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.
38:533:685 Creating 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.
38:533:701,702 Master's Thesis (3,3)
38:578:___ Master in Labor and Employment Relations Courses (3)
22:620:___ Selected M.B.A. Courses (3)
 
For additional information, contact RU-info at 848-445-info (4636) or colonelhenry.rutgers.edu.
Comments and corrections to: Campus Information Services.

2019 Rutgers, The State University of New Jersey. All rights reserved.
Catalogs Home