Human Resources

MHR 500: Strategic Human Resource Management [4]

Provides an overview of the Human Resources (HR) profession. Emphasizes strategic thinking concepts (e.g.: human capital theory, value added, best practices, distinctive competencies, competitive advantages, return on investment) and tools (e.g.: vision, values, assessment, design, implementation, evaluation). Explores the process of Human Resource Management (HRM) from a strategic perspective using case studies.

MHR 501: International Human Resource Management [4]

Explores the problems of managing HR in a cross-national firm. Deals with issues of global strategy, cross-cultural management, international assignments, immigration, workforce mobility, and integration of cross-national HR practices. Course is taught from a managerial perspective using case studies.

MHR 505: Training and Development [4]

Human Resource Development (HRD) deals with the personal and professional enhancement of employees. Topics covered include needs assessment, designing an employee development program, methods of adult education and training, career and life planning issues, and developing employee skills to meet the needs of future organizations.

MHR 510: Organizational Change and Development [4]

Organization Development (OD) is the process of applying social science principles to the workplace to bring about planned organizational change. Focuses on developing new approaches to organizational problems and providing for the psychological wellbeing of organizational members. Addresses interventions at the personal, group, and system levels.

MHR 515: Recruitment, Selection, and Retention [4]

Various methods for recruiting, selecting, and retaining employees. Topics include equal employment opportunity; human resource planning; determination of staffing needs; internal and external recruitment strategies; selection interviews, tests, and assessment procedures; placement, promotion, and transfer policies; and retention strategies.

MHR 522: Organizational Behavior [4]

Foundations for understanding individual and group behavior with applications to managerial problem solving. Topics will include individual behavior, perception, motivation, group behavior, group dynamics, leadership, communication, and stress.

MHR 523: Finance for HR Professionals [4]

Provides a basic overview of accounting and finance. Focuses on the theories, concepts, and practices HR professionals need to know in order to understand accounting and financial statements, communicate with accounting and finance people, and manage the accounting and financial aspects of their HR programs.

MHR 532: Succession Management [4]

Focuses on the design and management of career and succession systems for individuals and organizations. Topics will include career development, balancing career and family, individual career planning, labor market analysis, job search strategies, succession planning, termination planning, outplacement, retirement planning, and managing your own career in HR. Taught from a managerial perspective using case studies.

MHR 538: HR Leadership [4]

A personal effectiveness course focusing on the cultivation of leadership attributes, skills, and knowledge. Topics include a review of leadership theory, leadership development models, and leadership education. Students will design leadership development programs.

MHR 540: Management Consulting [4]

Focuses on consulting tools, processes, and strategies for establishing relationships, analyzing problems, recommending solutions, and evaluating effectiveness. Course will discuss the planning, marketing, and management of the consulting firm as well as the assignment.

MHR 542: Team Building [4]

Theories of cooperation, participatory decision-making, and collaborative learning are used to develop strategies for creating and improving the operational performance of work teams. The course will be taught from both the group-process and information technology perspectives.

MHR 543: Employee Relations [4]

Examines common approaches to employee-centered issues. Explores company responses to problems in workplace laws and regulations regarding hiring and firing, personnel practices, wage and hour requirements, employee benefits, family and medical leave, health and safety, illegal discrimination, workers with disabilities, termination, employee privacy, independent contractors, and unions.

MHR 544: Conflict Management [4]

Analysis of various methods for resolving grievances, disputes, and conflicts in unionized and nonunion organizations. Topics include collective bargaining; sources of conflict; exchange theory; negotiation; mediation, arbitration, and third-party intervention methods; selecting the appropriate conflict-resolution method for a particular organization; and evaluating the effectiveness of the method. Formerly Conflict and Dispute Resolution.

MHR 545: Troubled Employees [4]

This course focuses on dealing with employees who have serious psychological issues. Topics include violence in the workplace, depression, anxiety, suicide, alcohol, and drug abuse. Strategies for identifying, referring, and managing troubled employees will be discussed. The course is taught from a clinical perspective to help HR professionals select appropriate caregivers for employees with severe problems.

MHR 553: Employment and Labor Law [4]

Analyzes state and federal regulations of human resource decision-making. Significant attention will be devoted to specific employment and labor laws. The course focuses on the identification and application of legal, ethical, and regulatory issues in formulating and implementing policies.

MHR 557: Compensation Management [4]

The design and administration of compensation and benefit packages. Course content includes financial analysis of compensation packages, economics of compensation, executive compensation, mandated benefits, and control of costs. The course will be taught from a managerial perspective focusing on issues of equity, incentive, and risk.

MHR 559: Performance Management [4]

The design and operation of work systems. Course content includes setting performance objectives, designing performance systems and processes, engineering and re-engineering work processes, evaluating results, and conducting performance appraisals. The course will be taught from a managerial perspective using the case method to focus on issues of productivity, quality, and cost control.

MHR 590: Special Topics [4]

This course will be offered on an occasional basis focusing on an in-depth treatment of a special topic or current issue in human resources or organization development. Course topics might be theoretical (Critical Theories of the Firm), professional (Preparation for the PHR Exam), disciplinary (Talent Management), or practical (Managing Conflicts between EEO, ADA, INS, and Florida Workers Comp).

MHR 591: SHRM National Conference [4]

This course is designed to help students explore the concept of continuing professional education (Life Long Learning) in the context of the Society for Human Resource Management's Annual Professional Conference. Prior to the conference, we will meet to develop conference plans. During the conference, we will meet daily to discuss what people are learning. After the conference, each student will write a reflection on his or her participation and learning.

MHR 610: Managing the Human Resource Department [4] This course looks at the field of human resources from a department leadership perspective. Using the case method, students will develop a problem solving approach to issues that affect organizational effectiveness and employee development.

MHR 625: Emerging Issues in HRM [4]

Examines trends, directions, phenomena, issues, and problems affecting human resources, HR management, and the HR profession. Issues may include HR roles, HR service delivery, organizational structures, professional preparation, technology, knowledge base, globalization, and the "human" in human resources.

MHR 670: Independent Research [2-6]

A student conducts independent research on a topic of interest. In consultation with a faculty member, a student identifies a research topic, designs and conducts a study, writes a research report, and makes a seminar-style presentation to the faculty. Prerequisite: completion of at least four MHR courses.

MHR 673: Independent Project [2-6]

A student develops an independent project in an area of interest (e.g.: stress management, performance appraisal, job analysis, etc.). In consultation with a faculty member, the student defines the scope and objectives of the project, conducts the project, writes a project report, and makes a seminar-style presentation to the faculty. Prerequisite: completion of at least four MHR courses.

MHR 675: Internship [2-6]

Provides the student with practical experience in a human resources environment. This course is not intended for students who are already working in the field. In consultation with career services and the director, the student identifies a host organization, defines an internship project, and completes several weeks of supervised on-site activities. Prerequisite: completion of at least four MHR courses.

MHR 677: Thesis [4-8]

Students conduct an original research project on a topic of interest. The thesis may count as one or two courses. Prerequisite: approval of a faculty committee.