Human Resource Management :   Offered by the School of Management. See Management course list for faculty.


HRM 301 - Organizational Behavior (3-0-3)
Prerequisite: upper division standing. A foundation course in individual and group behavior in organizations. Processes such as perception, motivation and leadership are examined with a focus on issues central to technology-based organizations (innovation, creativity, managing technical professionals).

HRM 303 - Human Resources Management (3-0-3)
Covers basic human resources concepts including recruitment, selection, EEO, training, labor relations, and human resources information systems. Human resources management practices in technology-based firms are studied in detail.

HRM 305 - Supervision and Employee Relations (3-0-3)
The nature of supervision, particularly at the first line. Qualifications, duties, and responsibilities of supervisors. Planning the job, making work assignments, progressing, and controlling employees. Techniques of employee relations, such as conducting job instruction, maintaining discipline, appraising performance, and handling grievances. The supervisor's interrelationships with upper management and labor union representatives. The conference method and case study techniques are utilized. Effective Until: Spring 2014

HRM 310 - Managing Diversity in Organizations (3-0-3)
Analyzes issues that arise in managing a diverse work force. After examining the demographic environment of contemporary organizations, significant attention is paid to developing strategies to recruit, train, motivate, and retain employees with diverse personal characteristics. While the emphasis is on developing broad-based interpersonal skills, the impact of federal and state laws and regulations is also studied. In addition, students examine the implications of technological developments for managing a diverse population (e.g., the use of new technologies in retaining the differently abled).

HRM 311 - Job and Work Environments (3-0-3)
Prerequisite: HRM 301. The effect of job and work environments on the individual and on the organization. Covers fit between the worker and the workplace including issues such as: the micro environment of job layout and design, physical conditions of the workplace, the social environment of work, and macro environments of the workplace within a regional context. Effective Until: Spring 2014

HRM 407 - Social Insurance and Employee Benefits (3-0-3)
Prerequisites: Econ 265 and Econ 266, or SS 201. The causes of economic insecurity in an urban, industrial society and the personal and social consequences. Social Security, unemployment insurance, workers compensation, public assistance, and other government programs. Private programs of employee benefits. Analysis of trends in coverage, benefits, and benefit levels, and the impact of demographic, economic, and technological developments on the viability of present and proposed programs. Effective Until: Spring 2014

HRM 411 - Employee Training and Development (3-0-3)
Prerequisite: HRM 303. Training and development is studied from the standpoint of employee contributions to gaining competitive advantage, with an emphasis on firms in technology-intensive industries. Topics include needs analysis, skills utilization, design and delivery of training programs, manpower planning, and employee development. Effective Until: Spring 2014

HRM 415 - Organizational Design and Development (3-0-3)
Prerequisite: HRM 301. Focuses on the design of modern organizations with an emphasis on effectively responding to environmental and technological change. Design issues include analyzing organizational structures, understanding the process of organizational learning, and evaluating organizational cultures. Development issues focus on employee empowerment, vertical and horizontal communication in organizations, and self-managed work teams.

HRM 485 - Special Topics in Human Resource Management (3-0-3)
The study of new and/or advanced topics in the various fields of business and their application not regularly covered in any other business course. The precise topics to be covered, along with prerequisites, are announced in the semester prior to the offering of the course. Effective From: Fall 2009


HRM 601 - Organizational Behavior (3 credits)
Analysis of key organizational components; individual perception; learning ability; conflict resolution models; group processes in decision making; motivation; problem diagnosis, and the organization as the mechanism for joining into a coherent productive system. Organizational assessment for innovation, leadership styles, and environmental interaction.

HRM 605 - Managing High Performance Work Teams (3 credits)
Developing and managing high performance is central to fostering the innovation and process improvements that are necessary to respond to competitive pressures. This course covers all aspects of building and managing high performance work teams. Case studies and experimental learning are used to reinforce theory and established best practices.

HRM 606 - Human Resource Management (3 credits)
Management of human resources in business, industry, and government; developing personnel programs including wage and job classification, training, employee and labor relations, and accident prevention. Particular attention is directed to cases and roles involving both line and staff managers.

HRM 607 - Personnel and Evaluation Research (3 credits)
Focuses on the assessment and improvement of personnel systems. Emphasis is on the use of diagnostic tools in problem identification, developing action plans, and assessing outcomes of HRM interventions. Special attention is given to survey methodology and to the use of assessment tools in conducting personnel research. Databases and statistical software packages are used in project work.

HRM 608 - Behavioral Issues in Transportation Studies (3 credits)
Behavioral science concepts and principles such as perception, learning, motivation, and information processing as they relate to: transportation, consumer use of mass transit, automobiles, ridesharing and intelligent transportation systems. Same as Tran 608.

HRM 609 - Employee Development and Training (3 credits)
Key concepts in training including needs analysis, curriculum design and delivery, managing external consultants, and the evaluation of off-site training programs are introduced to gain understanding of the training function in organizations. Emphasis is on the impact of technological changes on employee skills utilization and development; training as a means of sustained competitive advantage for technology-based organizations; and the effects of technological advances on the design and delivery of training programs.

HRM 610 - Seminar on Leadership Skills (3 credits)
Leadership theory and research is used to provide a foundation for developing leadership skills in work organizations. This course covers all aspects of leadership properties and processes. Concepts and theory are reinforced with case studies and experiential learning exercises. Topics include charismatic leadership, forming and realizing a vision, motivating and socializing followers, conflict resolution, negotiation, power and authority, and values and ethics.

HRM 616 - Job Analysis and Design (3 credits)
Analyzing and designing jobs in work organizations, particularly technology-based organizations. Principles of job analysis and job design are applied to the allocation of tasks in organizations. Draws upon theory and research from industrial and organizational psychology, organizational sociology, social psychology, industrial engineering and occupational medicine.

HRM 630 - Managing Technological and Organizational Change (3 credits)
Managing planned and unplanned change in organizations. The change process is studied in relation to technology-driven changes in the workplace and to other environmental factors. Focuses on planned and unplanned systemic change, such as downsizing, re-engineering, mergers, and acquisitions. Effective From: Spring 2011

HRM 640 - Cultures in Organizations (3 credits)
Prerequisite: HRM 601. Cultures and subcultures in organizations are studied from an ethnographic perspective. Managerial and professional cultures are studied as are engineering and R&D cultures. Organizational cultures are also studied in detail using case studies, with an emphasis on understanding culture as a control mechanism in modern organizations.

HRM 650 - Human Resource Information Systems (3 credits)
Information systems as a tool in improving human resource functions in organizations. Emphasis is on the design of information systems and their applications to HRM problems. The course is applications oriented. A technical MIS background is not required.

HRM 655 - Theory and Research in Organizational Behavior (3 credits)
Prerequisite: permission of the instructor. Survey of theory and empirical research on the behavior of individuals in organizations. Foundation in theories and concepts of organizational behavior, organizational psychology, and social and individual psychology. Read critically and evaluate classic works in these areas.

HRM 660 - HRM Issues in Technology-Based Organizations (3 credits)
Prerequisite: HRM 606. An interactive course that emphasizes the special problems faced by organizations that include a high percentage of technically trained professional employees. Linkages between HRM functions are examined and then built upon to develop a strategic plan for the firm's human resources. Special attention is directed toward the needs of technology-based organizations such as building technical skills aimed at maintaining competitive advantage; managing innovation; assessing employee skills bases company-wide; cross training; and fostering organizational learning. Case studies and comparative analyses are used extensively.

HRM 662 - Organizational Diagnosis and Development (3 credits)
A problem-oriented approach to organizational development with a focus on improving work group and organizational performance. Diagnostic tools are introduced as a means of problem definition. Attention then turns to structural and process issues in organizational development. Issues with respect to technology and structure are also examined. Emphasis is primarily on the internal organization. Representative topic areas include self-managed work teams, empowerment strategies, work group structures and technologies, and conflict resolution strategies. Development also covers quality of work life issues.

HRM 670 - Advanced Issues in Resource Management (3 credits)
Prerequisite: permission of the instructor. A research-based course that studies current issues in HRM. Course is designed for students in the Rutgers-Newark Ph.D. program.

HRM 685 - Cross Cultural Management Studies (3 credits)
Provides insight into the institutional fabric and social and communication behavior of other cultures to better understand problems arising from cultural aspects of managing and doing business in various countries. Focus will be with the manager acting in various cultural environments, not restricted to the traditional human resource function at corporate headquarters. Cultural differences and technologies are also examined.

HRM 693 - Employment Relationships and the Law (3 credits)
Legal issues in government regulation of labor-management relations: selection and designation of bargaining agents; administration and enforcement of collective bargaining agreements; activities of unions and employers in labor disputes; and laws regulating wages, hours, and benefits.

HRM 700 - Project in Human Resource Management (3 credits)
Prerequisites: matriculation and advisor's approval. Comprehensive proposal for a program of human resource management; or a major component of a management program applied to an organization chosen by the student, including a design for recruitment, selection, OSHA, benefits services, and/or training program with an evaluation procedure. Another alternative is a comprehensive evaluation of existing human resource programs, including human resource plans and personnel operations requiring cost-benefit analysis. Students select an acceptable organization on which to base their proposal plans.

HRM 701 - Thesis in Human Resource Management (6 credits)
Prerequisites: matriculation for the master's degree, adequate graduate courses in the field of proposed research, and research advisor's approval. Thesis may be developmental experience at an appropriate professional level, or a scholarly research paper providing useful data and/or conclusions for other professionals interested in further study. A student must register for a minimum of 3 credits per semester. Credit will be limited, however, to the 6 credits indicated.