The graduate program consists of 9 core courses (3 credit hours each) and 1 comprehensive industry project to be completed on a modular basis in a 15 month period. The courses are as follows:
MHRM 301: Managing the Recruitment Process||
MHRM 302: Human Capital Training and Development|
MHRM 303: Compensation Management||
MHRM 304: Ethics, Diveristy Management, and Labor Law||
MHRM 305: Leadership and Behavior in Organizations||
MHRM 306: Strategic HRM and Change Management||
MHRM 307: International HRM and Development||
MHRM 308: Human Resource Development||
MHRM 309: Organizational Research Design and Methods||
MHRM 310: Field Project||
Students not having an undergraduate degree in business will be required to take, prior to enrolling in the MHRM program, at least two pre-requisite courses (remedial courses) of 3 credits each:
- Overview of Accounting and Finance
- The Business Value Chain
These students can complete the program in 18 months.
- Overview of Accounting (1.5 credits)
This course provides a brief overview of the accounting cycle. It first includes a discussion of the financial statements of Procter and Gamble. Next, it briefly discusses the accounting standards in the U.S. and at the international level. This is followed by an analysis of the accounting framework including the objectives behind financial reporting, the main users of financial statements, the elements of the financial statements, in addition to the assumptions, principles, and constraints that apply when reporting the financial position of a firm. The last section of the course covers issues related to the accounting cycle including recording business transactions, preparing trial balance and financial statements, to conclude with closing entries.
- Overview of Finance (1.5)
This course is an introduction to business finance (corporate financial management and investments). Participants develop a toolkit to analyze financial decisions based on principles of modern financial theory. The course introduces concepts such as discounted cash flow, corporate capital budgeting and corporate financial policy.
- The Business Value Chain (3)
This course is a holistic, interdisciplinary overview of a business firm, its competitive landscape, objectives, strategy and operations. The course explores the firm's various functions and how they work together and affect one another to form a company's business strategy. Firm strategy is also explored through an examination of customer and competitive analysis. Students can
complete the program in 18 months.
This course explores how organizations plan for changes in their workforce, create recruitment strategies, and develop selection systems to identify the best talent for their businesses. It encompasses planning for, establishing, and maintaining a quality work force; identifying critical specifications for filling positions; recruiting a pool of talent; developing methods for selecting from the talent pool; and creating desirable person/job and organization fit.
The first part of this course introduces students to the psychology of training. It focuses on how the research literature supports different approaches to training needs analysis, training design and training evaluation. The second part of the course introduces students to principles of employee development, with a focus on coaching. It focuses on the history of coaching, coaching models, the importance of evidence-based practice and the use of methods drawn from behavioral science, along with ethical considerations, and evaluation.
This course examines compensation practice, the criteria used to compensate employees, compensation system design issues, and employee benefits, challenges of compensating key strategic employee groups, and employee benefits and services. This course is most suited for the HR professional interested in knowledge of the art and science of compensation practice and its role in promoting companies' competitive advantage.
This course is designed to provide a forum for Master students in HRM to discuss, apply and develop more ethically-informed and socially responsible rationales for decision making in business and corporate situations. Key concepts and decision making frameworks in Business Ethics and Corporate Social Responsibility will be used as a basis to assess business scenarios and to justify particular courses of action. Through cases focusing on the social, reputational, and environmental consequences of corporate activities, students will learn how to make difficult choices and critically argue in favor of these choices.
This course introduces students to many of the basic principles of human behavior that effective managers apply when managing individuals and groups in organizations. These include individual differences in abilities and attitudes, perception, attribution and bias, motivation, group dynamics including teams and communication, power and politics, organizational culture, and organizational structure and design. Particular attention is given to leadership as a crucial point of group processes, and as a decisive factor in organizational success.
This course aims to highlight the complex interactions of human resource management and strategy. The course underscores how the management of people is strategic or crucial to success. Thus the unit highlights the complex human issues which invariably affect the formation and execution of strategy. On the HRM side, the course examines how HR strategies need to be integrated with other management functions and with the overall sense of direction (or strategy) of the firm. The course examines changes in human resource practices against the background of business strategy and objectives, and links human resource practices to business performance and outcomes.
This course provides a comprehensive, international perspective of the consequences of internationalization for the management of people across borders Main topics covered include a thorough overview of the ways that IHRM has been conceptualized to date, expatriate management and employment practices seen from both their external environment and the internal environment of the MNC, the current state of the field on IHRM practices (which extends to the role of globalization and the extent to which HRM differs between countries and the underlying reasons for these differences). This course addresses contemporary issues in human resource management theories and practices in terms of their ability to have a positive impact on organizational results and encourage desired employee attitudes and behaviors, namely in the Middle East Region. The course promotes an appreciation of the unique characteristics and challenges that exist within the socio-economic and cultural context of the Middle East and challenges participants to reflect upon culturally relevant HRM practices in the region.
This course analyzes the importance of HRD at global, state and individual organization levels. This multi-level analysis illustrates the interconnections in developing human resource capital, workforce planning and the role of International Organizations and NGOS in supporting human capital development. This includes Development leadership and strategies for building leadership capacity. The course also examines contemporary HRD at a number of different scales, including capacity building and National HRD, K4D, knowledge management, and social capital. We consider how HRD appears to be developing and changing in relation to issues of gender, social responsibility, and the role of the state in supporting national skills development.
This course will be an overview of methods and statistics most commonly used in organizational research, focusing on research design and strategies. The course will cover basic inferential statistics including t-test and regression. Students will also be exposed to qualitative research techniques such as interviews, focus groups, case studies and grounded theory using content analysis.
- 310: Final Field Project (3)
This final field project allows MHRM participants to investigate an HR issue of relevance to their work environment and in line with their personal research interests. Students will have the chance to choose between an academic research project, a consultancy project or a teaching case study. Each field project will be supervised by a first and second reader. Students are expected to uphold the highest standards of academic integrity, scientific rigor and professional relevance while writing their final field projects.
Throughout the course there will be a focus on professional practice and the development of contemporary HRM and HRD in the global political economy.