The Master of Science in Human Resource Management at Emmanuel College is one of the first degree programs in this discipline. It is an intensive, integrated learning experience that prepares students to address the strategic issues faced by human resource professionals in today's complex organizations. The human resource management curriculum challenges students to develop skills that will allow them to think critically, be an ethical leader and an effective communicator, develop recruitment practices, manage compensation and benefits, and understand employee and labor relations. This program prepares students to function as generalists in the human resources field, to integrate academic theory and practical experience and to play an expanded role in the constantly evolving human resource function.
- A proficiency of knowledge in areas of leadership, ethics and behavioral science interventions, research methods, organizational development and strategic planning
- An understanding of the processes related to managing compensation and benefits, employment and recruitment
- Leadership skills and analytical thinking capacity
- Experience with the application of real-world issues,
- Identifying areas of improvement in organizational practice for an industry or specific organization through self-initiated research, data gathering and literature review
The human resource management degree requires 36 credits (11 courses. A cumulative average of 3.0 or higher is required for a graduate degree. Courses are seven weeks, conducted throughout the calendar year, and offered in face-to-face or 100% online formats.
This course takes the traditional Organizational Behavior topics such as motivation, communication, collaboration, change, culture, and the nature of groups and systems dynamics, and views them from the perspective of leadership. As well as learning how to apply this knowledge to improve organizational effectiveness, students examine the effect their own leadership approach has on organizational change. Primary skills to be gained in this course include organizational analysis and problem solving through class experiential exercises and case discussions.
Internal and external environmental forces driving organizational change face resisting forces that maintain the status quo. The leader’s role as a collaborative change agent is examined, and possible individual, group and organization-wide interventions are investigated. Concepts regarding the depth of change and culturally appropriate strategies for entry and change are evaluated. Students assess models of change and plan and execute data-gathering activities. Change scenarios and qualitative research activities are evaluated for use within an organization to begin preparing for the Capstone Seminar.
Students will develop an understanding of the role of finance in the business organization. Topics include ratio analysis, creation of pro forma financial statements, sources of funds for financial operations, managing the cash flow process, the cost of capital and capital budgeting. In addition, the financial impacts of international operations will be explored.
Alternative Dispute Resolution (ADR) processes and procedures help parties to a business dispute participate in a non- adversarial, collaborative search for mutually beneficial outcomes. Students will review and critically examine significant ethical, public policy, and other considerations that affect an organization’s use of ADR processes and their potential impact on its operations. An analytical framework and strategies to effectively examine and address several key considerations will be developed. Students will analyze the dynamics of communication and practice fundamental conflict resolution skills, including effective oral and written communication.
Economic, technological, demographic, and environmental changes mean that today’s organizations are becoming progressively more diverse. This course has been designed to allow students to explore issues of individuality and diversity in several contexts, with the goal of providing them with practical insights and tools to navigate this changing environment. During this course, we will examine how differences affect individuals, groups and leaders in contemporary organizations, including effects related to both domestic and global environments. Issues of stereotype, bias and resistance are examined from both personal and organizational viewpoints, supporting a clear insight into managing diversity. Students learn about the ethical and legal responsibilities of organizations, and will link these to culturally appropriate strategies and analytical competencies which will create a capacity to champion ethics and diversity in the workplace and community.
This course provides students with the necessary knowledge and skills to assume leadership roles in information management, including the effective use of information for strategic planning, management control, program evaluation and outcome assessment. In addition, the course addresses oversight of information processes and evaluation of software for practitioners. This course assumes basic computer literacy. Knowledge of specific programs is not required; however, assignments will assume proficiency in word processing, spreadsheet and database applications.
The employer/employee relationship is examined within the context of the National Labor Relations Act. Emphasis is placed on the role of unions, collective bargaining rights and agreements, arbitration and contracts, as well as such topics as antitrust laws, federal and state regulations, concerted activity, and permitted methods of employee participation in management decision making.
This course focuses on the employment function emphasizing strategic recruiting and employee retention through employee performance management. Topics include the employment process, workforce planning, job analysis and job descriptions, creative recruiting strategies, employee coaching and counseling and the employee corrective process.
Theory and practice relating organizational characteristics to compensation-system strategy, design, and administration are covered. Topics include job evaluation, pay surveys, pay structure, and pay administration, as well as individual and group incentives. A comprehensive overview of employee benefit principles and concepts will be presented. The design and administration of benefits such as pension, insurance, medical and other welfare plans as well as employer-provided benefits will be analyzed and reviewed. Additional topics include current trends, the impact of organizational characteristics on benefit strategy/design, and cost-effectiveness. Applicable state and federal regulations will be examined.
Students identify strategic management areas for organizations and evaluate these in terms of changing environments. Skills are developed in strategic planning and scenario building for the alignment of mission, vision, strategies, goals and objectives. The realities of strategic management and ethical leadership are examined through current applications.
The 14-week capstone seminar allows students to integrate the management theories and organizational improvement practices mastered throughout earlier courses in the program. It is designed to synthesize these skills with research methods that are appropriate to organizational improvement in a variety of settings, both for-profit and not-for- profit. Student ability to communicate through a variety of methods, including written (as in the statement of problem and recommendations) and visual communication (choosing the appropriate tools to present data collected), will be emphasized throughout the process. The final deliverable of the capstone seminar is a report detailing the professional leadership project.