Sorrell College of Business. Master of Science in Human Resource Management (MSHRM)

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1 Sorrell College of Business Master of Science in Human Resource Management (MSHRM)

2 SCOB Graduate Committee The SCOB graduate committee oversees all business graduate programs including MSHRM Graduate Committee Members: Dr. Merkel (Chair-Troy) Dr. Findley- Troy Dr. Walker - Troy Dr. Irwin - Dothan Dr. Minsky- Dothan Dr. Hudack-Montgomery Dr. Fretwell - Phoenix City Dr. Michael - Ft. Benning Dr. Eppler - Norfolk Dr. Self - Montgomery

3 Specialized Accreditation The Sorrell College of Business MSHRM degree was accredited by the Association of Collegiate Business Schools and Programs (ACBSP) at all locations effective Fall ACBSP standards guide the program objectives and outcomes required for a quality MSHRM curriculum.

4 Master of Science in Human Resource Management Overview The Master of Science in Human Resource Management (MSHRM) is a specialized professional program designed to offer the student an opportunity to obtain proficiency in contemporary human resource management concepts, activities, and skills, particularly as they are applied to developing and executing human resource management systems in support of strategic organizational objectives. As a result of successfully completing the MSHRM program, graduates should improve their ability to apply problem-solving skills to designing human resource management systems that fit the strategic objectives of organizations and to use written and verbal communication skills effectively to communicate the results of their problem-solving analyses and recommendations.

5 Short History In the early 1980s the Masters Degree in Personnel Management was authorized by SACS to be taught by Troy University (at that time Troy State University) on U.S. military bases and on the Alabama campuses. To better reflect the changes occurring throughout the private and public sectors the degree name was later changed to the Master of Science in Human Resource (MSHRM). Currently this degree is offered on the Montgomery and Dothan campuses and stateside through Global Campus and on line through ecampus. During AY , 578 students were enrolled in the MSHRM program throughout the Troy University System. In fall of 2009, 678 students were enrolled in the MSHRM program. Approximately 23% of all graduate business students were enrolled the MSHRM degree program in fall of 2009.

6 MSHRM Headcount Tally & Graduation Numbers Location Academic Year Headcount Graduation # Dothan Fall Montgomery Fall Atlanta Fall Jacksonville Fall Pensacola Fall Tyndall AFB Fall

7 MSHRM Headcount Tally & Graduation Numbers Location Academic Year Headcount Graduation # Ft. Walton Fall Ft. Benning Fall Shaw Fall Albany Fall Norfolk Fall Peninsula Area Fall

8 MSHRM Headcount Tally & Graduation Numbers Location Academic Year Headcount Graduation # Ft. Belvoir Fall Davis-Monthan Fall Malmstrom Fall Holloman Fall Orlando Fall ecampus Fall TOTAL Fall

9 10 Course Requirement (30 Semester Hours) All graduates from the MSHRM program must successfully complete a nine-course core including Legal Environment of Employment Decisions, Human Resource Management, Workforce Planning & Staffing, Training and Development of Human Resources, Compensation and Benefits, Strategic Human Resource Management, Organizational Behavior, and Organizational Change and Development, and one elective course that is taken from a pre-selected array of courses that support HRM careers. If the student makes a "D" or "F" in a core course, the course must be retaken. If the student makes a "D" or "F" in an elective course, the course may be retaken or another elective taken in its place. The program will thus provide students the opportunity to gain an understanding of the subject matter that will enhance their career opportunities. Students must obtain a grade of B or better in Training and Development (the designated research course) and Strategic Human Resource Management (the capstone course). Total credit hour and course requirements: 30 semester hours / 10 courses. For students entering the program with non-business undergraduate degrees, there is an additional core professional program requirement of 4 courses. These include: Fundamentals of Accounting and Finance, Fundamentals of Economic Analysis and Business Law, Fundamentals of Management and Marketing, Fundamentals of Information Systems and Quantitative methods. The MSHRM degree program is a professionally-oriented master s degree program that requires an understanding of the accepted professional practices in the field of human resource management.

10 Research Focus While the MSHRM degree program is a professionally-oriented master s degree program, the program still emphasizes research. HRM 6623 has been designated as the research course and a traditional research paper is required as part of the courses Instructors in many of the other MSHRM program courses require research papers as well

11 MSHRM Professional Core Courses (non-business undergraduate degrees) All courses offer three semester-hours of credit BUS 5502 Fundamentals of Accounting and Finance BUS 5503 Fundamentals of Economic Analysis and Business Law BUS 5504 Fundamentals of Management and Marketing BUS 5506 Fundamentals of Information Systems and Quantitative Methods

12 MSHRM Core Courses All courses offer three semester-hours of credit. HRM 6601 Legal Environment of Employment Decisions HRM 6603 Human Resource Management HRM 6622 Workforce Planning & Staffing HRM 6623 Training and Development of Human Resources (research course) Requires a traditional research paper and the course must be completed with a grade of B or higher. HRM 6632 Compensation and Benefits HRM 6635 Employee Relations and Safety MGT 6671 Organizational Behavior* MGT 6681 Organizational Change and Development HRM 6698 Strategic Human Resource Management (capstone course) Completion of the capstone course (HRM 6698) with a grade of B or higher is required for graduation. In this course students will be extensively examined on the ability to synthesize the content of the core courses through the administration of a comprehensive case analysis final examination.* * Grading rubric that was proposed to adopted beginning with academic year shown on next two slides

13 Grading Rubric for MGT 6671 Research Paper EVALUATION CRITERIA: Statement of the Problem (Research Question) 15%: Extremely Clear 24 points Generally Understandable18 points Only hinted at12 points Not clearly stated6 points Statement of Purpose 20%: Extremely well stated and supported32 points Generally well stated and supported24 points Only hinted and support was not substantial16 points Not stated and paper lacked organization8 points Paragraph Organization 10%: All paragraphs were organized around topic sentences and fully developed. Transitions were handled well.32 points Most paragraphs were organized around topic sentences and fully developed. Transitions were adequate.24 points Few paragraphs were organized around topic sentences and fully developed. Transitions were weak.16 points Little or no evidence of paragraph organization. Transitions were poor or lacking.8 points Sentence Structure Grammar Spelling 15%: Varied and well written24 points Most sentences were varied and well written18 points Sentences were somewhat varied and some were awkward12 points Most sentences followed same pattern and many were awkward6 points; APA Mechanics 30%: 1 2 Errors16 points3 4 Errors12 points5 6 Errors8 points7 or more errors4 points; Overall Assessment 10%: The paper was outstanding. It demonstrated superior understanding of the material covered.32 points The paper was good. It demonstrated an average understanding of the material covered.24 points The paper was acceptable. It demonstrated some understanding of the material covered.16 points The paper was not acceptable. The paper was not up to the level of quality expected for the course.8 points Total Points A= Excellent Paper points B= Good Paper points C= Adequate Paper60 99 points F= Poor Paper40 59 points PRESENTATION EVALUATION CRITERIA: Knowledge: Displayed an excellent grasp of the material. Demonstrated excellent mastery of content, application and implications. Demonstrated in-depth understanding through the use of examples and explanations.25; Organization: The purpose was extremely clear, concise, well organized. Points were easy to follow because of the organization. Transitions between sections (or speakers) were smooth and coordinated.15; Stage Presence: Excellent stage presence. Confident, used notes well, at ease, excellent gestures, good audience attention and eye contact.20; Visual Aids: Simple, clear, easy to interpret, easy to read. Well coordinated with content, well designed, used very effectively.25;summary: Clear, concise, major points emphasized, clear recommendations, strong conclusion or call for action.15; TOTAL100 Comments: EVALUATION CRITERIA for RESEARCH PROPOSAL DUE 25% OF YOUR GRADE Clear identification of the research question 25 points Appropriate choice of articles 25 points Correct use of APA documentation 25 points Clear writing (sentence structure, spelling, grammar) 25 points

14 Grading Rubric for HRM 6623 Research Paper Qualities & Criteria Poor (0-79) Good (80-89)Excellent (90-100)Format/Layout Presentation of the text Structuring of text Follows requirements of length, font and style(weight 10%) Follows poorly the requirements related to format and layout. Follows, for the most part, all the requirements related to format and layout. Some requirements are not followed. Closely follows all the requirements related to format and layout. Content/Information All elements of the topics are addressed The information is technically sound Information based on careful research Coherence of information(weight 55%) The essay is not objective and addresses poorly the issues referred in the proposed topic. The provided information is not necessary or not sufficient to discuss these issues. The essay is objective and for the most part addresses with an in depth analysis most of the issues referred in the proposed topic. The provided information is, for the most part, necessary and sufficient to discuss these issues. The essay is objective and addresses with an in depth analysis all the issues referred in the proposed topic. The provided information is necessary and sufficient to discuss these issues. Quality of Writing Clarity of sentences and paragraphs No errors and spelling, grammar and use of English Organization and coherence of ideas(weight 20%) The essay is not well written, and contains many spelling errors, and/or grammar errors and/or use of English errors. The essay is badly organized, lacks clarity and/or does not present ideas in a coherent way. The essay is well written for the most part, without spelling, grammar or use of English errors. The essay is for the most part well organized, clear and presents ideas in a coherent way. The essay is well written from start to finish, without spelling, grammar or use of English errors. The essay is well organized, clear and presents ideas in a coherent way. References and use of references Scholarly level of references How effective the references are used in the essay Soundness of references APA style in reference list and for citations(weight 15%) Most of the references used are not important, and/or are not of good/scholarly quality. There is not a minimum of 4 scholarly resources, and/or they are not used effectively in the essay. References are not effectively used, and/or correctly cited and/or correctly listed in the reference list according to APA style. Most of the references used are important, and are of good/scholarly quality. There is a minimum of 4 scholarly resources that are for the most part used effectively in the essay. Most of the references are effectively used, correctly cited and correctly listed in the reference list according to APA style. All the references used are important, and are of good/scholarly quality. There is a minimum of 4 scholarly resources that are used effectively in the essay. All the references are effectively used, correctly cited and correctly listed in the reference list according to APA style. Overriding criterion: 0riginality and authenticity. If the essay is identified as not being original, and/or not done by the student, the instructor has the right to grade the paper as an F.

15 Electives Select 1 Course (3 SH) Select one of the courses presented below: HRM 6604 Labor Law HRM 6619 Seminar in Human Resource Administration HRM 6625 (3) Independent Study in the Area of Human Resource Management HRM 6645 International Human Resource Management HRM 6689 HRM Internship IS 6679 Management Information Systems MGT 6674 Ethics in Business MGT 6675 Theory of Organizations MGT 6682 Leadership and Motivation MGT 6696 Financial Analysis

16 Assessment Procedures The Pre-PHR exam received from the Society of HRM (SHRM) is used as the external benchmark and is taken online/proctored in the capstone HRM 6698 course. A three-hour, internal Capstone exam (100 multiple choice questions based on a case) constructed by Troy University faculty is also administered online/proctored in the capstone HRM 6698 course.

17 Expected Outcomes & Assessment Methods: MSHRM Expected Outcome EO 1: Evidence knowledge of the theory, concepts, values, principles, legal constraints, and practices of Human Resource Management. EO 2: Demonstrate the ability to utilize an open systems approach to Human Resource problem solving to include problem recognition, definition, analysis, solution development, implementation planning, and effective written and/or oral communication. EO 3: Have an understanding of tools and approaches to analyzing, organizing, representing, and communicating Human Resource Management data. EO 4: Demonstrate the ability to analyze, select, and present HR strategies that support the competitive strategies of an organization. Assessment Method MSHRM Capstone Exam and the Pre-PHR Exam MSHRM Capstone Exam and the Pre-PHR Exam MSHRM Capstone Exam and the Pre-PHR Exam MSHRM Capstone Exam and the Pre-PHR Exam

18 MSHRM Curriculum Matrix Note that all of the Expected Outcomes for each individual core course listed below apply to the respective MSHRM program EOs, e.g. all the EOs for HRM 6601 apply to MSHRM program EO 1 and 3 Course EO 1 EO 2 EO 3 EO 4 HRM 6601 X X HRM 6603 X X X X HRM 6622 X X X HRM 6623 X X X X HRM 6632 X X X HRM 6635 X X MGT 6671 X X MGT 6681 X X X X HRM 6698 X X X X

19 Program Level Expected Outcomes and Results EO 1: Evidence knowledge of the theory, concepts, values, principles, legal constraints, and practices of Human Resource Management. Assessment Measures: MSHRM Capstone Exam - 80% must achieve a score of 70 or better within one standard deviation; Pre-PHR Exam - 80% must achieve a score of 67 or better within one standard deviation (MSHRM determined passing score). Course Expected Outcomes supporting Program Level Expected Outcome (EO) 1: MGT 6671 MGT 6681 HRM 6601 HRM 6603 HRM 6622 HRM 6623 HRM 6632 HRM 6635 HRM 6698

20 Course Expected Outcomes Supporting Program Expected Outcome 1: MGT 6671 Organizational Behavior Explain the concept of an organization s corporate culture, including its value system, and its effects on the behavior of individuals and groups in organizations. List and describe major personality, power, attitude, and needs theories as they relate to individual behavior within organizations. Describe communication processes between individuals and within organizations. Describe group/team processes within organizations. Analyze sources of conflict and alterative approaches to conflict management. Define and demonstrate how various leadership and motivational models may be used to improve productivity and job satisfaction within organizations. Evaluate the ethical aspects of alternative approaches to organization, job, and work design. Analyze methods for undertaking planned-change programs within organizations. Apply organizational-behavior strategies to management scenarios utilizing a systems approach.

21 Course Expected Outcomes Supporting Program Expected Outcome 1: MGT 6681 Organizational Change and Development Recognize the common characteristics of open or complex systems as they relate to organization development. Describe the common characteristics of organizational growth and evolution, including the entrepreneurial, professionalizing, and mature stages of growth. Diagnose organizational problems at the individual, group (including team or unit), and organization levels of analysis. Recommend solutions to solve organizational problems by select from among alternative interventions, including human-process, HRM, technostructural, and strategic interventions. Develop a careful plan for implementing an organization development intervention project. Apply organization development and change strategies to business objectives in an apt. scenario.

22 Course Expected Outcomes Supporting Program Expected Outcome 1: HRM 6601 Legal Environment of Employee Decisions Explain the concepts of employment at will, implied contract, and wrongful discharge. Describe the purpose and key points of major employment laws, including the Civil Rights Act, ADA, OSHA (overview), FMLA, FLSA, Polygraph Act, employment torts, USERRA, Immigration and Reform Act, Equal Pay Act, Fair Credit Reporting Act, Age Discrimination Act, Older Worker Protection Act, and the LMRA (overview). Describe the content of the Uniform Guidelines on Employee Selection Procedures List and describe major judicial decisions and executive orders governing demographic discrimination, sexual harassment, affirmative action and conditionrelated discrimination. Discuss legally-oriented strategies to manage workplace demographics and conditions, including special accommodation and affirmative action. Relate various aspects of employee law to business objectives in an apt scenario.

23 Course Expected Outcomes Supporting Program Expected Outcome 1: HRM 6603 Human Resource Management Describe the external and global environments relevant to human-resource management, including the impact of a country s culture on workforce practices and expectations. Describe the evolution of the HR field over the past 100 years, up to and including outsourcing activities and the partnership of line managers and HR departments. Identify and describe the major functions of human resource management as well as the roles played by members of the HRM function in organizational-strategy formulation. Summarize major equal-employment opportunity laws and other regulations affecting the field of human resource management. Explain work rules, policies, and procedures within a functioning organization, including grievance and progressive-discipline procedures and common union contract provisions. Describe the functions of job design and job analysis. Discuss how technology, including HRIS, can provide HR decision support mechanisms and be used to streamline transactional HR activities to allow greater HR focus on strategic activities. Define HR s role in supporting successful mergers and acquisitions.

24 Course Expected Outcomes Supporting Program Expected Outcome 1: HRM 6622 Workforce Planning & Staffing Identify basic approaches to human resource planning and their relation to business strategy. Identify recruitment strategies for creating a diverse talent pool of qualified candidates. Develop a staffing plan and compare and contrast the value of different assessment methods for identifying a candidate s suitability for employment. Identify sources of information used for human resource planning and personnel selection. Describe the job analysis process and explain its role in recruiting and selection. Apply the concepts of validity, reliability, and associated statistical measures to various steps in the staffing process. Identify the legal implications associated with employment testing, interviewing, and selection processes. Explain the doctrines of employment-at-will and implied contract. Relate HR staffing strategies to business strategies in an apt scenario.

25 Course Expected Outcomes Supporting Program Expected Outcome 1: HRM 6623 Training and Development of Human Resource Management Develop a human-resource training program in an organizational setting applying the ADDIE model (analysis, design, development, implementation and evaluation). Conduct a needs analysis to determine the appropriateness of a training intervention. Identify the major principles of learning and describe how they are used to facilitate training design. Discuss the effect of trainee demographics, job complexity, and changes in technology on the design of training programs. Evaluate the effectiveness of training using Kirkpatrick s four-level model. Apply basic research methodology to training program evaluation. Apply performance management techniques for individual development (e.g., 360-degree feedback) and facilitating the achievement of organizational goals. Describe and discuss talent management (employee development/career planning), including the role of mentorship and coaching in developing human resources. Explain the process of organizational development and identify and discuss major change management techniques. Discuss the role of diversity in enhancing an organization s human capital talent. Link training and development and performance management strategies to organizational goals in an apt scenario. Have completed a traditional research paper.

26 Course Expected Outcomes Supporting Program Expected Outcome 1: HRM 6632 Compensation and Benefits Describe approaches to job analysis and their importance to compensation design. Apply principles of job evaluation to design an equitable, internally aligned pay structure across an organization. Use wage and salary surveys of the relevant labor market in the design of an efficient, effective and fair pay structure. Use motivational theories to explain how and when to apply pay-for-performance principles (variable pay and incentives) in individual, team, and organization-wide reward systems. Apply the principles of performance management and the application of different types of performance evaluation systems to incentive compensation. Explain the concepts of equal pay, comparable work, pay compression, and living wage. Explain the components of executive compensation packages and the principles applied in their design. Discuss the role of benefits in creating a total rewards strategy. Summarize key laws and regulations affecting compensation and benefits, including Title VII of the Civil Rights Act of 1964 as amended; equal pay, minimum wage and overtime laws (FLSA, ERISA, COBRA, and HIPPA). Align performance and compensation management strategies with organizational goals in an apt. scenario.

27 Course Expected Outcomes Supporting Program Expected Outcome 1: HRM 6635 Employee Relations and Safety Identify the major requirements of Federal labor relations legislation (e.g., the Labor Management Relations Act), including collective representation, union organization, bargaining, and negotiation. Identify and discuss approaches to disciplinary actions and various types of alternative dispute resolution procedures in organizations. Describe how employee relations policies and practices can create a positive organizational culture and an inclusive work environment that fosters diversity in the workplace. Explain the concepts of employee rights and employer responsibilities, constructive discipline, positive discipline, and proper implementation of organizational rules. Relate how creating a diverse workforce can enhance employee perceptions of fairness and equity throughout the organization. Apply the concepts of employee/labor relations to organizational strategy in an apt scenario. Discuss the major provisions of OSHA and relate the major requirements of OSHA to effective workplace practices.

28 Course Expected Outcomes Supporting Program Expected Outcome 1: HRM 6698 Strategic Human Resource Management Describe the external and global environments relevant to human-resource management. Describe the role of human-resource managers in the formulation of strategy. Identify and critically evaluate mission statements, strategic objectives, and organization-level strategies in a global environment. Identify and justify company strengths, weaknesses, opportunities, and threats. Identify and discuss key issues and problems related to the fit between an organization s current business strategy and its HR strategic plan, practices, and posture. Apply HR planning, staffing, training and development, performance management, compensation, health and safety, and employee and labor relations (including ethics) strategies to business objectives in a global business environment. Describe how firms gain sustainable competitive advantage through effective human capital strategies and practices. Apply HRM measurement strategies that link HR practices to achieving bottom-line business results. Relate strategic HRM concepts to business strategy in an apt scenario.

29 Program Level Expected Outcomes and Results EO 2: Demonstrate the ability to utilize an open systems approach to Human Resource problem solving to include problem recognition, definition, analysis, solution development, implementation planning, and effective written and/or oral communication. Assessment Measures: MSHRM Capstone Exam - 80% must achieve a score of 70 or better within one standard deviation; Pre-PHR exam - 80% must achieve a score of 67 or better within one standard deviation (MSHRM determined passing score).. Course Expected Outcomes supporting Program Level Expected Outcome (EO) 2: HRM 6603 HRM 6623 HRM 6698 HRM 6681

30 Course Expected Outcomes Supporting Program Expected Outcome 2: HRM 6603 Human Resource Management Describe the external and global environments relevant to human-resource management, including the impact of a country s culture on workforce practices and expectations. Describe the evolution of the HR field over the past 100 years, up to and including outsourcing activities and the partnership of line managers and HR departments. Identify and describe the major functions of human resource management as well as the roles played by members of the HRM function in organizational-strategy formulation. Summarize major equal-employment opportunity laws and other regulations affecting the field of human resource management. Explain work rules, policies, and procedures within a functioning organization, including grievance and progressive-discipline procedures and common union contract provisions. Describe the functions of job design and job analysis. Discuss how technology, including HRIS, can provide HR decision support mechanisms and be used to streamline transactional HR activities to allow greater HR focus on strategic activities. Define HR s role in supporting successful mergers and acquisitions.

31 Course Expected Outcomes Supporting Program Expected Outcome 2: HRM 6623 Training and Development of Human Resource Management Develop a human-resource training program in an organizational setting applying the ADDIE model (analysis, design, development, implementation and evaluation). Conduct a needs analysis to determine the appropriateness of a training intervention. Identify the major principles of learning and describe how they are used to facilitate training design. Discuss the effect of trainee demographics, job complexity, and changes in technology on the design of training programs. Evaluate the effectiveness of training using Kirkpatrick s four-level model. Apply basic research methodology to training program evaluation. Apply performance management techniques for individual development (e.g., 360-degree feedback) and facilitating the achievement of organizational goals. Describe and discuss talent management (employee development/career planning), including the role of mentorship and coaching in developing human resources. Explain the process of organizational development and identify and discuss major change management techniques. Discuss the role of diversity in enhancing an organization s human capital talent. Link training and development and performance management strategies to organizational goals in an apt scenario. Have completed a traditional research paper.

32 Course Expected Outcomes Supporting Program Expected Outcome 2: HRM 6698 Strategic Human Resource Management Describe the external and global environments relevant to human resource management. Describe the role of human resource managers in the formulation of strategy. Identify and critically evaluate mission statements, strategic objectives, and organization-level strategies in a global environment. Identify and justify company strengths, weaknesses, opportunities, and threats. Identify and discuss key issues and problems related to the fit between an organization s current business strategy and its HR strategic plan, practices, and posture. Apply HR planning, staffing, training and development, performance management, compensation, health and safety, and employee and labor relations (including ethics) strategies to business objectives in a global business environment. Describe how firms gain sustainable competitive advantage through effective human capital strategies and practices. Apply HRM measurement strategies that link HR practices to achieving bottom-line business results. Relate strategic HRM concepts to business strategy in an apt scenario

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