Human Resource Management Minor

Overview for Human Resource Management Minor

The human resource management minor focuses the critical functions of a human resources department, such as hiring, training, compensation, benefits, and employment law.

Notes about this minor:

  • Posting of the minor on the student's academic transcript requires a minimum GPA of 2.0 in the minor.
  • Notations may appear in the curriculum chart below outlining pre-requisites, co-requisites, and other curriculum requirements (see footnotes).

The plan code for Human Resource Management Minor is HRMGT-MN.

Curriculum for 2023-2024 for Human Resource Management Minor

Current Students: See Curriculum Requirements

Required Courses
Organizational Behavior
As an introductory course in managing and leading organizations, this course provides an overview of human behavior in organizations at the individual, group, and organizational level with an emphasis on enhancing organizational effectiveness. Topics include: individual differences, work teams, motivation, communication, leadership, conflict resolution, organizational culture, and organizational change. (This class is restricted to undergraduate students with at least 2nd year standing.) Lecture 3 (Fall, Spring, Summer).
Employee Benefits & Compensation
A total rewards program within an organization develops and aligns a reward strategy for employees to reinforce the behavior and performance required to support the organizations overall strategy. This course identifies what rewards are, both tangible and intangible, including compensation and benefits. Using the information a rewards program is built reflecting existing business conditions and cost constraints. This program is used as an organizational strategy to satisfy personal and financial needs of the current and future workforce. Lecture 3 (Spring).
Human Resources Development
A one-semester, three-credit course in human resource development provides the prospective manager practical information on methods to enhance the productivity, quality, and effectiveness of an organization through the creation of an environment where individual and collective performance and development has primacy. The course requires students to assimilate course material related to the following: to organizational strategy, systems thinking and legal compliance; workforce development, career development of employees; individual development and training; measuring outcomes; human resource processes and effective communications. Students integrate theoretical classroom concepts with practical knowledge and work experiences. As part of the course: students continually practice effective communication skills; students may work in teams; and are expected to engage in critical and innovative thinking. Students' understanding of human resource development is intended to help them enhance organizational effectiveness through implementing processes designed to develop and train employees. Lecture 3 (Fall, Spring).
Human Resource Employment Law and Regulations
Employment law and regulations govern how the workforce functions. Adherence to the law can raise questions due to context of the situation and applicability of the law to a variety of situations. This course will explain employment laws and regulations as they apply to a variety of workplaces and interpret how these laws and regulations require compliance through the practice of human resource management. Lecture 3 (Fall).
Choose one of the following:
 Data Literacy, Analytics, and Decision Making
This course serves as an introduction to the uses (and potential misuses) of data in a wide variety of social settings, including the exploration of contemporary techniques to analyze such data. Data acquisition, cleansing, management, analysis, and visualization will be addressed through hands-on projects. Project work will include contemporary social problems addressed using a dynamic set of resources and technologies. An emphasis will be placed on how insights gleaned from data analysis can be used to guide individual and group decision-making scenarios. Lecture 3 (Fall, Spring).
 Cross-Cultural Management
This course explores the key implementation issues facing global businesses and those firms wishing to expand into the global arena. An emphasis is placed on issues related to the topic of culture. The course examines its impact on management, individuals, groups, and how it affects organizational performance. Leadership styles, in the cross-cultural context, will be deconstructed as will communication, decision-making, negotiation, and motivation. (Prerequisites: INTB-225 or equivalent course.) Lecture 3 (Fall, Spring).
 Leading Cross-Cultural & Virtual Teams
Taught in an experiential, team-based format, this class focuses on leading cross cultural and virtual teams, with an emphasis on developing strong team dynamics for effective performance in a global environment. Thus, class topics will center around understanding team development and leading teams, while considering varying relevant factors such as cultural differences, virtual communication, managing conflict, and team climate/trust, among others. The course will provide hands-on experience in leading and participating in teams as students will be assigned to a team and will take on different roles, including team leader. When possible, the class includes a virtual team project with students at RIT’s global campuses. (Prerequisites: MGMT-215 or equivalent course.) Lecture 3 (Fall, Spring).
 Organizational Effectiveness Skills
This course provides students with working knowledge and practice of the professional and interpersonal skills of effective organizational members. Skills include networking, presenting, professional writing, giving and receiving feedback, handling conflict, and leveraging diversity. Particular emphasis is placed upon applying these skills in a virtual work environment. (Prerequisites: MGMT-215 or equivalent course.) Lecture 3 (Fall).
 Business Ethics and Corporate Social Responsibility
This course applies concepts of ethics to business at the macro level and at the micro level. At the macro level the course examines competing business ideologies exploring the ethical concerns of capitalism as well as the role of business in society. At the micro level the course examines the role of the manager in establishing an ethical climate with an emphasis on the development of ethical leadership in business organizations. The following topics are typically discussed: the stakeholder theory of the firm, corporate governance, marketing and advertising ethics, the rights and responsibilities of employees, product safety, ethical reasoning, business's responsibility to the environment, moving from a culture of compliance to a culture of integrity, and ethical leadership. (This class is restricted to undergraduate students with at least 2nd year standing.) Lecture 3 (Fall, Spring).
 Negotiations and Decision-Making
This course is designed to improve your ability to negotiate by understanding decision-making biases that affect the negotiated outcome. Individual sessions will explore the structure and strategies to mitigate risks and challenges inherent in achieving optimal solutions. (Prerequisites: MGMT-215 or equivalent course.) Lecture 3 (Spring).