Masters In Human Resources Development – Incorporating a global focus on a master’s degree in human resources, ensures that our graduates can maximize human potential, increase productivity, and retain great talent. You will successfully plan and implement corporate strategies related to human capital, developing workforce talent, retaining valuable employees and more. Whether you’re starting a career in human resources or improving your skills in training, instructional design, performance management and employee development, you’ll graduate as a strategic leader of human potential in your organization.
Human development is the heart of job development in any organization. The MS in Human Resource Development provides the next level of learning in creating a human capital strategy. This program teaches professionals to leverage critical skills specific to creating a flexible workforce that adapts to change and aligns with the organization’s strategic objectives so that human resource professionals can develop talent and remain competitive in the 21st century.
Masters In Human Resources Development
The degree requires a minimum of 33 credit hours. Students are required to complete a comprehensive exam at the end of their coursework. Students who wish to complete a graduate project or thesis in lieu of an exam must obtain the approval of the faculty and department chair.
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Electives are chosen by students and used to fulfill their career interests. Courses may be taken in other graduate-level programs, with permission. A limited number of credit hours (not counted in other degrees) may be considered for credit transfer from another college or university.
After registration, each student is assigned an advisor who will work with the student individually to develop a study plan.
This is an introductory graduate-level survey course on research design/methods and analysis. This course provides a broad overview of the research process and practice in applied contexts. Content includes principles and techniques of research design, sampling, data collection and analysis including the nature of evidence, types of research, definition of research questions, sampling techniques, data collection, data analysis, issues related to human subjects and research ethics, and related challenges. by conducting research in a real-world context. The analysis component of the course provides an understanding of statistical methodologies used to collect and interpret data found in research and how to read and interpret data collection instruments. Lecture 3 (Autumn, Spring).
This course introduces students to the concepts that form the basis of HRD and how these concepts are used in a real environment. Human resource development is a distinct and unique practice area that focuses on aligning employee learning and development with the strategic direction of an organization. This course provides an orientation to the profession and explores the historical perspective, theoretical foundations and practices of HRD. (This course is limited to students in the HRDE-MS program.) Lecture 3 (Fall, Summer).
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This course teaches the systematic application of social research procedures to evaluate the concept, design, implementation and utility of human resource development programs. (This course is limited to students in the HRDE-MS program.) Lecture 3 (Fall, Spring).
This course provides individuals with the framework needed to successfully analyze performance and design learning interventions that drive performance improvement in an organization. Students will examine performance measurement, adult learning principles and learning styles, as well as best practices in organizational learning, employee development and alternative delivery strategies. In addition, students identify ways to link learning initiatives to strategy and obtain commitment to these initiatives from senior leaders. (This course is limited to students in the HRDE-MS program.) Lecture 3 (Fall, Spring).
This course is designed to develop students’ understanding of intercultural communication and adaptation and how to design and deliver formal training. This course provides an introduction to various theoretical perspectives on intercultural communication and adaptation and the application of these perspectives to training design. Issues studied include cultural theory, intercultural competence, and intercultural training techniques and design. Lecture 3 (Fa/sp/su).
Students will use strategies to solve industrial HRD problems as defined by the instructor. This requires the use of strategic HRD practices to influence and support the organization’s larger strategy regarding its human capital. Embedded in this course is a review of HRD strategies including an exploration of the frontiers of HRD practice; identification of the structure and function of the organization’s responsibilities; application of HRD strategic concepts taken from core subjects; and identification of strategic HRD tools and interventions. Finally, students will develop a plan to solve a strategic HRD problem. (This course is limited to students in the HRDE-MS program.) Lecture 3 (Fall, Spring).
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A comprehensive wten essay is one of the non-thesis methodologies for completing an MS degree. Students will demonstrate a basic understanding of basic theory and principles. This course will include a review of the main concepts of each core subject. Complete all HRDE core and required courses. Students must receive a passing grade of at least 80 percent to pass. Students have an additional chance to pass this exam if their initial attempt results in a failing grade. Comp 3 Exams (Fall, Summer).
The purpose of this course is to provide students with the opportunity to conduct research, develop plan and evaluation components, and submit a project as a final demonstration of competency in the program. The topic chosen by the student will be guided by the faculty teaching the class and will require the student to combine and incorporate into a final culminating project all of their coursework in the program so far. Project 3 (Autumn, Spring, Summer).
The thesis is based on experimental evidence obtained by the candidate in an appropriate topic that demonstrates the extension of theory in practice. Ten proposals defended and approved by the faculty council/committee followed by a formal thesis and oral presentation of the results are required. Typically, candidates have completed the research methods, data analysis and strategy wing of the graduate course before enrolling in this course and will begin the thesis process once they complete this course to enable them to finish the thesis when they finish their course. Candidates must obtain the approval of their graduate advisor who will guide the thesis before enrolling in this course. Thesis 3 (Autumn, Spring, Summer).
Group dynamics explores current theories and models of how individuals work in groups. The result of this analysis is to enable students to learn how to effectively manage, lead and generate results from group processes. Facilitating the group in the team to achieve the stated results is in the group process strategy learned. The outcome of this course is to provide students with an understanding of group dynamics and their impact on organizational interventions with an emphasis on team building, facilitation tools and techniques. (This course is limited to students in the HRDE-MS program.) Lecture 3 (Fall, Spring).
Human Resource Management Courses
As organizations experience constant change, HR leaders play a critical role in enabling their organizations to anticipate, plan for and benefit from change. This course introduces students to the theory and practice of organizational development and change leadership. Such leadership requires skills in identifying and framing challenges, negotiating with clients, finding solutions, creating, implementing and evaluating action plans. Through study, practice and application, students will acquire knowledge and skills to foster change, innovation and adaptability of an organization. Lecture 3 (spring).
This is an introductory graduate-level survey course in organizational learning and knowledge management. This course will provide a comprehensive overview of the concepts, practices and challenges related to learning in an organizational context. The principles, techniques and structures used to create, capture, store, evaluate, distribute and exploit knowledge to improve organizational performance in an ever-changing environment will be examined. Topics covered include the types and nature of knowledge, levels of organizational learning, communities of practice, social and technological systems for capturing, storing and distributing knowledge, valuation of knowledge assets, innovation and creativity, barriers to organizational learning, and knowledge as a resource. competitive advantage. (Prerequisite: HRDE-710 or equivalent course.) Lecture 3 (spring).
This course provides the skills to develop, retain and engage the best available talent required for current and future success. Students examine benchmark practices from all types of industries to derive effective strategies for their organizations, develop human capital strategy development and complete a set of integrated projects to implement selected strategy components. Lecture 3 (Autumn, Summer).
A systematic approach to improving organizational productivity and internal workforce efficiency. It is a process of selection, analysis, design, development, implementation and evaluation of programs to enable the most effective influence in the cost of human behavior and achievement to solve organizational problems. (This course is limited to students in the HRDE-MS program.) Lecture 3 (Fa/sp/su).
Distance Learning (ma) Human Resources Development
Global human resource development is a method for employee development in global organizations. In this course, students will be exposed to the fundamentals of HRD program development in a multicultural framework. The need to be aware of cultural differences and how to better deal with them is important for global companies. This course will explain globalization and HRD, global HRD program design and development, global HRD program delivery and evaluation, and cross-cultural consultation. (Prerequisites:
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