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Survey of the field covering recruitment, selection, training, appraisals, grievance handling, communications, discipline, safety, compensation, and benefits.

Develop understanding of theory and research on managerial, entrepreneurial leadership and creativity in organizations. Topics include leadership, decision making, motivation, personality, and rewards within group settings.

Identify and evaluate methods to promote an effective change transition through efficient integration of corporate goals with the organizational culture.

A general overview of the Labor Movement, Labor/Management Relations, and Employment issues with a view toward emerging issues in those areas and the insights other industrialized countries can provide.  Useful for both HR Specialists and Management Students in other disciplines.

Course learning objectives

• Explore and Deconstruct the concepts of “Labor” and “Work” by situating these concepts within the broader historical and social development of Western Europe, Eurasia, Africa, Asia and the Americas
• Introduce students to the broader historical, cultural, and societal context of the Labor Movement and Labor/Management Relations.
• Explain how history and law have influenced the Labor Movement and Labor/Management relations and practices.
• Provide an overview of the landscape of the Labor Movement in Hawaii, the mainland US, and the World.
• Provoke meaningful inquiry into the future direction of the Labor Movement, Labor/Management Relations, and Employment.

Topics covered

• Historical development of the Labor Movement in the US, Europe, Africa, Asia and the Americas
• Basic economics of labor markets including formation, disequilibria, and disruption 
• Best practices in Human Resource Management related to Labor Relations
• Key US federal laws and judicial decisions related to Labor/Management Relations
• US Public Sector unionism
• Practical aspects of operating within the environment of the unionized workforce: Unionization, Collective Bargaining, Grievances, Negotiations, Arbitration, Boycotts and Strikes
• Possible futures for Employment, the Labor Movement, and Labor/Management Relations
• Key international laws and treaties related to Labor/Management Relations
• Key labor legislation in the United Kingdom, the Federal Republic of Germany, the People’s Republic of China, the Republic of the Philippines, the Republic of Korea and the Democratic People’s Republic of Korea

A focused review of key US Labor-related Legislation and other Social Legislation, including selected legislation from other industrialized countries.  Useful for both HR Specialists and Management Students in other disciplines.

Course learning objectives

• Explain how Labor Legislation has emerged from and consequently influenced Labor-Management relations in the United States and other industrialized countries.
• Review how Labor Legislation has impacted the broader social context of US society.
• Review key pieces of Social Legislation such as Medicare, Medicaid, ERISA, the Fair Labor Standards Act, and various laws and regulations dealing with unemployment and workplace health and safety, and the impact this legislation and regulation has had on Labor-Management relations, Human Resource Management, and the US workforce.
• Review key pieces of Labor and Social legislation in selected industrialized and industrializing nations with a view toward potential reform of US law and practice.

Topics covered:

• The legislative and regulatory process in the United States
• Historical development of the Labor Legislation in the US and the World
• Key state, federal, and international laws and regulations and important related judicial decisions
• Key Social Legislation that has impacted Human Resource Management in the US at the Federal Level
• Key Hawaii State Social Legislation impacting Human Resource Management
• Possible future legislative reform and development of Labor and Social Legislation in the US and other industrialized countries.

Reading and research in a special area within the major field under direction of faculty member(s). Project must include statement of objectives, outline of activities planned, results expected, and how they are to be reported and evaluated. Must be approved in advance by the department chair and faculty advisor.

Selected topics. Emphasis on trends, recent issues, job evaluation, incentive systems, salary administration, executive compensation, profit sharing, benefit programs, retirement plans. Pre: 351.

Contemporary practices and trends in personnel planning for a competent work force; legal constraints, recruitment and selection, differential placement, training, career programming. Pre: 351.

Theory and practice in negotiating; design and operation of different kinds of workplace dispute resolution (such as mediation, arbitration, and various alternatives); features exercises on bargaining and negotiation and advocacy and decision skills. (Spring only)

Review and analysis of basic factors that distinguish employment relations; examination of the development of recent legislation and programs at federal, state, and municipal levels. Specific consideration given to current problems on the mainland and Hawai'i. Pre: consent.

Analysis of the current concepts and practices in the design, delivery, and assessment of training. A-F only.

In-depth analysis of selected current practices and trends in HRM. Repeatable one time for different topics. Pre: consent.

Analysis and critical evaluation of basic issues, policies, and trends in personnel administration. HRM majors only. Graduate students only. A-F only.

Covers issues in design, delivery, and assessment of training, theoretical background of training and development process, types of training process, cross cultural and other types of diversity training and development of training modules. HRM majors only. Graduate students only. A-F only.

Organizational development (OD) and major concepts in organizational behavior. MHRM majors only. A-F only.

Intends to give HR professionals a basic overview of the vocabulary and concepts of financial decision-making. Topics include: understanding financial information, budgeting, the finance of retirement and employee benefit and business valuation. MHRM majors only. A-F only.

Survey of compensation methods and procedures including job evaluations, incentive systems, salary administration, fringe benefits, appropriate legislation, policies and strategy issues of compensation systems. HRM majors only. Graduate students only. A-F only.

Recruiting and selection to optimize organizations including job design, job analysis, recruitment and selection methods, such as types of interviews and assessment centers, within legislative environment. HRM majors only. Graduate students only. A-F only.

Theory and practice of negotiation. Exploration of appropriate strategies, tactics, and communication techniques. Study of dyadic multi-party, cross-cultural, and assisted negotiations. MHRM majors only. A-F only.

Exploring global trends in human resources with focus on the Asia Pacific region. HRM majors only. Graduate students only. A-F only.

In-depth analysis of selected current practices and trends in human resources. Repeatable four times with change in topics. MHRM majors only. A-F only.

The final course in the MHRM curriculum. It provides students opportunity to integrate and apply previous course content to their professional organization offering a value-added opportunity to enhance organizational performance. MHRM majors only. A-F only.

Builds on previous leadership and management courses, focus on development of individual leadership skills emphasizing ethical and critical decision making, effective working relationships, and a systems-perspective relevant to healthcare organizations. A-F only. Pre: BUS 626. (Alt. years)