ILRHR 463  Diversity and Employee Relations

Fall. 3 credits. Q. Roberson.

Designed to provide an opportunity for students to understand the importance of, and develop competencies for, promoting organizational justice and building inclusive work environments. The first half of the course focuses on identifying differences and similarities in the experiences, needs, and beliefs of people from diverse backgrounds as well as assisting students in developing sensitivity to such differences. The second half of the course focuses on stimulating critical thinking regarding the management of diversity and employee relations in organizations as well as increasing students' knowledge of HR policies and practices designed to effectively manage these issues. To achieve these goals, the course utilizes an experiential design that includes readings, exercises, cases, and class discussion.

ILRHR 464  Business Strategy

Fall. 3 credits. C. Collins.

Intended to be an integrative course focusing on strategic management. The main purpose of the course is to provide an opportunity for students to study and analyze issues associated with strategic thinking in complex business situations, top management decision making, and the functions of corporations as a whole. Allows students to bring together all of the functional skills they have learned in other business or related classes (e.g., marketing, accounting, finance, human resources, etc.) and to apply this knowledge to business problems faced by top management in existing organizations. Class is comprised of both a lecture and case study format.

ILRHR 465  The Globalization of Services

Fall, spring. 3 credits. Prerequisite: ILRHR 260 or equivalent. R. Batt.

Deregulation, privatization, immigration, and advances in information technology have profoundly affected service sector activities, which now comprise two-thirds of advanced industrial economies. This course considers how firms are responding to globalization in services and how employees, consumers, and unions are affected. Student papers and presentations compare the process and outcomes of restructuring in a range of service industries and occupations across advanced economies.

ILRHR 468  Human Resources Management Simulation

Spring. 2 credits. Limited to 30 juniors and seniors. Prerequisite: ILRHR 260 or equivalent. 7 weeks. W. Wasmuth.

Uses a simulation model and an open-systems approach as means to enhance students' skills in strategic planning and managerial decision making. Attention is given to the implications and efforts of strategic human resource managerial and supervisory decisions as measured by 10 organizational performance indicators, including quality of work life, employee productivity, customer satisfaction, employee retention, internal control, and the bottom line. Each student is assigned to a group (team) of five members and must be committed to the work of that group. An individual research paper is also required. Regular attendance is required.

ILRHR 469  Immigration and the American Labor Force

Fall. 3 credits. V. Briggs.

Assesses the role that immigration policy plays as an instrument of human resource development in the United States. Immigration policy will be placed in an evolutionary context but primary attention will be given to the post-1965 revival of mass immigration. In addition to legal immigration, policies pertaining to illegal immigration, border commuters, "maquiladoras," refugees, asylees, and nonimmigrant workers are also examined. Comparisons are also made with immigration systems of other nations.

ILRHR 495  Honors Program

Fall and spring (yearlong course). 3 credits each term.

For description, see the section on Collective Bargaining, Labor Law, and Labor History.

ILRHR 497-498  Internship

Fall and spring. 3 and 6 credits.

For description, see the section on Collective Bargaining, Labor Law, and Labor History.

ILRHR 499  Directed Studies

For description, see the section on Collective Bargaining, Labor Law, and Labor History.

ILRHR 560  Human Resource Management

Fall and spring. 3 credits. Open to graduate students only. B. Bell.

A survey course covering the major areas of the management of human behavior in work organizations. Consideration is given to aspects of strategic human resource management such as: staffing, training and development, performance management, compensation, and employee relations. Emphasis is on exploring these issues from both strategic and tactical levels to increase organizational effectiveness

ILRHR 564  Human Resources Management in Effective Organizations

Fall or spring. 4 credits. Offered only in New York City for the M.P.S. Program. Staff.

This course offers the opportunity to become better prepared to make effective decisions about human resources. Successful organizations depend on people, their human resources. The first module examines strategic human resource management and the effects of HR decisions on organization success and fair treatment of people. The second module focuses on alternative systems used to staff and develop people. The third module focuses on compensating and rewarding people. The final module includes employee relations and alternative work systems. Case and field studies are used throughout the course.