Master of Arts in Human Resource Management (Jerry van Rossum)
Master of Arts in Human Resource Management
The Master of Arts degree in Human Resource Management helps practicing HRM specialists or other organization staff members moving into HRM to advance their knowledge and skills in the field.
The Human Resource Management graduate program focuses upon the practice of human resource management in business, government, and not-for-profit organizations. Courses offer both concept and skill components designed to help students base practice on solid theoretical grounding. Courses are led by faculty members who have earned advanced graduate degrees and/or possess significant experience in the fields of business, organization behavior, and human resources.
Marygrove's Master of Arts in Human Resource Management aligns with the recommended requirements for HR degree programs as outline by Society for Human Resource Management (SHRM).
The Master of Arts degree consists of 12 (36 credit hours) courses. There are three required courses (9 credit hours): Business Ethics, Managerial Finance and the Seminar and Project (Capstone Course). The other nine courses (27 credit hours) are chosen from a variety of electives in Human Resource Management and Organizational Development classes. In order to graduate, students must have an overall grade point average of 3.0 (on 4.0 scale) or higher.
- Bachelor’s degree from an accredited institution
- Minimum 3.0 grade point average
- Completed application*
- Official Transcripts of all undergraduate and graduate work completed
- Career Plan/Writing Sample
- Current Resume
- Minimum of two recommendations: current employer and academic or work setting
- Interview with program chair
*Application fees may apply
Curriculum & Schedule
The Required core courses are offered annually, while electives are rotated every other year. The majority of classes are 7 weeks in length with 2-3 classes scheduled per semester.
The curriculum consists of courses in HRM functions of recruiting, employment law/compliance, ethics, finance, HR information systems, communications, organizational behavior/change, diversity and compensation.
The capstone provides students with the unique opportunity to integrate their studies through a team based Human Resource Simulation. The simulation requires the development of strategy, priority setting and operational decision making in a business setting.
Features of the Program
The Master of Arts degree in Human Resource Management helps HRM specialists or other organizational professionals advance their knowledge and skills in the field. The program focuses on HRM practices in the private, public and nonprofit sectors. Courses offer both concept and skill components designed to help students develop practices based on solid theoretical grounding.
Specific Program Information
The Master of Arts in Human Resource Management is designed as a fully on-line program to be completed in 6 semesters (2 calendar years), based on the completion of two courses per semester. However the curriculum is flexible and allows students to complete the degree more rapidly or slowly. Students wishing to enroll in more than two courses per semester can do so with permission of the program chair. However the program must be completed within a period of six years from the time of initial enrollment.
The programs are led by faculty with advanced graduate degrees and /or possess significant experience in the fields of business, organization behavior and human resources.
Students and alumni are engaged in a variety of organizational roles in business, government, and not-for-profit organizations. Many are engaged in human resource management as staff specialists such as: Human Resource Generalists, Recruiting Specialists, Benefit Coordinators, Compliance Officers, Employee Development and Retention Officers, Corporate Talent Acquisition and Retention Managers, General Managers, Management/HR Consultants, Organizational Change Consultants and Managers, and Corporate Trainers.
In order to graduate, a student must have completed 36 hours (master's degree) of work in approved courses with an overall grade point average of 3.0 (on 4.0 scale) or higher. A complete description of all applicable graduation requirements is included in the Academic Policies section of this catalog and on the Marygrove College website.
For More Information, Contact:
G. Jerry van Rossum, MA, MBA
Assistant Professor and Chair, Professional Studies Business Division
At a Glance
REQUIRED COURSES (9 Credits)
- Managerial Finance*
- Business Ethics*
- Capstone Seminar and Project* ELECTIVES (27 Credits)
- Organization Theory and Change**
- Leadership and Decision Making***
- Communication for Managers***
- Human Resource Information System**
- Human Behavior in Organizations***
- Human Resource Management**
- Legal Practices in Employment***
- Employee Recruitment, Selection, and Evaluation***
- Labor Relations and Collective Bargaining***
- Employee Development**
- Compensation and Benefits**
* indicates courses offered every year
** indicates courses offered only in odd numbered years
*** indicates courses offered in even numbered years
HRM 505: Managerial Finance
Focuses upon the reporting of financial operations and position, the preparation and utilization of financial data for internal applications and budget preparation, with emphasis on forecasting. Required.
HRM 655: Business Ethics
Explores social responsibility theories on classical business ideology, including the influence of values on individual behavior and organizational corporate citizenship. Studies a conceptual framework for moral development and conceptual reasoning processes. Examines specific organizational ethics issues and the management of integrity. Required.
HRM 665: Capstone Seminar and Project
Prerequisite: completion of 24 hours of approved course work with an overall GPA of 3.0 or higher.
Integrates student learning from program course work through a team-based HRM decision-making simulation requiring strategy development and operational decision making in a business setting. Required.
HRM 512: Organization Theory and Change
Surveys theories and principles of organization and the management of change. Focuses upon organization development—the application of behavioral science knowledge to help organizations improve productivity and the quality of work life. Stresses the role of the individual organization member, human resource practitioner, or manager as change agent.
HRM 515: Leadership and Decision Making
Surveys leadership theories, examines interpersonal, intra- and inter-group influence processes, and assesses individual leadership and decision-making styles.
HRM 517: Communication for Managers
Introduces concepts and skills required for professional communication in organizational settings. Explores strategies and techniques for effective communication through writing, individual interviews, and group interaction.
HRM 519: Human Resource Information Systems
Examines the role of technology in support of strategic aspects of human resource management. Also focuses on the use of information systems and decision-making applications for data collection, retrieval, and analysis within Human Resource functional areas for human resource allocation and planning.
HRM 525: Human Behavior in Organizations
Applies behavioral and social science theories to the analysis of individual, interpersonal and group behavior in the workplace and to the development of workforce management practice. Topics include the impact on workplace behavior of individual attitude, perception, and motivation; group dynamics; and organization and work design. Special attention is given to implications of behavioral and social science knowledge for human resource management practice.
HRM 535: Human Resource Management
Surveys the development of human resource management as a field of practice in organizations. Explores trends and emerging issues which may shape future practice.
HRM 555: Legal Practices in Employment
Focuses upon compliance of employment practices with laws and regulations in force. Emphasizes implications of the Civil Rights Act of 1964 (as amended) and related laws and regulations on recruitment, selection, accommodation, evaluation, and other workforce management policies and practices.
HRM 565: Employee Recruitment, Selection, and Evaluation
Examines the design and management of personnel recruitment, selection, and evaluation procedures as means for improving individual and organizational performance. Emphasizes tools and skills for employment and performance appraisal activities.
HRM 625: Labor Relations and Collective Bargaining
Explores the rationale for, processes of, and environmental forces affecting union-management relations. Topics include labor law, negotiation and administration of labor agreements, and resolution of grievances.
HRM 635: Employee Development
Surveys approaches and processes adopted by organizations to train and develop employees at all levels. Explores training design and delivery, training technology innovations, and career management.
HRM 675: Compensation and Benefits
Examines compensation practices and issues related to employee productivity and satisfaction. Surveys methods for determining equity of compensation and the variety of approaches for providing employee benefits.