HRD5201 Business Environment & Ethics for HRD (2 SCH)
This course is an introduction to management studies and their implications for human resource development. The course covers the principles of management including planning, organizing, leading, controlling and the interplay between management and ethics. The course focuses also on operations management and the role of technology to support managerial processes and portrays the relationship between managerial functions and HRD domains from both strategic and operational perspectives.
HRD5202 Introduction to HRD: Theory & Practice (2 SCH)
This course serves to highlight the purpose, definition, origins, context, and core beliefs of HRD. These highlights are meant to provide an initial understanding of HRD and to explore the depth and range of thinking within the theory and practice of HRD with a specific focus on the contributions of three disciplines, namely psychology, economics, and system theory. The course defines the realms of HRD and its underlying foundations while providing a deep understanding of core models that undergird best practice, the history and philosophies in HRD, and a deep thinking about learning, performance, and change.
HRD5303 Human Capital Management (3 SCH)
The purpose of this course is to provide an introduction to the functions that underpin personnel management including both administrative and developmental processes. The course sheds more light on the functions of job analysis, recruiting and selection, training and development, career management, performance appraisal, total reward and compensation, and employee termination. A special emphasis is put on the implications of labor law on human resource management and employee relations.
HRD5311 Training and Development (3 SCH)
Personnel training and development (T&D) constitutes the largest realm of HRD activity. This course focuses on the process of systematically developing work-related knowledge and expertise in people for the purpose of improving performance. The course provides an overview of the principles of instructional design and a deep understanding of the process and the critical success factors for a successful development and implementation of T&D projects.
HRD6312 Career Development and Talent Management (3 SCH)
This course describes some current career-related issues of relevance to HRD professionals and sheds more light on what individuals and organizations can do to address some of the changing career forces. The course defines some of the key career concepts and models, and provides a deep understanding of the issues involved in designing career development systems in organizations. An analysis of the various components of career systems and how such systems can be coordinated with other programs in organizations is also provided.
HRD5313 Organization Development and Change (3 SCH)
Organizational development (OD) has the capability of unleashing human expertise, resulting in improvements at the organization, process, workgroup, and individual levels. This course describes the essence of the OD component of HRD as well as the nature of the change process. The course presents examples of organization development as well as variations in core thinking, processes, interventions, and tools.
HRD5314 Strategic HRD (3 SCH)
Viewing human resource development as a strategic partner is a relatively new perspective. This course discusses the issues surrounding the role of HRD in organizational strategic planning and the factors that have influenced the evolution of HRD toward a more active role as a key determinant of business strategy. The major themes in this course include the schools of strategic thinking, the strategic roles of HRD, adopting a strategic HRD perspective, and scenario planning plus strategic planning.
HRD5321 Leadership and Management Development (3 SCH)
The course builds on the basic elements of individual behavior in organizations and the major theories of motivation, interpersonal relations and communication, and work group and team management. The purpose of this course is to provide a comprehensive overview of leadership and management development theories and models and introduce the emerging concepts of strategic leadership, cross-cultural issues in leadership, and the growing awareness of the importance of ethical leadership.
HRD5322 Consulting for HRD (3 SCH)
This course examines the principles of human performance improvement (HPI) and provides an introduction to the practical aspects of the HPI process. The course focuses on identifying opportunities for improvement and on taking proactive steps for continuous improvement. Such steps include business and performance analyses, gap and cause analyses, intervention selection and implementation, and project evaluation. The course describes meaningful strategies and processes to help organizations solve performance gaps or even avoid performance problems before they arise.
HRD5323 Performance Management and Coaching (3 SCH)
This course examines core theories of performance and coaching, explicates the learning and performance paradigms of HRD and associated models within each, and clarifies the learning-performance perspectives and their logical connection. A multidisciplinary perspective is adopted to demonstrate the HRD unique role in performance improvement which focuses predominantly on work-related social systems while acknowledging the legitimate role of other disciplines.
HRD5324 International HRD (3 SCH)
This course examines how the globalization of the world economy is challenging the core values, theories, and tools of the HRD profession. The purpose is to adopt a globalization perspective that transcends the only need to understand cultural differences to focus on a multidimensional perspective that encompasses diversity management, cross-cultural training, adaptation of HRD tools, managing across borders, global employee relations, conflict management, among other emerging global HRD practices.
HRD5331 Needs Assessment and Organizational Effectiveness (3 SCH)
This course proposes a review of various needs assessment models including knowledge-based needs assessment, task and job analysis, competency-based analysis, and strategic needs assessment. These analyses follow a system thinking process and suggest different approaches at the individual, group, and organizational levels for the purpose of achieving efficiency gains and improving performance.
HRD5335 Corporate Social Responsibility (3 SCH)
The course offers an overview of the definitions, approaches, and models revolving around the concept of corporate social responsibility and discuss the relationship between issues such as corporate ethics, action/diversity practices, environmental responsibility, and financial performance. This course analyzes the various facets of corporate social responsibility (CSR) and discusses the role of HRD in setting strategies and processes to self-sustain the benefits of CSR investments.
HRD5341 Research Methods for HRD (3 SCH)
This course introduces the emerging research issues in the HRD field and the models and methods of quantitative and qualitative research. The purpose is to allow HRD professionals to apply sound theories and tools confidently to improve the expertise and performance of individuals, workgroups, work processes, and the overall organization. The course offers a description of different research phases including context analysis, literature review, research gap and objective, research methodology, data collection, findings and results, discussion and recommendations.
HRD5342 Research Project (3 SCH)
The research project is an opportunity for participants to transfer learning outcomes and apply HRD tools to their organizations. To make this project valuable, participants have to select an HRD-related performance problem and design and implement an intervention to ensure continuous performance improvement. Participants should follow the principles of action research. A strong organizational commitment is highly recommended for a successful completion of the project.