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Twin Cities Campus

Human Resources and Industrial Relations Minor

Industrial Relations Center
Curtis L. Carlson School of Management
  • Program Type: Undergraduate minor related to major
  • Requirements for this program are current for Fall 2019
  • Required credits in this minor: 15
See major description for more information.
Program Delivery
This program is available:
  • via classroom (the majority of instruction is face-to-face)
Admission Requirements
For information about University of Minnesota admission requirements, visit the Office of Admissions website.
Required prerequisites
Human Resource Management
HRIR 3021 - Human Resource Management and Strategy (3.0 cr)
or HRIR 3021H - Honors: Human Resource Management and Strategy (3.0 cr)
or IBUS 3021 - Human Resource Management and Strategy in Australia (4.0 cr)
Minor Requirements
This minor is only available to students pursuing a BSB degree in the Carlson School of Management or students pursuing the human resource development major in the College of Education and Human Development.
Minor
Required courses
Take 3 or more course(s) totaling 6 or more credit(s) from the following:
· HRIR 3031 - Staffing and Selection: Strategic and Operational Concerns (2.0 cr)
· HRIR 3051 - Compensation: Theory and Practice (2.0 cr)
· HRIR 3041 - Organizational Behavior: Work Motivation and Workplace Dynamics (2.0 cr)
· HRIR 3071 - Union Organizing and Labor Relations (2.0 cr)
Electives
Choose an additional 6 credits from the elective list below or required list above. HRD majors may not take HRIR 3032 or HRIR 5222 as part of the minor as they duplicate courses that are required in the HRD major.
Take 6 or more credit(s) from the following:
· HRIR 3032 - Training and Development (2.0 cr)
· HRIR 3042 - Organizational Behavior: Groups and Teams (2.0 cr)
· HRIR 3072 - Collective Bargaining and Dispute Resolution (2.0 cr)
· HRIR 5000 - Topics in Human Resource Management and Strategy (2.0 cr)
· HRIR 5222 - Creating and Managing Diversity and Inclusion (2.0 cr)
· HRIR 5252 - Employment and Labor Law for the HRIR Professional (2.0 cr)
· HRIR 5442 - Employee Performance Management: Strategies, Systems, and Skills (2.0 cr)
· HRIR 5443 - Principles of Effective Coaching (2.0 cr)
· HRIR 5655 - Public Policies on Work and Pay (3.0 cr)
· HRIR 5662 - Personnel Economics (2.0 cr)
· HRIR 4100W - HRIR Capstone: Personal and Organizational Leadership [WI] (4.0 cr)
· INS 4101 - Employee Benefits (2.0 cr)
· GCC 3014 - The Future of Work and Life in the 21st Century [TS] (3.0 cr)
 
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· Curtis L. Carlson School of Management


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· Human Resources and Industrial Relations Minor
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HRIR 3021 - Human Resource Management and Strategy
Credits: 3.0 [max 3.0]
Course Equivalencies: 00064
Grading Basis: A-F only
Typically offered: Every Fall, Spring & Summer
This course will focus on the people side of business. We will look at how, through managing and leading people, we can create an engaged, productive workforce in order to achieve organizational strategic objectives. The content of this course is complementary to any major or minor. Major topics in this course: - Managing people in an ethical, legal way that is aligned with corporate strategy and helps organizations reach their goals; - Successfully attracting, recruiting, and selecting talented people; - Creating interesting, engaging jobs and giving meaningful feedback in order to retain great employees; - Rewarding and motivating people through intrinsic and extrinsic methods to encourage the most effective and "right" kind of employee behaviors to create an engaged, productive workforce through people strategies and practices. prereq: ECON 1101, ECON 1102, PSY 1001
HRIR 3021H - Honors: Human Resource Management and Strategy
Credits: 3.0 [max 3.0]
Course Equivalencies: 00064
Grading Basis: A-F only
Typically offered: Every Spring
Human capital is an essential role in today?s organizations. If you plan to be a manager or organizational leader, or if you plan to major or minor in HR, this course is an essential introduction to the role of human resource management in organizations. In this class you will learn: How to recruit and select the best people. How to evaluate performance and give employees feedback. How to help individuals improve when their performance is subpar, and how to conduct terminations when those efforts do not work. Methods that are used to develop individuals so they can move into higher leadership roles. How to examine turnover problems and retain employees. How large companies set pay levels to ensure internal and external equity. Recent issues around worker rights and unions. The basics of employment law. Contemporary human resources issues that employers are dealing with, such as labor market shortages and sexual harassment policies. This class is for honor?s students only. prereq: ECON 1101, ECON 1102, PSY 1001
IBUS 3021 - Human Resource Management and Strategy in Australia
Credits: 4.0 [max 4.0]
Course Equivalencies: 00064
Grading Basis: A-F only
Typically offered: Every Spring
This course will look at how, through managing and leading people, we can achieve organizational strategic objectives. The class will learn about managing people in an ethical, legal way that is aligned with organizational strategy and helps organizations reach their goals through recruiting, selecting, training, rewarding, coaching, motivating and developing the people within the organization. The course will also partner with a class in Australia to work through a live case study in cross-cultural, virtual teams. Overall the course will prepare the students to be managers and leaders in an increasingly complex, global business environment. prereq: ECON 1101, ECON 1102, PSY 1001
HRIR 3031 - Staffing and Selection: Strategic and Operational Concerns
Credits: 2.0 [max 2.0]
Typically offered: Every Spring
Introduction to theory/practice of staffing decisions. Recruitment, selection, promotion, demotion, transfer, dismissal, layoff, retirement. Staffing analyzed from strategic/operational perspectives. Legal issues.
HRIR 3051 - Compensation: Theory and Practice
Credits: 2.0 [max 2.0]
Typically offered: Every Fall
Introduction to compensation/reward programs in employing organizations. Theories of organizational/employee behavior used in design/implementation of pay programs. Design, implementation, job evaluation, salary surveys, skill-based pay, merit-based pay, other compensation programs.
HRIR 3041 - Organizational Behavior: Work Motivation and Workplace Dynamics
Credits: 2.0 [max 2.0]
Typically offered: Every Fall
The purpose of this course is to understand both the impact and experience of the individual in an organizational setting. This course will discuss the influence that individual differences and behaviors play within an organization, focusing on the employee as the key factor through which organizations function and grow. An employer?s success is largely attributable to the motivation and performance of those they employ. The factors that influence both their motivation and performance will be the focus of our content. We will explore topics such as personality, values, perceptions, and diversity among others. Each topic covered will enrich our understanding of the complex relationship between the individual and the organization.
HRIR 3071 - Union Organizing and Labor Relations
Credits: 2.0 [max 2.0]
Typically offered: Every Spring
Analysis of labor unions, employee associations, collective bargaining within framework of contemporary American legislation/policy. Forming/organizing labor unions. Management strategies/responsibilities, historical influences on policy/practice in private/public sectors.
HRIR 3032 - Training and Development
Credits: 2.0 [max 2.0]
Typically offered: Every Spring
Introduction to theory/research/practice of design/implementation/evaluation of employee training/development programs. Training as process for influencing individual/organizational outcomes.
HRIR 3042 - Organizational Behavior: Groups and Teams
Credits: 2.0 [max 2.0]
Typically offered: Every Fall
The purpose of this course is to understand both the impact and experience of the individual in an organizational setting. It will look at the influence that individual differences and behaviors play within an organization, focusing on the employee as the key factor through which organizations function and grow. An employer?s success is largely attributable to the motivation and performance of those they employ. The factors that influence both their motivation and performance will be the focus of our content. The course will explore topics such as personality, values, perceptions, and diversity among others. Each topic covered will enrich our understanding of the complex relationship between the individual and the organization
HRIR 3072 - Collective Bargaining and Dispute Resolution
Credits: 2.0 [max 2.0]
Typically offered: Every Spring
Collective bargaining, contract administration, grievance processing, interest/rights arbitration, strikes, related policies/practices of employers, workers, labor unions in private/public sectors. Impact/transfer of practices to non-union sector.
HRIR 5000 - Topics in Human Resource Management and Strategy
Credits: 2.0 [max 8.0]
Typically offered: Every Fall, Spring & Summer
Topics in human resource management and strategy HRIR MA student must register A-F, 3021, [CSOM or HRD junior or senior or dept consent]
HRIR 5222 - Creating and Managing Diversity and Inclusion
Credits: 2.0 [max 2.0]
Typically offered: Every Fall & Spring
This course covers the challenges and rewards associated with managing today?s increasingly diverse workforce. Diversity has the potential to benefit employees and organizations alike, yet the benefits of diversity are only realized in organizations with effective diversity management practices. In this course, we will discuss the power of inclusion as it relates to the employee experience. We will study effective strategies for building diverse and inclusive companies, and will address the barriers that can often exist. We will look at approaches to organizational design that limit unconscious bias and produce more objective decisions across the employee experience?from engaging and hiring candidates to retaining employees and helping them thrive. Finally, we will dive into how to create inclusive cultures and a sense of belonging, across local and global contexts. Student engagement and willingness to share diverse perspectives are critical to the success of this course. prereq: HRIR MA student must register A-F, 3021, [CSOM or HRD junior or senior or dept consent]
HRIR 5252 - Employment and Labor Law for the HRIR Professional
Credits: 2.0 [max 2.0]
Typically offered: Every Fall & Spring
Application of statutes/case law to work settings. Civil rights/equal opportunity. Discrimination/harassment. Compensation/benefits. Employee protection/privacy. Labor relations. Emphasizes application/ability to recognize legal aspects of HRIR issues. prereq: HRIR MA student must register A-F, 3021, [CSOM or HRD junior or senior or dept consent]
HRIR 5442 - Employee Performance Management: Strategies, Systems, and Skills
Credits: 2.0 [max 2.0]
Typically offered: Every Fall
Performance management strategies. Components of effective performance management systems. Alignment with HR strategy. Integration with HR practices. Measurement/appraisal. Feedback, coaching. Legal issues. prereq: HRIR MA student must register A-F, 3021, [CSOM or HRD junior or senior or dept consent]
HRIR 5443 - Principles of Effective Coaching
Credits: 2.0 [max 2.0]
Typically offered: Every Fall
Skills/competencies required to coach, mentor, develop employees/leaders. Managing coaching process. Planning coaching relationship. Coaching as leadership development strategy. Coaching executives. prereq: HRIR MA student must register A-F, 3021, [CSOM or HRD junior or senior or dept consent]
HRIR 5655 - Public Policies on Work and Pay
Credits: 3.0 [max 3.0]
Course Equivalencies: 01861
Typically offered: Every Spring
Analysis of public policies regarding employment, unions, labor markets. Public programs affecting wages, unemployment, training, worker mobility, security, quality of work life. Policy implications of changing nature of work. prereq: HRIR MA student must register A-F, ECON 1101, [CSOM or HRD junior or senior or dept consent]
HRIR 5662 - Personnel Economics
Credits: 2.0 [max 2.0]
Typically offered: Every Fall & Spring
Application of economic tools to issues in human resources/industrial relations. Incentives/imperfect information. Incentive-based pay. Promotions/tournaments. Human capital/training. Screening/signaling. Applications/limitations. prereq: Prereq-HRIR MA student must register A-F, ECON 1101, [CSOM or HRD junior or senior or dept consent]
HRIR 4100W - HRIR Capstone: Personal and Organizational Leadership (WI)
Credits: 4.0 [max 4.0]
Grading Basis: A-F only
Typically offered: Every Spring
Leadership as important competency for HR professionals. Reflection/growth of personal leadership skills. Techniques, strategies, philosophies to develop leadership acumen of individuals within organizations. Leadership research. prereq: 3021, 6 HRIR credits, [CSOM or HRD junior or senior or dept consent]
INS 4101 - Employee Benefits
Credits: 2.0 [max 2.0]
Typically offered: Every Fall
Design/administration of employee benefit plans/pension. Health insurance, disability plans. Salary reduction/deferred compensation programs. Multiple employer trusts. Alternative funding methods, including self-insurance. Ethical issues, legal liability, compliance.
GCC 3014 - The Future of Work and Life in the 21st Century (TS)
Credits: 3.0 [max 3.0]
Course Equivalencies: 02265
Grading Basis: A-F only
Typically offered: Periodic Fall
This course seeks solutions to the technological, demographic, and economic forces that challenge taken-for-granted mindsets and existing policies around work, careers, and life. Students will consider positive and negative impacts of the forces that render the conventional education/work/retirement lockstep obsolete. What do these changes mean for men and women of different ages and backgrounds? What are alternative, sustainable ways of working and living in the 21st century? These questions reflect global challenges that touch the lives of people everywhere. Students will work in teams to begin to address these realities and formulate innovative solutions to better transform learning, working, caring, and community-building in the 21st century. This is a Grand Challenge Curriculum course.