HRM 2003 Professional Practices in Human Resource (2-2-3)

This course aims to enable students to understand the key concepts and functions of human resources management. It provides students with a practical understanding of HRM techniques, emphasizing human resource professionals' evolving position as strategic partners in today's businesses and the contribution of HRM to improving organizational performance. Students will learn the fundamental principles of human resource management, including HR planning, job analysis, recruitment, selection, training and development, performance appraisal, compensation, and contemporary issues in HRM.

HRM 2103 Recruitment and Selection (3-1-3)

Covers the knowledge and skills needed for HR practitioners in the recruitment and selection process related to human resource management. It emphasises the importance of the recruitment and selection plan in achieving organisational goals and objectives. Discusses the different selection tools and techniques available and analyses the issues and challenges in the recruitment and selection of foreign and local employees.

Prerequisites: HRM 2003

HRM 3003 Performance Management (3-1-3)

Explores performance management practices from theoretical and practical perspectives. It also examines how performance management systems are designed and implemented in organisations and evaluates key aspects of effective performance management systems and tools as well as contemporary approaches and practices to performance management in a globally competitive environment.

Prerequisites: HRM 2003

HRM 3013 Organisational Change Management (3-1-3)

Provides an integrated approach to the theory and practice of organisational change. Examines ways to implement and manage organisational change and innovation by using modern techniques to plan and implement change and innovation. It particularly involves learning the processes in managing and leading change within the theoretical frameworks of organisational culture, power, politics and leadership. Also considers the design and implementation of effective interventions specifically focused on developing HR related skills.

Prerequisites: MGT 2103

HRM 3103 Learning and Development (3-1-3)

Examines the proficiency needed to assess the role of learning and development (L & D) towards human capital development. Students will compare the way the learning and development function is structured in different organisations and will explore the training delivery techniques used in different L & D programs. The students will learn to develop, deliver, and evaluate learning and training development programs.

Prerequisites: HRM 2003

HRM 3113 Career Development and Planning (3-1-3)

The course is an important component of Human Resource Management. It presents various aspects of career planning and development for individual employees as well as the organization. Different career interventions namely, coaching, mentoring and their usage has been explained with illustrations. The course also highlights the significance of understanding self-concepts and importance of different career theories for the learner to realize the implications of all these in real life.

Prerequisites: HRM 2003

HRM 4003 Employee Relations and UAE Labour Law (3-1-3)

This course introduces the student with the main issues of labor relations and labor law and integrates learning material with examples from the UAE and GCC. It covers areas including UAE Labor Law, International rules and standards of labor, Settlement of individual employment disputes, alternative dispute resolution, Workplace regulations, policies, violations, and disciplinary measures. This course surveys contemporary issues on labor-management relations in the private sector, Union organization and representation and collective dispute resolutions. Employment Contract administration.

Prerequisites: LAW 3103

HRM 4013 Compensation and Benefits (3-1-3)

The course provides a detailed understanding of the importance of relevance of compensation and benefits. Different ways of making a performance management system, the processes involved in doing a performance management system, analyzing the role of different stakeholders in the performance management processes are explained in detail. The factors which lead to different ways of improving the performance management system has also been explained in this course.

Prerequisites: HRM 3003

HRM 4023 Resourcing and Talent Planning (3-1-3)

Examines the key operational tools, techniques and practices that companies use to resource their organisations effectively. Areas covered include recruitment, selection, workforce planning, staff retention, succession planning, retirement and dismissal processes. Specifically it focuses on the role of HR management in workforce mobilisation with an emphasis on securing employees with the needed qualifications to drive organisational performance.

Prerequisites: HRM 2003

HRM 4033 Managing Communications and Emotional Intelligence for HRM (3-1-3)

The course examines the role of Emotional Intelligence and Communication in organisations. Students start from a self-reflective position and progress to reflecting on the emotional intelligence of others in organisations. Emotional Intelligence and Communication are applied to Team Building, Business Success, Conflict Reolution and Crises Management.

Prerequisites: MGT 2103

HRM 4043 Occupational Health and Safety (3-1-3)

Provides a comprehensive overview of occupational health and safety management systems with an emphasis on the recognition and assessment of hazards and risks in the workplace and prevention action systems to be applied. Emphasises the integration of health and safety within the framework of human resources management and the required knowledge and tools for incorporating health and safety practices into organisational policies and procedures.

Prerequisites: HRM 2003

HRM 4053 Organization Design and Development (3-1-3)

Examines various theories and models that contribute in designing agile and adaptable organisations to achieve sustainable performance by shaping and aligning organisational strategy with its structures, size, systems, process, people, culture and communication.

Prerequisites: HRM 3103

HRM 4103 International Human Resource Management (3-1-3)

The International Human Resource Management course provides a comprehensive approach to examining the implications of internationalization and globalization of HRM. Critically examines domestic and international HRM practices including various international staffing approaches applied by multinational enterprises, cross-cultural training and development practices, international compensation methods, as well as the challenges associated with managing workforces in foreign locations.

Prerequisites: HRM 2003

HRM 4113 Negotiation and Workplace Dispute Resolution (3-1-3)

Critically examines workplace conflict and varied approaches to dispute resolution in both union and non-union workplaces. Examines international and local practices to deepen knowledge of labour violations and employment-related dispute settlement. In addition, it analyses issues in individual and collective labor relations and develops a practical approach to dispute resolution.

Prerequisites: MGT 2103

HRM 4123 Employee Development through Coaching and Mentoring (3-1-3)

This course explores various theoretical and practical approaches in coaching and mentoring and how they contribute to the overall development of employees in organizations. The focus is on the role of line managers as coaches and mentors to employees in the workplace. Through this course, learners will examine approaches to evaluating the efficacy of various coaching and mentoring interventions in the context of local and international organizations.

Prerequisites: HRM 3003

HRM 4133 Managing Diversity and Inclusion (3-1-3)

This course examines the importance of diversity and inclusion in the context of gender, race, ethnicity, special needs, religion & culture and implications in building a productive and professional work environment. Students will also analyze theories, policies and practices of diversity management, as well as have the opportunity to explore different approaches to which organizational leaders respond to those differences, in the context of policies, systems, and legislation and apply the knowledge gained to address & generate solutions to diversity related-issues prevalent in organizations.

Prerequisites: MGT 2103

HRM 4143 Strategic Human Resource Management and Human Resource Analytics (3-1-3)

An approach to managing people that support an organization’s long-term goals. This course delivers a combination of current and classic theory and practical application of course concepts relevant to Strategic Human Resource Management (SHRM) and HR analytics to effectively understand and navigate contemporary organizations. Students are expected to engage in the coursework through multiple real-world case study exercises and projects to gain a strong grip on the knowledge and skills presented in this course.

Prerequisites: HRM 3013

HRM 4153 Digital Human Resource Management (3-1-3)

Covers two major aspects of business management that affect the competitive advantage of companies: Human Resources and Information Systems. Specifically utilises the HRIS and examines basic concepts and advantages of HRIS with a futuristic vision. Develops the skills required to understand customers, conduct a needs analysis and design HRIS architecture. In addition, approaches to HR metrics will be examined with an emphasis on the generation of appropriate business reports reflecting cost-benefit analysis and the effect on business outcomes.

Prerequisites: HRM 2003

HRM 4203 HRM Research Project (1-3-3)

Demonstrating mastery of the program learning outcomes, this capstone course requires the application of in-depth knowledge and research skills gained across the human resource management program to be evidenced in the industry-based project and report. The purpose is to integrate previously taught stand-alone courses in order to identify opportunities for the application and critical review of theory and practice in a business environment. In addition, this project is to be informed and supported where possible by industry in order to provide a high level of authentic learning.

Prerequisites: HRM 4153