Program Requirements

Complete a master of human resource management (MHRM) degree for comprehensive preparation in human resource management and organizational development. This degree is designed for individuals who wish to start or advance an HR career.

The MHRM is a 36 semester-hour degree, requiring 13 core courses and five electives. Each graduate course is two semester hours. You can complete the degree in just 21 months, but, on average, our students finish the program in two-and-a-half years.


Elective courses for all graduate business and nonprofit degrees can be chosen from the wide range of courses available in the School of Business and Nonprofit Management. The core courses listed below cannot count as electives. You may be able to complete a graduate business or nonprofit certificate through your elective credit.

View all graduate business and nonprofit courses.

Master of Human Resource Management Core Courses

Click on a course name below to read a description of the class.

Please review the full academic catalog for the year you enrolled at North Park for official requirements, including prerequisite and corequisite courses. The catalog, a School of Business and Nonprofit Management advisor, and our course schedules can assist you in planning your course sequence to complete your MHRM degree.

SBNM 5010 – Organizational Behavior and Ethics
This course examines the importance of ethical decision making and relates existing theory and research to an understanding and explanation of human behavior within organizations. The course covers basic concepts: foundations of individual behavior; perception and individual decision-making; values, attitudes, and job satisfaction; basic motivation concepts and application. Also studied are foundations of group behavior, understanding work teams, communication, leadership, power, and politics. Ethical dilemmas are studied within the context of the behavior of individuals and groups.

SBNM 5011 – Ethical Leadership
This course will explore modern business leadership. The leader, followers, and the situation will be studied individually, as well as techniques of achieving congruence between these potentially diverse components. Opportunities will be provided for students to assess their individual leadership styles and the appropriateness of those styles given the other components of leadership in their situation. This course expands on basic concepts: foundations of organization structure; technology, work design, and stress; human resource policies and practices; organizational culture; and organizational change and development. Ethical and social responsibility issues are studied from the viewpoint of the organization as a whole.

SBNM 5030 – Principles of Human Resources
This course examines current theory and practice as it applies to the management of human resources within organizations. Contemporary human resource management issues pertaining to cultural diversity will be stressed throughout the course. Specific focus is given on the effects of organizational mission and culture on human resource management. The processes of recruitment and selection, training and development, performance evaluation, compensation and motivation, and legal influences are examined. The course takes the viewpoint of human resource management as a key responsibility of every manager within the organization.

SBNM 5035 – Strategic Human Resources Staffing and Planning
Increasingly today, the success of an institution is directly dependent upon the caliber of human resources that are provided through the staffing process. Without qualified people available in the right place, at the right time and in the right number, organizational goals will not be met. This course provides an understanding of the essential elements of human resource planning processes in organizations and the implementation of those processes within the organization's overall staffing function.

SBNM 5040 – Managing Diversity and Conflict
The modern organization is diverse with respect to gender, race, age, and cultural background. This course addresses the significance of this diversity and the need to understand and manage it. This course also provides a broad survey of approaches to analyzing and managing conflict. A variety of topics will be covered, including identifying the origins of organizational conflict, how to diagnose and prevent conflict, understanding the dynamics of conflict, and the appropriate role of effective leadership styles in resolving conflict. The relationship between organizational structure and conflict, resistance to change in organizations, factors leading to the escalation of conflict, and conflict resolution techniques will be examined.

SBNM 5041 – Negotiation and Influence
Managers need a conceptual framework in which to explore competitive and cooperative aspects of business situations and the crucial role played by negotiations in alleviating conflict. Negotiation is a fact of daily life and skilled managers must develop the power to ethically persuade others of the right course of action. The development and use of power to influence others will be covered as well as specific negotiating tactics. Students will be afforded opportunities for actual negotiating experiences that will help them become better negotiators, attain improved resolutions for disputes, and reach more mutually beneficial agreements.

SBNM 5060 – Talent Development and Retention
The single most important driver of organizational performance and individual managerial success is talent. This course presents valuable tools and methods that will assist with recruitment and selection of the most qualified people that are also a good fit with the organization. Exercises in coaching and counseling for current and future performance improvement will emphasize the capacity to provide feedback in a way that it will actually be heard, and finally the ethics of termination will be discussed together with looking when and under what circumstances termination should occur. Additionally, this course will assist with the construction of individualized career plans for each student.

SBNM 5070 – Building High Performance Teams
In modern organizations, productivity is dependent upon the ability of employees to interact effectively. While traditional management styles focused on individual motivation, this course explores the advantages of self-directed work teams. Contemporary issues in managing teams will also be examined. Beginning with group dynamics, the course will explore the necessity of teams, how they should be structured for optimal effectiveness, and how a coaching style of management may be used to facilitate team success and efficiency. Students will have the opportunity to evaluate the team-building process as it proceeds through the four stages of forming, storming, norming, and producing.

SBNM 5085 – Employment Law
This course is designed to assist students in becoming knowledgeable about the legal principles that affect employment law in the United States. The course examines various employment laws with which businesses and nonprofit organizations must comply and the legal rights and responsibilities of employees and employers. The emphasis is on the laws concerning equal employment opportunity with respect to discrimination and harassment because of sex, race, national origin, age, disability, religion, sexual orientation, and other characteristics protected by workplace laws; workplace security and privacy; the regulatory environment including workers compensation, unemployment compensation, occupational health and safety, and minimum wage laws; employment and severance agreements, including non-competition and confidentiality agreements; and the use of mediation and arbitration as means of alternative dispute resolution.

SBNM 5090 – Compensation and Benefits Administration
This course involves students in the application of compensation principles to organizational objectives. It includes the strategic use of compensation systems for attracting, motivating and retaining highly qualified employees. Both direct (wages and salary) and indirect (benefits) compensation are discussed in the context of the contemporary organization. The major objectives are: to examine the current state of compensation decision making; to examine how recent developments inform compensation decisions; and to offer an opportunity to develop competence in making compensation decisions.

SBNM 5095 – Strategy and Metrics in Human Resource Management
This is the capstone course for the study of human resources. A final paper that integrates all human resource areas for a particular organization will be required. Quantitative as well as qualitative concepts, approaches, and techniques will be emphasized.

SBNM 5590 – Organizational Communication
This course emphasizes the importance of communication for all management functions. Based on a foundation of the traditional model of communications, a variety of modes will be explored: written, oral, non-verbal, as well as other visual modes. The process of organizing, imparting, and receiving information will be explored. Students will apply the concepts studied by preparing a variety of written and spoken communications during the course of the class and having each critiqued by colleagues and the instructor.

SBNM 5990 – Change Management
The single constant in today's world is change. This course addresses the application of leadership and management skills to handle change. The nature of change affecting the modern organization will be explored, as well as individual and social responses to change. The course will explore forces that act as stimulants to change and identify sources of individual and organizational resistance to change. Techniques for overcoming the resistance to change and the characteristics of learning organizations will be examined, as will organizational development techniques for bringing about change.

Program Requirements