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Pepperdine | Graziadio Business School

Program Courses and Descriptions

MS in Human Resources

Master of Science in Human Resources

Full-Time Program

Trimester 1

ACCT 591 Financial Accounting (2)

This course, which is for students with no previous study in accounting, presents accounting principles and concepts that provide the foundation for the measurement and communication of financial data. Specific topics include valuation of resources, accounting for debt and equities, income determinants, and analysis of cash flow.

BSCI 623 Organizational Behavior, Leadership, and Culture (3)

Students learn to apply the behavior sciences to organizational, cultural, and leadership issues through integration of conceptual and experiential approaches to self-awareness and leadership, influence and persuasion, work motivation, group and team behavior, organizational culture, diversity and inclusion, ethical decision making and career planning. Emphasis is placed on how these concepts relate to the organizational function of human resources. Development of oral and written communication skills is stressed in this course. In addition to regular class sessions, a required personal and leadership development workshop, BSCI 650, assists students in attaining an accurate understanding of their patterns of communicating and relating to others. Students must complete the workshop in order to continue in this course.

BSCI 650 Personal and Leadership Development Workshop (1)

This workshop serves as an orientation toward the experiential and team based models of learning used at Graziadio. Students engage in exercises and reflection that are meant to enhance communication, ethical decision-making, career development and other relevant skills for interpersonal effectiveness in business. This course is graded credit or no credit.

ECNM 592 Economic Concepts (2)

Economic Concepts introduces the principles and application of microeconomic analysis. The course fosters students’ understanding of, and ability to apply, economic reasoning and decision making to both their personal and professional lives. The course has a strong emphasis on how market economies can affect the welfare of a society. It addresses the role of government in correcting potential failures in a market system including abuses of monopoly power and environmental externalities such as excessive pollution and underfunding of education. Topics include supply and demand, elasticity, production and cost analysis, and competition and monopoly. The course explores ethical dilemmas that people face in a capitalist society and offers guidelines to help values-centered leaders make the right choices in business.

PGBS 609 Business Acumen Integration (1)

Business acumen is a required competency for human resources business partners (HRBPSs), as they are expected to help drive business results. The role of a human resources business partner requires more than just an in-depth knowledge of human resources. This integration course brings together both business and HR concepts taught throughout the trimester and enables students to apply what they have learned through an integrative case study.

LEGL 627 Introduction to the Fundamentals of American Law and Ethics (2)

This course lays the essential foundation for studying and understanding the law and ethics of human resources. This course lays the legal and ethical foundation in preparation for the companion course LEGL 632 Employment Law. This course identifies and explores the basic structure of the American legal and regulatory system at the federal, state, and local levels. The course also briefly covers the substantive law and related ethical considerations in the following areas that broadly apply to the American private sector workplace: tort law, criminal law, contract law, agency law, business organizations, and intellectual property law. Lastly, the course promotes an understanding of civil law and its legal process involved in common workplace

LEGL 632 Employment Law (2)

Discrimination based on race, color, religion, national origin, gender, age and disability are illegal under federal and often state law in the U.S. The purpose of this class is not only to introduce the student into a more detailed study of employment law, but also to demonstrate how Rule of Law in the U.S. works. American Rule of Law just might be our best competitive advantage in the 21st century.

OTMT 605 Human Resources Overview (1)

Central to this course is an understanding of the role of human resources in the modern organization. Emphasis will be on learning about the roles of HR, identifying the business issues that HR is expected to address and describing how it is expected to act as a business partner to management, and highlighting the opportunities for students who will pursue careers in HR. In the modern organization, HR professionals are not expected to be just administrators but also business partners in addressing important management issues and this will be presented with practical examples. This course acts as the introductory course to the MSHR curriculum and is given over a two day period at the beginning of the first semester of the MSHR program.

OTMT 621 Total Rewards, Compensation, and Benefits (3)

This course offers a comprehensive examination of various approaches to total rewards. Among the issues to be discussed are employee compensation, benefits, work life, and the implications of these issues to the practice of human resources. We will address how these practices relate to recruitment, motivation, engagement, and productivity in the workplace. Students will explore key issues and challenges facing HR professionals as they strive to attract, motivate, retain, develop, and engage high performance talent in today’s global economy, including concepts, models, strategies, and practices within the compensation discipline. In addition, students will gain an understanding of employee benefits through an overview of statutory and voluntary benefits, health and welfare benefits, ERISA and other major benefits legislation, and elements of administration.

OTMT 607 Preparation for Human Resources Internship and Career (1)

This course prepares students for both an internship and a career in human resources by providing a learning experience to help students understand how to acquire an internship and plan a career. Additionally, the course’s goals are to accelerate professional growth, make meaningful and rewarding career decisions, and build long term career resilience. In partnership with the Career Management Center, students are provided information to understand individual professional preferences and tools to actively define, pursue, and achieve short and long-term career goals. This course is credit or no credit based on the satisfactory completion of deliverables and attendance at required sessions and meetings.

Trimester 2

DESC 638 Human Resource Analytics and Insights (2)

The availability of data to organizations affords business leaders the opportunity to analyze and improve the impact of HR processes and initiatives on strategic business outcomes. Workforce-related metrics can offer companies valuable information about their talent pool to evaluate and improve practices including talent acquisition, compensation, development, productivity, retention, and overall organizational performance. The course focuses on the tools and skills needed to make evidence based linkages between HR and organizational performance including data analytic techniques, interpretation, and reporting of analyses to decision makers. The student will understand the application of appropriate statistical techniques for the types of date and decisions they need to address.

ISTM 629 Digital Platforms for Human Resources Processes and Information Management (2)

Digital technologies such as social media, mobile devices, high bandwidth connectivity, cloud-based storage, and an endless portfolio of personal and enterprise software applications are combining to provide organizations with powerful digital platforms to support HR recruitment, development and retention processes, enhance employee engagement, and enable comprehensive analytics to provide rich insights for HR decision-making. This course introduces students to the range of contemporary digital technologies available to support the various processes along the HR value chain, and how these individual technologies must integrate into a coherent digital platform. In addition, the course provides an understanding of the importance of information as a resource for HR decision-making, and the essential attributes of an effective enterprise HR system. Students will learn how to conceptualize the information needs for the HR function and how to capture, analyze, and interpret data to satisfy those needs. Finally, students will also become familiar with behavioral and organizational issues associated with the effective adoption and use of digital technologies and enterprise HR systems.

OTMT 610 Human Resources Integration Project (1)

Human resources business partners (HRBPs) are expected to contribute to deliver business results, not just traditional HR outcomes. In order to execute these results, HRBPs must be able to understand and integrate various business disciplines and organizational functions. This course will address those needs and enable students to demonstrate these skills through an integrative project.

OTMT 622 Talent Management (3)

Human resource business partners are expected to go beyond the traditional functions of human resources and are expected to add value to the business. Since most organizations would agree that people and their talents are the most valuable asset in an organization, managing that talent becomes a vital component of the management of any organization. This course provides an in-depth analysis how HR professionals contribute to talent management by examining the functions of workforce planning, talent acquisition, learning and development, performance management, employee engagement, and retention.

OTMT 624 Human Resources Consulting and Managing Change (3)

The pace, volume and complexity of the business world have significantly increased. Indeed, the very environment in which businesses compete changes on a rapid basis, and the pace of change in the business world will accelerate over time. This is especially true in the human resources realm, where human resources professionals are tasked with understanding and implementing change on a variety of subjects ranging from corporate policies, employee compensation procedures, the legal ramifications of doing business, and more. Many HR professionals serve as internal consultants in their own organizations or become outside consultants for other organizations. This course is designed to educate the students on the realities of change management in the workforce, provide practical application of change management strategies, engage in theoretical discussions on the subject, and provide a clearer understanding of the consultancy process as it relates to human resources management.

Electives, 6 units from the following:

BSCI 617 Creating and Leading Teams (2)
BSCI 635 Leadership and Ethics (2)
LEGL 631 Negotiation and Resolution of Business Disputes (2)
LEGL 684 Business Negotiation and the Resolution of Conflict (4)
PGBS 693 Global Business Intensive (1-4)
MKTG 615 Marketing (4)
MKTG 658 Marketing Management (4)
OTMT 608 Theories and Models of Organization (2)
OTMT 617 Leadership Theory and Practice (2)
OTMT 618 Designing and Managing International Organizations (2)
OTMT 641 The Role of Business in Society (2)
OTMT 643 Acquiring Wealth, Power, and Success, Morally and Ethically (2)
OTMT 644 SEER Metrics: Defining and Communicating (2)
OTMT 670 Advanced Principles of Organizations and Leadership (4)
OTMT 671 Cross-Cultural Management (2)
OTMT 673 Managing Creativity & Innovation (2)
OTMT 678 Managerial Creativity and Innovation for Leadership (4)
OTMT 680 Leadership: Great Leaders, Great Literature (4)

Trimester 3

PGBS 695 Internship (0-8)

The purpose of the Internship is to provide students with a supervised opportunity to apply what they have been learning in a functioning organization. Working under the guidance of a professor and a mentor in the participating organization, the student devises a plan, completes the project, and submits a final report with conclusions and recommendations based on the experience. This course may be repeated. This course is graded credit or no credit.

STGY 635 The Practice of Strategic Human Resources (3)

The practice of strategic human resources and the role of a strategic human resources business partner in creating customer and economic value is fundamental to organizational success. Students study the formulation and execution of a business-focused HR strategy that creates value for an organization, and implementation of strategic plans in global environments. The course offers practical tools and frameworks to facilitate systems thinking and enable students link HR strategy with business strategy. Students assess the firm’s vision and mission, values and culture, corporate governance and organizational structure, and lastly the social and ethical environment. By understanding the strategic competitive environment of the organization, students gain deeper understanding of the role HR plays in achieving organizational goals and develop their skills in managing human resource projects.

Notes

PGBS 696 may be substituted for PGBS 695 with faculty permission. Internship may be petitioned to be waived with a minimum of two years of relevant human resources work experience.

Part-Time Program

Trimester 1

BSCI 651 Behavior in Organizations (4)

Students learn to apply the behavioral sciences to management issues through integration of conceptual and experiential approaches to self-awareness, perception, communication, motivation, productivity, group behavior processes, leadership, organizational change, diversity, ethical issues, career planning, and the management of personal and organizational stress. Development of oral and written communication skills is stressed in this course. In addition to regular class sessions, a required personal and leadership development workshop, BSCI 650, assists students in attaining an accurate understanding of their patterns of communicating and relating to others. Students must complete the workshop in order to continue in this course.

BSCI 650 Personal and Leadership Development Workshop (1)

This workshop serves as an orientation toward the experiential and team based models of learning used at Graziadio. Students engage in exercises and reflection that are meant to enhance communication, ethical decision-making, career development and other relevant skills for interpersonal effectiveness in business. This course is graded credit or no credit.

OTMT 674 Total Rewards (2)

Central to this course are modern approaches to Total Rewards, most specifically employee compensation and benefits, and the implications of these practices relative to motivation, engagement, and productivity in the workplace. Students will explore key issues and challenges facing compensation managers as they strive to attract, motivate, retain, develop, and engage high performance talent in today’s global economy, including concepts, models, strategies, and practices within the Compensation discipline. In addition, students will gain an understanding of Employee Benefits through an overview of statutory and voluntary benefits, health and welfare benefits, ERISA and other major benefits legislation, and elements of administration.

Trimester 2

ACCT 591 Financial Accounting (2)

This course, which is for students with no previous study in accounting, presents accounting principles and concepts that provide the foundation for the measurement and communication of financial data. Specific topics include valuation of resources, accounting for debt and equities, income determinants, and analysis of cash flow.

OTMT 672 Organizational Dynamics and Managing Change (4)

Contemporary organizations exist in social, political, and economic environments that change rapidly and unpredictably. This course deals with how to manage changes by looking at strategy, organization design and processes, and multi-organizational systems. Theories and practice of change management, which deal with the individual, group, intergroup, and organizational levels, are discussed. Methods for diagnosing organizations and designing interventions that will increase an organization’s effectiveness are explored. Specific topics include traditional and contemporary approaches to change management, organization learning, consulting skills, and organization development.

OTMT 677 Global Human Resources and Inclusion (2)

For successful organizations in the 21st century, the market for talent is a global one. As organizations increasingly operate on a global scale and employ a global workforce, significant Human Resource challenges emerge. Among the question to be addressed in this course are standardization vs. localization of human resource policies, cultural differences in how management and leadership are viewed, and the social, political, and cultural issues facing global human resource managers. The implications of cultural diversity as an organizational strategy are examined through the joint lenses of both challenge and opportunity.

Trimester 3

ECNM 592 Economic Concepts (2)

Economic Concepts introduces the principles and application of microeconomic analysis. The course fosters students’ understanding of, and ability to apply, economic reasoning and decision making to both their personal and professional lives. The course has a strong emphasis on how market economies can affect the welfare of a society. It addresses the role of government in correcting potential failures in a market system including abuses of monopoly power and environmental externalities such as excessive pollution and underfunding of education. Topics include supply and demand, elasticity, production and cost analysis, and competition and monopoly. The course explores ethical dilemmas that people face in a capitalist society and offers guidelines to help values-centered leaders make the right choices in business.

LEGL 632 Employment Law (2)

Discrimination based on race, color, religion, national origin, gender, age and disability are illegal under federal and often state law in the U.S. The purpose of this class is not only to introduce the student into a more detailed study of employment law, but also to demonstrate how Rule of Law in the U.S. works. American Rule of Law just might be our best competitive advantage in the 21st century.

OTMT 676 Talent Management (4)

As the 21st century global economy has transitioned from the Knowledge Age to what is being called the Talent Age, talent is viewed as being the primary differentiator between great companies and ordinary ones. In this context, talent management has become an overarching strategic lens and a set of functions that can drive the management of human capital and create sustained competitive advantage for organizations. This course provides an in-depth analysis of the talent management functions of workforce planning, talent acquisition, learning and development, performance management, career planning, employee engagement, and retention. Prerequisite(s): BSCI 651 Behavior in Organizations (4)

Trimester 4

ISTM 629 Digital Platforms for Human Resources Processes and Information Management (2)

Digital technologies such as social media, mobile devices, high bandwidth connectivity, cloud-based storage, and an endless portfolio of personal and enterprise software applications are combining to provide organizations with powerful digital platforms to support HR recruitment, development and retention processes, enhance employee engagement, and enable comprehensive analytics to provide rich insights for HR decision-making. This course introduces students to the range of contemporary digital technologies available to support the various processes along the HR value chain, and how these individual technologies must integrate into a coherent digital platform. In addition, the course provides an understanding of the importance of information as a resource for HR decision-making, and the essential attributes of an effective enterprise HR system. Students will learn how to conceptualize the information needs for the HR function and how to capture, analyze, and interpret data to satisfy those needs. Finally, students will also become familiar with behavioral and organizational issues associated with the effective adoption and use of digital technologies and enterprise HR systems.

OTMT 675 Organization and Job Design (2)

This course provides an introduction to the multiple perspectives of theories and diverse models of organization and job design. This course examines the interaction among human resources and job design for sustainable global organizations by considering the impact of organization design, external forces, and management practices from a macro-organizational perspective. Our study concentrates on job and organization design as the central focus of multiple organizational systems (managerial, structural, cultural and sustainable) subsystems as they relate to the broader global environment.

Elective, 4 units from the following:

LEGL 684 Business Negotiation and the Resolution of Conflict (4)
OTMT 670 Advanced Principles of Organizations and Leadership (4)
OTMT 678 Managerial Creativity and Innovation for Leadership (4)

Trimester 5

BSCI 635 Leadership and Ethics (2)

This course will provide a foundation for the art of value clarification and responsible leadership within organizations and society. Students will learn the roots and values of ethical expression as a lifestyle. By experiencing and working through scenarios and case studies, learners will isolate the ethical issues, both pro and con, and propose viable alternatives consistent with ethical and moral values.

DESC 638 Human Resource Analytics and Insights (2)

The availability of data to organizations affords business leaders the opportunity to analyze and improve the impact of HR processes and initiatives on strategic business outcomes. Workforce-related metrics can offer companies valuable information about their talent pool to evaluate and improve practices including talent acquisition, compensation, development, productivity, retention, and overall organizational performance. The course focuses on the tools and skills needed to make evidence based linkages between HR and organizational performance including data analytic techniques, interpretation, and reporting of analyses to decision makers. The student will understand the application of appropriate statistical techniques for the types of date and decisions they need to address.

STGY 655 Strategic Human Resources (4)

The role of HR as a strategic partner in creating customer and economic value is central to organizational success. Students learn to formulate and execute a business-focused HR strategy that drives value for an organization; implementing strategic plans in global environments is especially emphasized. The course offers practical tools and frameworks to enable students to link HR strategy with business strategy–topics include the social, ethical, and legal environment of an organization, diversity in the work place, organizational culture, and business strategy. By understanding the strategic competitive environment of the organization, students gain deeper understanding of the role human resources plays in achieving organization’s goals. Prerequisite(s): OTMT 676 Talent Management (4)