2020/2011-06
PROPOSED MANDATE FOR UNIVERSITY COUNCIL
TITLE: Major and Minor in Managing Human Capital
OBJECTIVE:
Today, many managers are rediscovering the power of focusing on their talent and that the views of Barnard are as important now as they ever were. With internationalization and the global search for talent, technological advances that have altered how people work and leading to new work arrangements, and demographic changes that have created a more diverse workforce than ever before, the challenges of managing human capital have never been more daunting.
The goal of this proposed major and minor is to develop managers who lead human capitalcentric/high-involvement organizations. In addition to simply attracting, developing, and retaining the best talent, creating a human-capital centric organization involves organizing and managing people so that they perform in ways that lead to excellent organizational performance.
Beyond strategic and organizational performance returns, however, managing human capital is strongly aligned with the Jesuit mission of Saint Joseph’s University. The Haub School of
Business in general and the Management department in particular have always emphasized a stakeholder approach to business, whereby the focus of success is not solely on financial results.
The Managing Human Capital major and minor will be devoted to one of the most important stakeholder groups of all: the people of the organization.
The ultimate goal of the major and minor will be to develop thoughtful managers who understand the importance of people. Consistent with our Ignatian value of being Men and
Women for Others, our aim is to develop Managers for and with Others.
REASONS FOR PROPOSED MANDATE:
Since 2009, the Management department has been engaged in a strategic revision of its major and minor offerings. While the Management major has attracted many talented students over the years, and our graduates have moved on to successful careers in many fields, our research concluded that the current major was somewhat vague in its goals. While “tracks” within the
Management major have been developed over the last five years, the department decided that the best way forward was to developed more targeted majors.
Why Managing Human Capital? As noted above, effective talent management is an important facet of organizational success. More importantly, a focus on the human being is strongly aligned with our Ignatian values of Men and Women for Others.
While we view managing human capital to be a fundamental aspect of all managers’ jobs, we also view this new major as a pathway for students who more specifically aspire to a career in

Human Resource Management. In 2008/09, the Management department underwent the SJU program review process. Both external reviewers who focused on the current Management
Major noted the lack of Human resource content in the current major and recommended a stronger emphasis on HR in our major offerings. The external review also recommended creating synergies between our undergraduate and graduate offerings, which this new major/minor would create.
Overall, by creating this major and the related minor, we aim to
1) Solidify our departmental emphasis on the individual as stakeholder
2) Develop thoughtful managers who understand and value the human being
3) Provide a pathway for students with an interest in careers in HR, or talent management.
RECOMMENDED FOR STUDY BY WHICH BODY?
_____ Faculty Senate: Academic Policies and Procedures Committee
_____ Faculty Senate: Faculty Policies and Procedures Committee
_____ College Council: College of Arts and Sciences
__X__ College Council: Haub School of Business
_____ Standing Committee on Student Affairs, Full-time Undergraduate
_____ Standing Committee on Student Affairs, Part-time Undergraduate/Graduate
_____ Administrative/Staff Council
Signature: Date: December 3, 2010
Please forward to the Provost who serves as Chair of the University Council, along with complete documentation to substantiate the need for the proposed mandate.

Executive Summary
1. Program Objectives
In the business world, it is not uncommon to hear the statement: “People are our most important asset.” The idea that human beings are crucial to the success of organizations dates back to at least the writings of Chester Barnard and his 1938 book, Functions of the Executive .
Unfortunately, the idea of putting people first has not always been practiced in organizations, and today many believe that the psychological contract between worker and organization has been irreparably broken.
Today, many managers are rediscovering the power of focusing on their talent and that the views of Barnard are as important now as they ever were. With internationalization and the global search for talent, technological advances that have altered how people work and led to new work arrangements, and demographic changes that have created a more diverse workforce than ever before, the challenges of managing human capital have never been more daunting.
The goal of this proposed major and minor is to develop managers who lead human capitalcentric/high-involvement organizations. In addition to simply attracting, developing, and retaining the best talent, creating a human-capital centric organization involves organizing and managing people so that they perform in ways that lead to excellent organizational performance.
As noted by Lawler (2008):
“The high-involvement approach places a great deal of emphasis on the nature of the work that individuals do. It argues for work that allows individuals to make decisions, gives them feedback about the effectiveness of their performance, and challenges them to develop and use their skills and abilities…..High-involvement organizations believe in a long-term, mutually beneficial relationship with their talent. High-involvement organizations commit to the training and development of their talent, and to retrain people as the nature of the work and technology changes….High-involvement organizations also place a strong emphasis on egalitarianism”
A recent report released by Ernst & Young entitled “Managing Today’s Global Workforce:
Elevating Talent Management to Improve Business” indicated that companies that align their business strategy with their talent management programs had a 20% higher return on equity over a five year period than those that did not. Furthermore, companies with a fully integrated talent management program across the entire organization had a 38% higher return on equity over the same time. Clearly, an emphasis on managing human capital can be very beneficial to organizations.

Beyond strategic and organizational performance returns, however, managing human capital is strongly aligned with the Jesuit mission of Saint Joseph’s University. The Haub School of
Business in general and the Management department in particular have always emphasized a stakeholder approach to business, whereby the focus of success is not only on financial results.
The Managing Human Capital major and minor will be devoted to one of the most important stakeholder groups of all: The people of the organization.
The ultimate goal of the major and minor will be to develop thoughtful managers who understand the importance of people. Consistent with our Ignatian value of being Men and
Women for Others , our aim is to develop Managers for Others .
2. Rationale for Proposed Changes (Background)
Since 2009, the Management department has been engaged in a strategic revision of its major and minor offerings. While the Management major has attracted many talented students over the years, and our graduates have moved on to successful careers in many fields, our research concluded that the current major was somewhat vague in its goals. While “tracks” within the
Management major have been developed over the last five years, the department decided that the best way forward was to developed more targeted majors. As such, three new majors have been proposed: 1) Family Business and Entrepreneurship, 2) Leadership, Ethics, and Organizational
Sustainability, and 3) Managing Human Capital. Why Managing Human Capital? As noted above, effective talent management is an important facet of organizational success. More importantly, a focus on the human being is strongly aligned with our Ignatian values of Men and
Women for Others.
While we view managing human capital to be a fundamental aspect of all managers’ jobs, we also view this new major as a pathway for students who more specifically aspire to a career in
Human Resource Management. In 2008/09, the Management & International Business department underwent the SJU program review process. Both external reviewers who focused on the current Management Major noted the lack of Human resource content in the current major and recommended a stronger emphasis on HR in our major offerings. The external review also recommended creating synergies between our undergraduate and graduate offerings, which this new major/minor would create.
Overall, by creating this major and the related minor, we aim to
1) Solidify our departmental emphasis on the individual as stakeholder
2) Develop thoughtful managers who understand and value the human being
3) Provide a pathway for students with an interest in careers in HR, or talent management.

3. Mission Implications of Proposed Changes
As noted above, an important goal of the Managing Human Capital major and minor will be to develop thoughtful managers who put human concerns first and, in a very clear way, come to enact the principle of Men and Women for and with Others in the workplace.
In addition, the new Managing Human Capital programs will align with the University’s Plan
2020 in several ways as outlined below: a.
LINK TO BRIDGE PLAN FROM 2010 TO 2020

Program Diversification – “Program diversification is a specific focus of this effort, as is program evaluation and the development of new programs that match the University’s mission as well as the emerging needs and interests of future students. Included are several new undergraduate majors, new masters’ programs, expanded online offerings and multiple degree completion programs. b.
ACADEMIC DISTINCTION

Implement 10 new majors and minors at the undergraduate and graduate levels and evaluate existing programs to determine their continuing viability.

Undergraduate Student Success and Outcomes: Continually enhance student outcomes by assisting students with preparation for employment, application to post-baccalaureate fellowships, service opportunities, and acceptance into graduate and professional schools c.
TRANSFORMATIVE STUDENT EXPERIENCE

Instill an ethos of appreciation of diversity and preparation for a global society

Offer support and connections to students for affinity groups as they develop d.
MISSION & DIVERSITY

Develop educational experiences to engage incoming students and faculty in deeper dialogues on race and contemporary diversity issues that impact U.S. culture and history
Throughout this document, we will highlight the links between these points and the proposed new major/minor
.
Program Description
1.
Curriculum Outline – Majors
The curriculum for the Managing Human Capital major draws on two primary sources: 1) The current general track for the Management major, and 2) the Society for Human Resource
Management (SHRM) curriculum guide. We have also consulted several other sources to guide our planning. Again, through this program we are targeting both future worker/managers who appreciate the need to understand a people approach to management and those who may wish to

pursue a career in human resource management. A curriculum focused on Talent Management and Human Capital accomplishes this goal.
In terms of the current general management track, we focused on integrating into the new major the current courses focusing on the people side of management. All current management majors, in addition to the management business core courses of MGT 110/120 – Essentials of
Organizational Behavior/Management and MGT 360 – Legal Environment of Business, are required to take two courses with a primary focus on people: MGT 210 Management Skills and
MGT 211- Advanced Topics in Organizational behavior. As will be explained, elements of these two courses will be included in the new required MHC capstone course. In terms of other required courses, we will be reworking three current courses. First, the current MGT 320 –
Management of Human Resources will be changed to MHC 230 – Introduction to Managing
Human Capital. This course will draw heavily on the SHRM recommended content areas.
Consistent with SJU’s Plan 2020 goal of emphasizing diversity, students will also be required to take MHC 231 – Diversity in the Workplace, which will be a rebranding of the current MGT 212
– Managing Workforce Diversity.
Finally, the capstone course MHC 495 - Managing Human Capital: Research and Application, will focus on developing critical thinking, communication and research skills, and applying these skills to advanced Human Capital topics. A recent survey of HR capstone courses conducted by
Marchese and Lorenzet (2010) indicated that all of the capstone courses they identified promoted critical thinking and communication skills, and collaborative modes of learning. The majority of capstone courses reviewed also showed a commitment to strategic human resource management.
The research element of the capstone course will empathize the strategic importance of human capital will include a focus on HR metrics. As noted by Sparrow and Winkler (2002), “HR's funding--and to a certain extent its future--demands a higher level of financial planning, measuring and reporting, especially regarding the magnitude of HR's investments and measurable return on those investments. This, more than anything, represents new, and perhaps unfamiliar, territory for some HR executives.” Our goal through the capstone course is to develop managers who will understand the strategic value of human capital and ensure that the human aspect will be considered during strategic discussions. This course will provide the tools to fulfill this goal.
In terms of both diversity and metrics, SHRM is spearheading two taskforces to develop HR standards under the auspices of the American National Standards Institute: 1) Diversity and
Inclusion, and 2) Measures and Metrics. While ANSI standards are voluntary, clearly it will be increasingly important for management to be able to measure outcomes in these areas. Our graduates will lead the way with a solid grounding in both areas.
Overall, the goal for the proposed curriculum is to offer a program that is quite unique in its outlook. Specifically, Managing Human Capital will distinguish itself in several ways from other HR-type undergraduate programs:

1) At the capstone level, the same report by Marchese and Lorenzet (2010) noted that the majority of human resources related majors do not in fact have a capstone course. As such, the capstone for MHC will distinguish the program from most similar programs.
2) Critical thinking and an emphasis on diversity are strongly aligned with our Jesuit mission and Jesuit educational traditions. The focus on these elements further distinguishes our proposed majors from similar programs.
3) Our alignment with the SHRM curriculum guidelines will also make us unique in the
Philadelphia area. Currently, our MSHRM program is the only graduate program in
Philadelphia that is recognized as aligned with the curriculum guidelines. We hope to make SJU the first undergraduate program in Philadelphia to have that distinction.
Overview of courses
Required Courses (3):
MHC 230: Introduction to Managing Human Capital
Prerequisites: MGT110,120 or121
This course will be a reworking of MGT 320 – Management of Human Resources. This new version will emphasize the emerging field of talent management as a recasting of the traditional
HRM function. Initial offerings of the course will include a strong focus on being aware of employment law situations.
MHC 231: Diversity in the workplace
Prerequisites: MGT110,120 or121
Consistent with the diverse workplaces that all of our graduates will experience, we view diversity as a fundamental area in the field of Managing Human Capital. This topic is also strongly aligned with our Jesuit ideals of social justice and cura personalis and will be taught from this perspective.
MHC 495: Managing Human Capital: Research and application
Prerequisites: MHC 230, MHC 231
This new course will focus on critical thinking skills, research skills, and applied human capital issues. In many ways, this course will capture elements of our current MGT 210 – Management
Skills and MGT 220 – Advanced topics in OB courses. Beyond, this foundation, students will learn and work on HR metrics (assessing, measuring, and valuing employee behaviors and attitudes). Substantive topics will be of interest to both people-oriented future managers and those who aspire to a career in human resources. Initial offerings will focus on critical thinking, research and metrics relating to Motivation (the OB side) and Compensation (the HR side). There will also be a strong emphasis on the strategic importance of human capital in all organizations.

Major-electives (3)
Choose three of the following courses:
To be developed over the next few years
MHC 232: Career Management (rework of current Grad course-ETA Fall 2011)
MHC 233: Employment Law (rework of current MSHRM course- ETA Fall 2012)
MHC 234: International Talent Management (New course – ETA Fall 2012)
Current courses already available
MGT 213: Negotiation Skills
LEO 211: Perspectives on Leadership
LEO 210: Business, Stakeholders and Ethics
FBE 230: Introduction to Entrpreneurship and New Ventures
FBE 330: Social Entrepreneurship
MGT 362: Legal Environment of Business II
MHC 490:Internship I
MHC 491:Internship II
IBU 420:International Management
ECN 330:Economics of Labor* already approved for Management majors
SOC 320:Sociology of Work* already approved for Management majors
Note: Course sequences for MHC Major are presented in Appendix A and B. GEP integrative course options are presented in Appendix C
Need for Course Development and Design (required courses)
New Courses:
MHC 495: Managing Human Capital: Research and application
Existing Course:
MHC 231: Diversity in the workplace
Revised Course:
MHC 230: Introduction to Managing Human Capital
2. Curriculum Outline – Minor
The MHC program would also consist of a minor. The minor would be an attracted option for any student from either college who will be working with other people in their career, regardless of their specific field. The minor would be open to students from both colleges and would consist of 6 courses:

Required (5):
MGT 110/ 120 or 121 (Essentials or Perspectives)
MGT 360: Legal Environment of Business
MHC 230: Introduction to Managing Human Capital
MHC 231: Diversity in the workplace
MHC 395: Managing Human Capital: Research and application
Plus one (1) course from major-electives
3. Entrance Qualifications
The proposed majors will be available to all Saint Joseph University business students and the proposed minors will be available to all Saint Joseph’s University students. In order to declare a major in Managing Human Capital or continue in the major, however, a student must achieve the grade of “C” (2.0) or better in MGT 110 – Essentials of Organizational Behavior or MGT 120 –
Essentials of Management. A student may retake these courses as necessary to achieve a grade of “C” or better
4. Learning Objectives (and Related Assessment)
Students who join our program will leave with a strong understanding and appreciation for the human element with organizations. They will understand the strategic value of people, but will also develop an enhanced awareness of the importance of diversity and respecting the individual.
While a goal is to have students develop management skills towards others, whether as a regular line manager or as a human resource professional, students will also leave with a better sense of their own career aspirations and how to self-manage as they continue their lives.
The major will have one faculty member designated as the program director. The responsibility of the program director will be to:

To promote the Managing Human Capital major/minor within Saint Joseph’s University as well as performing outreach to the Human Resources community.

Review all course syllabi, verifying that each course clearly identifies learning objectives, and that these objectives are from at least two of the following categories: problem solving, functional, communication, Ignatian values, global/diversity, and strategic thinking.

Review tests and assignments (on a sample basis) from the courses in the major, to verify that these assessments focus on learning objectives defined in the course syllabi.


Verify that peer reviews of teaching are performed for all tenure-track and adjunct instructors teaching courses within a major on a periodic basis. As part of this process, the coordinator will review grade distributions for all courses offered in the major.
5. Implementation Timeline
It is our hope that the proposed major gains approval through Saint Joseph’s University governance process by Spring 2011. This will allow the major to be implemented in the fall semester of 2011. As there is only one new course to create (MHC 495), this timeline is perfectly realistic. While new major-elective courses are planned as outlined above, there currently exists sufficient available major-elective courses for students to enroll in the major or minor and fulfill all requirements. Overall, as of Fall 2011we hope to enroll incoming first-year, sophomore and junior level students into the program.
Marketing Plan
1
. Target Students
The target students for the new major include new and potential Saint Joseph’s University students who have an interest in the people side of business. Additionally, we anticipate a considerable number of current Management majors and those that are undecided changing/declaring this major. Additionally, students majoring in various other disciplines may find a minor in Managing Human Capital particularly interesting. Whether one is a science major, a humanities major, and education major, or a fine arts major, most people end up working with others. The minor in MHC would be a fit with any and all of these areas.
Finally, but certainly not less importantly, the more targeted nature of this major/minor (in comparison to the current Management major/minor) will allow us to work more closely with the
Career Placement Center and the Center for Cooperative Education to promote and identify opportunities for our students. This will also be a strong marketing tool for the program as it becomes more established. We will also heavily promote the new program at SJU open-houses and admission events.
2. Career Potential
There is a growing acknowledgement in the field of Human Capital and Talent Management that the need to consider the people side of business cannot be confined to a human resources department. All managers must understand the need to develop and value talent. As such, we view this major and minor as being valuable to any future manager/worker. At the same time, we recognize the need to service students with a desire to specialize in human resource management. This major will facilitate such career goals. At the same time, we seek to develop a new breed of HR managers: Ones that are strategic partners and employee champions.

3. Competition Analysis
Over the last several months, we have gathered data on similar programs at other Jesuit schools and at local universities.
On the one hand, the results show that several universities in both categories over majors or concentrations in Human Resource Management. On the other hand, none explicitly take the talent management or human capital approach at the undergraduate level. Our research indicates that the talent/human capital approach is the emerging trend in HR management. It also captures the spirit of the program that we wish to promote: Specifically, that managing and considering people is not just a human resource department issue, but is an issue that is relevant to all managers and workers. Overall, we believe that our program will be quite unique in terms of blending traditional HR with general people management topics, and strongly Ignatian with its emphasis on developing managers for and with others and emphasizing cura personalis .
4. Enrollment Projections
In terms of enrolment projections, our assumption is that we will capture a portion of current
Management Majors (this major will be eliminated with the three new majors from the department) and also attract new students with this new targeted approach. In terms of current management majors, one way of estimating the inflow is by tracking the enrolments in MGT 320
– Management of HR. Over the last several years, the enrolment for this course has consistently been between 15 and 20 students. In addition, given that MGT 320 has not always been offered during each academic year, we also believe that there are OB-oriented students who would also believe that this would be their destination major. With additional new students, we would tentatively estimate between 15 to 25 majors at the outset, with similar numbers enrolling each year.
Resources
1. Faculty
The Department of Management and International Business Department currently has three fulltime faculty members with backgrounds in HR and several more in Organizational Behavior and
Business Law. There are also many adjuncts on our departmental roster, several affiliated with our Masters in Human Resources Management program, who can teach some of the majorelective courses. As such, the courses can be staffed with current personnel.
At the same time, in 2010, the department had a resignation and the envision replacement focusing specifically on HR/Organizational Behavior was not approved for funding. Given that we envision the required courses to be taught each term (which is not currently the case with the courses to be reworked) and plan for increases in enrolment, we hope to reapply for approval of an HR-focused faculty position in 2011. Furthermore, we wish to maintain accredication standards of the AACSB in terms of Academically vs. Professionally qualified faculty. This will likely require a new faculty hire in the near to mid-term future.

2. Other Required Resources
The major does not require specialized resources. The university’s current technology and library resources are sufficient to satisfy the requirements of students in the Managing Human
Capital major.
Methods of Program Assessment
The new major will be included in the Haub School’s Undergraduate Business Program. Thus, the major will be subject to the school’s existing program assessment procedures.
Program Budget
The Managing Human Capital major will be housed in the Management Department for budgetary and administrative purposes.

MHC Typical Course Sequence
Freshman Year
Fall
Accounting 101
1 st Year Seminar/MGT 110,120 or 121
Spring
Accounting 102
1 st Year Seminar/MGT 110,120 or 121
Eng 101 Craft of Lang* or Eng 102
Foreign Language
Math Beauty/Micro Economics
Excel & Math Competency
Eng 102 Text & Context/ Free Elective
Foreign Language
Math Beauty/Micro Economics
Excel & Math Competency
Sophomore Year
Fall
Principles of Finance/Marketing
Spring
Principles of Finance/Marketing
Statistics Quant Methods
Information Systems/HIS Forging Mod World Information Systems/HIS Forging Mod World
MHC 230: Intro to MHC
PHL Moral Foundations
Junior Year
Fall
MGT 360 Leg Env of Bus either semester
Integrative Learning 1 Macro Econ
MHC Elective
Integrative Learning 2
PHL Philosophical Anthropology
Senior Year
Fall
BUS 495 Business Policy either semester
MHC Elective either semester
Nat Sci
Fin Art/Lit
Free Elective
MHC 231: Diversity in the workplace
THE Faith, Justice, Catholic Tradition
Spring
Integrative Learning 3 Macro Econ
Faith and Reason
MHC Elective
Free Elective
Free Elective
Spring
MHC 495: Managing Human Capital:
Research and Application either semester
THE Religious Difference
Nat Sci** = Free Elective
Free Elective
Free Elective
* ENG 101 may be demonstrated through AP English scores of 4 or 5. In this case, ENG 101 can be taken during the Fall semester of the Freshman year allowing an extra elective. ** Either a 4 credit laboratory course or two 3 credit non-laboratory course satisfy this requirement

Appendix B
MHC Typical Course Sequence
Pre-AY 2010-2011 GEP Curriculum for declared MHC in Junior year
Freshman Year
Fall
Accounting 101
ENG 1011
MAT 1151/1251/1351
Foreign Language
DSS 1011/ECN 1011
Sophomore Year
Fall
MGT 110/MGT 120
DSS 1311
3 rd
Lang or ECN 1021 or SOC SCI
HIS 1011
PHL 1011 or THE 1100-1499
Spring
Accounting 102
ENG 1021
MAT 1161/1261/1361
Foreign Language
DSS 1011/ECN 1011
Spring
FIN 1341/ MKT 1011
DSS 2011
ECN 1021 or SOC SCI
HIS 1021
THE 1100-1499 or PHL 1011
Junior Year
Fall Spring
MGT 360 Leg Env of Bus either semester MHC Elective either semester
MHC 230: Intro to MHC
PHL 1031 or THE 1500-1999
ECN 1021 or SOC SCI
FIN 1341/ MKT 1011
MHC 231: Diversity in the workplace
PHL 1031 or THE 1500-1999
Art Lit
Elective
Senior Year
Fall Spring
BUS 495 Business Policy either semester MHC 495: Managing Human Capital either
MHC Elective
Elective semester
MHC Elective
Elective
Nat Sci
PHL 2000 level or THE 2000
Nat Sci
PHL 2000 level or THE 2000

Managing Human Capital Integrative Course Options
The new GEP allows each department to specify three courses in the variable core that are suited to the unique needs of each discipline. The Haub School has previously identified ECN 101: Micro Economics as a required course for all business majors. The Management department, as part of its three integrative courses, has decided that ECN 102:
Macro Economics is required of its students. The two remaining courses can be selected from any College of Arts and Science courses that are especially pertinent to the discipline of management.
1. ECN 102: Macroeconomics
2.
Any two courses from the following areas:
Economics (MAXIMUM OF ONE COURSE FROM THIS SECTION)
ECN 322 International Macroeconomics
ECN 370 Economic Development
ECN 470 (THE373) Ethical Values in the Marketplace
ECN 380 Managerial Economics
ECN 360 Industrial Organization
Political Science
POL 111 Introduction to American Government and Politics
POL 113 Introduction to Comparative Politics
POL 302 Modern Political Thought
POL 303 American Political Thought
POL 315 Government and Business
POL 352 Political Economy of Booms and Busts
POL 357 Ethics and Globalization
Psychology
PSY 100 Introductory Psychology
PSY 200 Personality
PSY123 Psychology of Men and Women
PSY 212 Multicultural Psychology
PSY 230 Social Psychology
PSY 235 Psychology of Gender
Sociology
SOC 101 Introductory Sociology
SOC 102 Social Problems
SOC 363 Philadelphia: In Black and White
SOC208 Sociology of Gender
SOC 211 Classical Sociological Theory
SOC312 Social Research Methods (with lab, 4 cr.)
SOC 335 Classes and Power in the United States
SOC 262 White Collar Crime
Interdisciplinary Courses
IHS 346: Administration of Health Care and Public Health
English
ENG 206 Rhetoric in Modern Practice
ENG 263 Writing for Organizations
PLEASE NOTE: The list of approved courses will be revised in the future as appropriate.

Overview of Human Capital – Talent Management -
Below, please find a list of resources that have guided are preparation of this proposal. Several of these resources will be used as materials for courses within the new program:
1.
Talent : Making People Your Competitive Advantage by Edward E. Lawler III
Voted "Best Book of 2008" in Human Capital, Strategy + Business
From author website:
Organizations can gain a powerful competitive advantage by tapping into their talent and learning how to effectively organize and lead it. But, according to Professor Edward Lawler in TALENT:
Making People Your Competitive Advantage, although many organizations acknowledge the importance of people, most do little or nothing to make them a source of competitive advantage.
According to Professor Lawler, companies that are truly competing on the performance of their people need to adopt a Human Capital or HC-centric approach to organizing – simply doing better talent management is not sufficient. Rather, special attention needs to be given to implementing organizational structures, processes and systems that will help manage and support the performance of an organization’s human capital.
TALENT provides a comprehensive framework for helping human resource professionals, senior executives, CEOs and corporate boards structure their organization in order to effectively attract, retain and manage their talent.
Once a company has identified its most suitable HC-centric approach, Professor Lawler discusses how to effectively implement it. Drawing upon decades of research, TALENT touches on many actions that will make this transition easier, including:

Creating an employer brand to attract the right talent;

Motivating a company’s talent;

Establishing a shared leadership approach;

Creating an information system that analyzes the effectiveness of talent;

And, identifying the new roles that human resource departments, corporate boards and
CEOs must play.
TALENT shows that in today’s business world, it’s in most companies’ best interest to put people front and center as their main source of sustainable competitive advantage

2.
The HR Scorecard: Linking People, Strategy, and Performance by: Brian E. Becker , Mark A.
Huselid and Dave Ulrich
Product Description
Providing the tools and systems required for leading a "measurement managed" HR architecture, this important book heralds the emergence of human resources as a strategic powerhouse in today's organizations.
Three experts in the field outline a powerful measurement system that highlights the indisputable role HR can play as both a prime source of sustainable competitive advantage and a key driver of value creation. They draw from an ongoing study of nearly 3,000 firms to outline a seven-step process they call an HR Scorecard, specifically designed to embed human resources systems within a firm's overall strategy and manage the HR architecture as a strategic asset. Building on the proven Balanced Scorecard model, they also show how to link HR's results to measures-such as profitability and shareholder value-that line managers and senior executives will understand and respect.
The authors argue that human resources's strategic role begins with designing an HR architecturethe HR function, the HR system, and strategic employee behaviors-that relentlessly emphasizes and reinforces the implementation of the firm's strategy. Using compelling examples from a variety of leading companies, they explain how to develop and implement an HR Scorecard in order to both manage the HR architecture as a strategic asset, as well as measure the contribution of that asset to firm performance.
3.
Applied Psychology in Human Resource Management (7th Edition) by: Wayne F Cascio and
Herman Aguinis
(Excerpts from publisher)
This book is an interdisciplinary-oriented, research-based HR text. As in the past, our subject matter is personnel psychology—the application of psychological research and theory to human resource management (HRM) in organizations. As an applied area of psychology, personnel psychology seeks to make, organizations more effective and more satisfying as places to work.
Personnel psychology represents the overlap between psychology and HRM. It is a subfield within HRM, excluding, for example, such topics as labor law, compensation and benefits, safety, and industrial relations. Personnel psychology is also a subfield with in industrial and organizational (I/O) psychology-the study of the behavior of men and women in work settings.
Today, with the tremendous growth of I/O psychology in many directions, HRM is appropriately considered only one of many areas to which I/O psychologists have turned their attention.
The book is designed to be forward-looking and progressive, and, even though some of the material is presented in a conventional manner, with a dose of statistical, psychometric, or psychological theory thrown in, we believe that in the last analysis nothing is more practical.
Our overall objective is to integrate psychological theory with tools and methods that will enable the student or professional to translate theory into practice effectively. We are well aware that in the complex and dynamic environment in which we live and work, scientific and technological advances are occurring faster than ever before. Hence, education must be a lifelong effort if one is to avoid what Armer (1970) calls the "Paul Principle": Over time, people become uneducated and therefore incompetent to perform at a level at which they once performed adequately. If the book

projects this one message, then the HR profession will be enriched immeasurably. At a general level, we have interwoven four themes throughout the book: technology, strategy, globalization, and social responsibility. As in earlier editions, each chapter includes updated discussion questions to help students reflect on what they have read.
4.
Investing in People: Financial Impact of Human Resource Initiatives (2nd Edition) by: Wayne F.
Cascio andJohn W. Boudreau
Review from Susan R.Meisinger, SPHR
President and Chief Executive Officer of the Society for Human Resource Management
“If you can't measure it, you can't manage it."
As the human resource (HR) profession has continued to evolve beyond transactional responsibilities, many HR professionals have embraced the fact that technology enables them to collect and analyze data efficiently and in ways never before possible. They've discovered that the ability to analyze, measure and articulate HR's contributions to organizational success allow them to make even greater contributions within their organizations. They're using measurement to invest in people. But many HR professionals aren't agile in the use of measurements to move their businesses forward. Some simply don't know where to begin or are still looking for the "one true way" to measure—or are asking, "just tell me what to measure and what the number should be." They are thirsty for an analytic framework that underlies the whole issue of measurement.
The mission of the Society for Human Resource Management (SHRM) is to serve the HR professional and to advance the HR profession. As you read this book, I think you'll find that
Investing in People shares this mission. The profession will be well-served by the tools and analytic frameworks for the use of measurement provided by Wayne Cascio and John Boudreau.
The observations offered by the authors on how best to "get started" in using measurements to inform and motivate strategic partners to think more clearly about the implications of decisions about talent will also serve the HR profession well. By basing their work on a foundation of solid scholarship and practice gained through their academic and consulting experiences, Wayne and
John help to advance HR as a profession that is recognized as a decision science requiring special knowledge and expertise.
5.
Marchese, M.C. & Lorenzet, S.J. (2010). Undergraduate and graduate capstone courses in HR: A comparative analysis. Jopurnal of Human Resources, 4, 11-21
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Lawler. E.E. (2008). Strategic talent management: Lessons from the corporate world. Paper produced for the Strategic Management of Human Capital (SMHC).
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C. Sparrow and J. Winkler. (2002). ROI: It's the Name of the Game in HR Technology. http://www.shrm.org/hrdisciplines/technology/Articles/Pages/CMS_006575.aspx
8.
Gurchiek, K. (2010). Task Force Members Needed to Develop HR Standards. http://www.shrm.org/about/news/Pages/DevelopHRStandards.aspx