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B.S. in Human Resource Management

With human resources becoming an increasingly strategic function of many organizations, human resource professionals need the skills required to work effectively in a continually changing environment.

In addition to interviewing, hiring, and managing benefits, human resource departments play an integral role in managing employee communications and overall strategic planning. Human resource teams are often charged with shaping and managing company culture and providing an essential link between employees and upper management.

Program Goals

The goal of this program is to provide individuals with the human resource and management skills required to work effectively at a professional level in a continually changing human resource environment. The program’s focus is on the development of individual skill sets at the operational level to prepare students for administrative, specialist, and generalist human resource functions and positions—with an emphasis on becoming a valued partner within the organization.

Alignment with SHRM

The Society for Human Resource Management (SHRM) has acknowledged that Saint Mary's B.S. in Human Resource Management program fully aligns with SHRM’s Human Resources Curriculum Guidebook and Templates.

HR Organizations

Considering a Graduate Degree?

Saint Mary's also offers Master of Business Administration (MBA) and Master of Science in Project Management programs.


This program is offered at our Twin Cities, Apple Valley, and Rochester locations.

Degree Requirements

Degree Requirements

A minimum of 122 credits is required for graduation with a bachelor of science degree from Saint Mary's University. All students must meet the general education credit requirements. A minimum of 36 credits is needed to complete the B.S. in Human Resource Management.

Required Human Resource Management Courses. 18 cr.
Required Management Courses 9 cr.
Required Communication Courses 6 cr.
Elective Courses 3 cr.
Total 36 cr.


Required Human Resource Management Courses: 18 cr.

BU490 Strategic Management Capstone (3 cr.)

This course integrates knowledge and skills developed in a student’s major course of study. Students integrate and apply knowledge and skills acquired throughout their academic programs. Students also demonstrate professional communications via written reports and oral presentations, outline continuing education strategies, and analyze ethical and diversity issues in business organizations.

Upon completion of this course, students are expected to be able to do the following:

  1. Demonstrate critical thinking skills related to their major field of academic study.
  2. Analyze the environmental variables and available resources affecting business-related issues and strategies.
  3. Synthesize various business-related strategies.
  4. Identify management principles relevant for business professionals.
  5. Assess the impact of ethical decisions in various business organizations.
  6. Address diversity in various business environments.
  7. Develop strategies for continuing education in their academic field of study.
  8. Communicate using inclusive methods in a variety of modes.
  9. Recognize current trends in their academic field of study.
  10. Demonstrate interpersonal communication and collaboration skills required in various business settings.

HR340 Strategic Human Resource Management (3 cr.)

This course examines strategic human resource functions performed in organizations.  It includes planning, job analysis and design, job description, recruiting and hiring, training, performance management, regulation, evaluation, benefits, and labor law. Trends impacting the field are examined, including the use of technology in managing human resource functions, and the role of human resources in a global business environment.

Upon completion of this course, students are expected to be able to do the following:

  1. Analyze human resource management and its component functions.
  2. Appraise human resource's organizational role in strategic planning.
  3. Develop a strategic plan that addresses a relevant human resource issue.
  4. Apply human resource management theories to practice in organizations.
  5. Analyze how social and cultural factors impact human resource strategy both domestically and in the global environment.
  6. Explain how technology is incorporated within human resource functions.


HR370 Employee Rewards and Recognition Systems (3 cr.)

This course presents an analysis of employee motivation, compensation, benefits, recognition, and reward systems. Topics include compensation theory and practices, equity and market factors, pay delivery systems, job analysis methods, and job evaluation techniques. Also covered are the theoretical, legal, and financial impact of benefit planning, design, and plan implementation.          

Upon completion of the course, students are expected to be able to do the following:

  1. Identify and describe common employee compensation, benefits, recognition and reward systems used in organizations.
  2. Examine issues in designing and administering employee compensation, benefits, recognition, and reward systems.
  3. Evaluate the role of compensation, benefits, recognition, and reward systems in organizational planning.
  4. Examine motivational theories and methods for performance measurement.


HR380 Employee Engagement (3 cr.)

This course examines organizational theories and practices relating to employee engagement and productivity.  Business strategy, organizational leadership, change management, team building, and motivational practices relating to employee engagement are examined.

Upon completion of this course, students are expected to be able to do the following:

  1. Assess the role of the human resource management regarding employee engagement.
  2. Identify how organizational leadership influences employee engagement.
  3. Describe change management techniques which lead to increased employee engagement.
  4. Demonstrate team building skills that enhance employee motivation.
  5. Examine how strategic engagement of employees leads to increased productivity.
  6. Analyze theories on employee motivation.


HR440 Employee and Labor Relations (3 cr.)

This course provides an introduction to the practical aspects of employer and employee relationships from both union and non-union perspectives. It includes an overview of the basics of labor law and bargaining agreements, the role of the National Labor Relations Board and how each impacts performance among management, supervisors and employees in private, government and public organizations.

Upon completion of this course, students are expected to be able to do the following:

  1. Understand the historical development of the union and non-union environments.
  2. Identify major labor relations legislation and the government agencies charged with enforcement of these laws.
  3. Analyze the collective bargaining process, including methods used for resolving impasses and reaching consensus.
  4. Understand and interpret various employment laws effecting employees in a business setting.
  5. Describe how to legally operate business within the context of employment laws.
  6. Devise strategies and techniques to successfully manage employees while avoiding legal liability arising out of various employment laws.


HR455 Human Resource Development (3 cr.)

This course explores performance improvement strategies used by business and industry, focusing on employee training and organizational development. It examines how organizations develop employees in alignment with organizational goals and objectives.  It explores several methods of measuring training and development.

Upon completion of this course, students are expected to be able to do the following:

  1. Describe approaches to training and development at the performer, process, and organizational levels.
  2. Identify employee assessment strategies aligned with organizational goals.
  3. Design programs to address development areas such as employee health and wellness, career management, and performance management.
  4. Evaluate and measure training and development programs.
  5. Assess the role of human resource development in organizational strategy.


Required Management Courses: 9 cr.

Please note: Students may take MG410 or MG412.

BU407 Financial Management (3 cr.)

This course is an introduction to the theory and practice of financial management of organizations. Topics covered include the assessment of types of business entities and capital acquisition sources, basic financial statement analysis, the assessment of how income taxes impact the financial decision-making process, the evaluation of capital projects using the time value of money concepts, management of an entity's current assets and current liabilities, and the maximization of shareholder wealth.

Upon completion of this course, students are expected to be able to do the following:

  1. Identify and describe the various forms of business organizations and the different ways in which they are financed.
  2. Explain the financial reporting requirements for different types of business entities.
  3. Apply the principles of managing current assets and current liabilities to different types of business entities.
  4. Assess the existence of management problems or opportunities by analyzing company financial statements and making comparisons to other companies in the same industry.
  5. Compute net present values calculations and use them in financial decision making.
  6. Prepare cash flow budgets.
  7. Prepare a breakeven analysis for profit planning.
  8. Identify and explain how the actions of the federal government may impact financial decision making.

MG305 Managerial Ethics (3 cr.)

This course examines the ethical issues and social responsibilities to be considered by business managers in the global economy. Also examined are the frameworks and reasoning skills relevant for understanding and addressing ethical dilemmas in business organizations. The social, political, global, and economic environments within which ethical issues occur are assessed.  Finally, the legal and regulatory implications of decision making in business organizations are examined.

Upon completion of this course, students are expected to be able to do the following:

  1. Describe the moral traditions, values, and philosophies that have influenced contemporary business ethics.
  2. Assess the variety of ethical issues that have the potential for impacting organizations in the global economy.
  3. Recognize the importance of ethical decision making as a component of management and leadership.
  4. Explore the characteristics and significance of various ethical frameworks and theories.
  5. Assess the impact of globalization on the ethical decision-making process.
  6. Examine the legal and regulatory forces that impact business practices and operations.
  7. Evaluate the scope and significance of socially responsible business practices.


MG410 Applied Leadership and Management (3 cr.)

This course explores the application of leadership and management theory in today's business organizations.  Contemporary organizational leadership theories and practices are examined.  Also examined are management functions such as planning, organizing, and decision making.  The course emphasizes the analysis of leadership and management skills needed by professionals in various organizational situations.  Leadership and management practices in the context of various organizational trends are evaluated.

Upon completion of this course students are expected to be able to do the following:

  1. Assess various leadership and management theories, frameworks, and concepts.
  2. Explain the roles and responsibilities required of leaders and managers in various organizational contexts.
  3. Analyze the circumstances that require the application and practice of leadership and management skills.
  4. Evaluate the significance of both formal and informal leadership roles in an organization. 
  5. Demonstrate management skills such as planning, goal setting, decision making, and measuring outcomes.
  6. Explore emerging trends that impact organizations such as global competition, workforce diversity, corporate social responsibility, and organizational change that leaders and managers need to understand.
  7. Assess the impact of effective leadership in developing ethical organizational cultures.

MG412 Critical Thinking for Organizational Leaders (3 cr.)

This course examines the relevance and application of critical thinking and decision-making techniques for leadership and management in various organizations.  Students identify and evaluate the leadership and management capabilities of themselves and others.  The course focuses on eliciting new leadership insights, and on improving problem solving and decision-making skills.  Finally, the course emphasizes the skills leaders and managers in organizations need to articulate reasoned solutions to organizational problems and opportunities.

Upon completion of this course, students are expected to be able to do the following:

  1. Identify the roles and responsibilities of leaders and managers as problem solvers in organizations.
  2. Assess the decision-making challenges facing leaders and managers in various organizational settings.
  3. Utilize critical thinking as an imaginative process in organizational leadership and management.
  4. Evaluate the leadership and management capabilities, strengths, and skills within a team.
  5. Demonstrate the use of critical thinking to navigate the complexity of organizational challenges and opportunities.
  6. Explore various knowledge management and decision-making tools and systems.
  7. Assess the impact of change on individuals and organizations and the significance of change management strategies.


Required Communication Courses: 6 cr.

COM309 Professional Writing (3 cr.)

This course provides strategies for developing a clear, concise professional writing style. A variety of writing formats are addressed. Research for professional documents, writing in an electronic environment, and collaborative writing are considered. Voice, style, audience, purpose, the writing process, and strategies for editing and revision are examined in the context of interpersonal and ethical dimensions.

Upon completion of the course, students are expected to be able to do the following:

  1. Write effectively in various forms of professional writing.
  2. Demonstrate writing in a professional environment.
  3. Exhibit a professional voice and writing style.
  4. Effectively incorporate relevant research into professional writing.
  5. Understand and apply the writing process to diverse audiences and purposes.
  6. Effectively incorporate elements of professional document design into print and electronic documents.
  7. Employ professional revision and editing skills.

COM310 Oral Communications (3 cr.)

Communication skills pertinent to organizational settings form the foundation of this course.  Effective methods for design and delivery of oral communication are examined. Other topics include communication styles, effective listening, interpersonal communication skills, dynamics of small group communication and persuasive speaking, all in the context of professional workplace communications.

Upon completion of the course, students are expected to be able to do the following:

  1. Demonstrate effective oral communication skills.
  2. Demonstrate effective and active listening skills.
  3. Recognize and adapt to differing communication styles.
  4. Demonstrate skill in interpersonal communication.
  5. Understand small group dynamics.
  6. Demonstrate persuasive speaking techniques.
  7. Effectively create and utilize graphics or other appropriate media in professional presentations.
  8. Deliver organized, professional informational and persuasive presentations.

Elective Courses: 3 cr.

HRxxx Elective Choices ( cr.)

Students may select any 300 or 400 level business, management, or marketing course as an elective.

Courses may be found at Undergraduate Requirements and Shared Core Courses, Business Administration, B.S., and Marketing, B.S. 

Students who anticipate enrolling in the Master of Arts in Human Resource Management or the Master of Arts in Management at Saint Mary's University may take either GM600 Management Principles or GM643 Multicultural Perspectives. The B.S. completion program director must advise the student and approve enrollment in the graduate course. The graduate course must be taken within the final 12 credits of the B.S. completion degree. The graduate course may be applied to the program requirements for Saint Mary's M.A. in Human Resource Management or M.A. in Management, if the student earns a grade of B or higher in the course.


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