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M.A. in Human Resource Management

Well-trained human resource professionals are incredibly valuable in today’s business environment. 

They serve as strategic leaders—working with leadership on issues related to communications, ethics, and budgeting; navigating changes within an organization; acting as a link between management and employees; and ensuring each team member is empowered and best positioned to contribute to a company’s success.

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Program Outcomes

A Master of Arts in Human Resource Management degree from Saint Mary’s University of Minnesota prepares graduates for careers as human resource managers, compensation and benefits managers, labor relations managers, and more. As a university that is committed to developing people, helping them to follow their passions, and believing in their full potential, there is no better team to learn from than the human resource experts at Saint Mary’s. You’ll receive training through real-world examples and the preparation you need to succeed on the PHR/SPHR certification exam. And when you graduate, you’ll approach your career with confidence, knowing that the Saint Mary’s curriculum is validated by the Society for Human Resource Management.

From Start to Finish

  • You can earn your M.A. in Human Resource Management degree in a little more than two years.
  • Applications are accepted for six start times throughout the year.


On-Campus or Blended Programs

Fully Online Program

Applicants must submit the following:

  1. Completed application form with the nonrefundable application fee (fee not required for alumni or students seeking readmission or veterans and active military personnel), and
  2. An official transcript issued to Saint Mary’s University of Minnesota from the institution posting the applicant’s completed bachelor degree and other relevant transcripts documenting program prerequisites and potential transfer credits.(An official transcript is one that is sent to the university by the credit-granting institution. Transcripts from countries other than the U.S. must be evaluated by a university accepted evaluation source, such as World Education Services, Educational Credential Evaluators, Educational Perspectives, or One Earth International Credential Evaluators and be deemed equivalent to accredited U.S. university standards).
  3. A reflective essay which includes the following:
    • brief description of the applicant’s background, training, and experience; and
    • statement indicating the career goals of the applicant and his or her reasons for seeking admission to the program; and
    • description of the areas the applicant considers to be his or her strengths and areas in which the applicant wishes to develop greater strengths and abilities; and
    • personal information the applicant wishes to share.
  4. Two letters of recommendation that verify professional and/or volunteer experience and academic ability; and
  5. A current résumé listing educational background and work experience.
  6. Applicants with international transcripts may require an English language proficiency exam (TOEFL, IELTS, PTE or MELAB accepted.)

Please Note: Application materials should be sent to the attention of the Office of Admission on the Twin Cities campus.

Saint Mary’s University of Minnesota
Office of Admission
2500 Park Avenue
Minneapolis, MN  55404


This program is offered at our Twin Cities location and online.

Degree Requirements

Degree Requirements

Required Human Resource Management Courses 24 cr.
Required Management Courses 9 cr.
Required Capstone Course 3 cr.
Elective Courses 3 cr.
Total 39 cr.

Required Human Resource Management Courses: 24 cr.

HRM601 Human Resource Management Strategy (3 cr.)

This course examines human resource management in the context of business policy and competitive strategy. The core competencies required to become a successful human resource manager are discussed. Topics include an overview of business policy, role of human resource planning, strategic human resource management, and using technology for planning and administering human resource functions.

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

  1. Outline the core competencies needed to become a successful human resource manager.
  2. Analyze how business strategy, competition, labor markets, technology, labor unions, and government regulations affect human resource planning activities, including skill inventories and supply/demand forecasting.
  3. Formulate how human resource policies, systems, and organizational design support an organization's business strategy.
  4. Appraise employment practices related to recruitment, selection, and performance management.
  5. Evaluate training and development practices such as career counseling, needs assessment, and career pathing.



HRM602 Organizational Measurement and Assessment (3 cr.)

This course examines research design for organizational measurement and assessment. Assessment and evaluation tools are examined for hiring, performance management, career development, retention, and termination processes. An emphasis is on creating and implementing a human resource scorecard using predictive analytics.

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

  1. Analyze how business and industry use measurement systems to enhance an organization's competitive strategy, including reputation and brand enhancement.
  2. Distinguish among the following: information, experience, research, data, and evidence, based on research theory, design, and methodology models.
  3. Evaluate strategies for incorporating human resource metrics and benchmarking into an organization's measure of business performance.
  4. Design and demonstrate assessment models for improvement of an organization's performance, and for accountability and transparency.
  5. Design and implement balanced, HR, and organizational scorecards for human resource functions within an organization.



HRM604 Developing Human Capital (3 cr.)

This course examines recruitment, appraisal, development, and talent management strategies critical to a company's success. Concepts related to adult learning are also examined.

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

  1. Design work processes, job roles/responsibilities, evaluations, and compensation strategies.
  2. Evaluate recruitment and interviewing strategies.
  3. Develop successful strategies for performance appraisal and management.
  4. Identify terms, theories, and components of human resource development (HRD), talent management, and career development, including succession planning.
  5. Construct a theoretically sound, practically-applied training and development plan for employees within an organization, focusing on the theories related to adult learning.

HRM606 Employment Law (3 cr.)

This course examines employment law and its impact on business. It reviews employment law practices and trends, the statutory framework, major court cases, how the law of contract and tort apply to employment situations, and anti-discrimination laws.

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

  1. Articulate legal definitions of and distinctions in the employer-employee relationship, including issues related to employment-at-will, independent contractors, and negligent hiring.
  2. Analyze discrimination issues likely to be faced by human resource managers in compliance with Title VII and resulting legislation and court rulings.
  3. Analyze state and federal issues addressed by business and industry, including fair labor standards, occupational safety and health, retirement income security, and employee right to privacy.
  4. Evaluate employee accommodation and leave issues resulting from state and federal legislation.
  5. Assess policies and procedures related to terminating employees, including mass layoffs and plant closings.

HRM609 Labor Relations (3 cr.)

This course provides an in-depth study of the history of collective bargaining including how changes in product and service markets affect the way labor and management relate to each other. State and federal employment laws and their impact on labor-management cooperation are explored. Students trace how collective bargaining has adapted to economic, social, political, technical, and sector-specific needs. Various dispute resolution mechanisms and bargaining strategies are examined.

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

  1. Explain the history, development, and role of the collective bargaining process and labor unions, including labor legislation, wage policy, labor contracts, and labor/management relationships.
  2. Evaluate the primary activities of labor relations: organizing, bargaining, contract administration, and dispute resolution.
  3. Describe the collective bargaining process, good faith bargaining, and the inclusion of mandatory and non-mandatory issues.
  4. Evaluate the strategies of both management and union organizations as they take part in the labor relations process, including managing union shops, right-to-work issues, and unfair labor practices.
  5. Contrast strikes, boycotts, work stoppages, and also the deauthorization and decertification of unions.

HRM611 Globalization and Diversity (3 cr.)

This course examines the interplay of various factors associated with evaluating managers, employees, and customers from different cultures. Students explore the varied components of expatriate recruitment, selection, orientation, and training strategies. International labor standards and public policy issues associated with trade agreements are explored to determine their impact on organizational strategy.

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

  1. Compare the U.S. and other developed capitalist countries in regard to the way workers are organized and the role of government.
  2. Develop staffing strategies for multinational organizations, including expatriate compensation, repatriation, and career pathing for returning expatriates.
  3. Assess the global legal environment including country-specific laws, the Foreign Corrupt Practices Act, immigration rules, and U.S. laws that apply outside the U.S.
  4. Appraise security issues associated with global human resources, such as data security, HR information systems, and employee privacy and safety issues.
  5. Articulate cultural sensitivity practices involved in managing a virtual workforce, valuing diversity within work teams, and appreciating the importance of cultural competence.

HRM613 Total Reward Systems (3 cr.)

This course analyzes theories of total reward systems, including compensation, benefits, retirement, other rewards, motivation, and equity theories. Contemporary issues associated with the design, financing, communication, education, and legal issues of total reward systems are examined. Public policy and legal/regulatory issues affecting compensation, healthcare, and pensions and their impact for employers and employees are also discussed.

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

  1. Articulate the components of an organization's compensation and benefit system.
  2. Analyze current and future trends in managing total rewards systems, including issues related to executive compensation.
  3. Design performance management and variable/incentive pay plans, identifying key success factors and legal requirements.
  4. Apply reward incentives, including compensation changes, in an equitable, ethical, and cost-effective manner.
  5. Select, develop, and evaluate benefit programs that comply with federal, state, and local laws and regulations and meet employee needs.
  6. Plan training and communication with managers and employees on benefits programs and policies.
  7. Identify various benefit costing models and alternative funding techniques.

HRM614 Internal Consulting in Human Resources (3 cr.)

This course examines the concepts and the application of internal consulting in the human resources function of any organization. It draws from thought leaders in the practice and leverages real world situations. The goal is to equip human resource professionals to be strategic business partners. Also included are conflict resolution and alternative dispute resolution methods.

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

  1. Analyze the roles of the human resource professional as strategic business partner, change agent, and employee advocate.
  2. Design a collaborative engagement with an organizational manager using the key phases of internal consulting.
  3. Articulate the opportunities and problems with internal consulting, including the use of audit data and reports to inform business decisions, and the need for change management.
  4. Synthesize risk management components, including financial implications.
  5. Evaluate one's strengths and development opportunities as a consultant and leader of special and cross-functional project teams.
  6. Identify alternative dispute resolution methods and propose when such methods might be used to resolve individual, departmental, or organizational conflict.

Required Management Courses: 9 cr.

Students take GM623 Academic Research and Writing (3 cr.) or MBA612 Executive Communication (3 cr.)

GM623 Academic Research and Writing (3 cr.)

This course focuses on graduate academic writing skills, including voice and style, writing that incorporate source material, ethical use of source material, APA writing guidelines, and the revision process.  Students learn to locate and evaluate resources relevant to the research and writing process.

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

  1. Develop a research question delineating the complexity of an issue.
  2. Use information from a variety of sources relevant to a question.
  3. Evaluate information for relevance and credibility.
  4. Analyze and synthesize content of scholarly sources.
  5. Present writing in an unbiased manner, representing diverse points of view on the topics.
  6. Incorporate source material into academic writing, including correct use of summary, paraphrase, and quotation, along with proper citation.
  7. Write clearly and concisely.
  8. Develop skills in rewriting, editing, and proofreading.

GM675 Managerial Ethics and Issues (3 cr.)

This course examines philosophical theories and ethical practices that can be used to resolve organizational dilemmas. The course emphasizes the role of managers to strengthen the ethical culture of the organization. Focus is given to application of ethical principles and models to deal with complex organizational issues. Students develop skills in values-based decision making built upon integrity and accountability.


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

  1. Identify and assess the extent of ethical issues that face organizations, communities and stakeholder groups.
  2. Recognize how ethical theories, principles, and models provide options for examining complex ethical issues.
  3. Analyze how organizational and cultural norms affect the ability of people within it to act ethically.
  4. Consider value-based decision making to select options that are congruent with business.
  5. Develop a framework for resolving complex ethical dilemmas.
  6. Apply ethical theories, models and principles.
  7. Analyze personal cultural identity, background, and biases and how they may influence interaction with diverse stakeholders


GM680 Leadership and Strategic Management (3 cr.)

This course introduces selected models and practices in the exploration of what effective leadership is including understanding one's own leadership style. The course also examines both the theory and application of strategic management tasks of leaders, including conducting a strategic analysis, developing a strategic plan, designing the organization, and implementing strategic change.

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

  1. Analyze personal leadership style in order to adapt and develop effective leadership behaviors.
  2. Apply the foundations of leadership and decision-making required when dealing with situations marked by change and transition.
  3. Apply one or more processes for developing a strategic plan.
  4. Identify the distinct challenges of strategic planning and strategic management.
  5. Evaluate an organization's business model and develop of a set of action steps for improving its strategy.
  6. Identify and apply the steps required to lead change effectively.

MBA612 Executive Communication (3 cr.)

This course gives students the opportunity to study effective organizational communication essential for executive and transformational leadership. Organizational communication structure, ethical communication styles, and executive summary techniques are examined. Strategies for effective leadership communication are explored at all levels of the organization.

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

  1. Demonstrate effective executive communication techniques in presentation and written formats.
  2. Evaluate the ethical dimension of organizational communication.
  3. Apply communication theory to the analysis of case studies.
  4. Articulate an executive mission and vision.
  5. Analyze and compare organizational communication climates.

Required Capstone Course: 3 cr.

HRM689 Human Resource Management Capstone (3 cr.)

This course focuses on integrating human resource management knowledge, skills, and tools developed in previous courses. It emphasizes critical analysis, synthesis, and evaluation of the theories and application of human resource management. The course culminates in a final project. Students are also prepared to begin the certification process for the Senior Professional in Human Resources (SPHR) exam.

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

  1. Examine the business management and strategy of an organization to ensure that human resources supports organization goals through planning, providing the appropriate tools, and incorporating change initiatives.
  2. Create activities related to workforce planning, from the evaluating and recruitment stages through the exiting process.
  3. Defend the value of training, development, change, and performance management programs that ensure employees are ready to accomplish company goals.
  4. Appraise the use of total reward systems and employee relations programs to drive engagement, improving business results.
  5. Build positive employment relationships through workplace policies and dispute resolution systems.
  6. Assess company risks related to health, safety, security, legal noncompliance and poor human resources practices.

Elective Courses: 3 cr.

Online HRM students may also take 3 1-credit MBA500 level Special Topics courses.

GM600 Management Principles (3 cr.)

This course provides an overview of key organizational and behavioral concepts, which underlie effective management practice in diverse organizations. Management strategies are examined and compared. Special attention is given to defining and interpreting cross-cultural differences and influences. The course gives attention to the trends, both existing and emerging, that influence organizational structure, and change management.

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

  1. Synthesize and build creatively on concepts about management roles in planning, organizing, leading, and oversight.
  2. Analyze the management challenges of organizations in today's interconnected marketplace.
  3. Evaluate and apply management strategies to real world problems.
  4. Outline a rationale for integrating corporate responsibility into the organization.
  5. Identify personal management skills and competencies.
  6. Demonstrate the ability to articulate, and analyze opportunities for applying cultural competencies in order to create greater organizational inclusion.

GM605 Creative Problem Solving and Critical Thinking (3 cr.)

This course gives students the opportunity to learn and practice higher level thinking skills such as curiosity and imagination, divergent thinking, idea generation, creative problem solving, evaluation, synthesis, critical thinking and analysis. Students develop strategies to identify challenges and problems, produce creative ideas, and design innovative solutions.

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

  1. Understand the importance of creativity and the need for creative leadership in business and society today.
  2. Understand concepts, principles, and definitions of creative problem solving and analytical thinking.
  3. Analyze techniques and skills of relating to creative problem solving and analytical thinking.
  4. Apply both creative and analytical skills in problem-solving situations.
  5. Use problem-solving models to address issues in organizations.

GM630 Quantitative Methods (3 cr.)

This course focuses on statistical analysis of data for professional applications or research with an emphasis on quantitative methodologies. The course covers populations, sample selection, and descriptive and inferential statistics. Significance, Chi Square, correlations, analysis of variance and simple regression, and concepts of reliability, validity, and levels of measurement are addressed.

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

  1. Apply statistical ideas and practicalities to real-world quantitative situations within organizations.
  2. Read and interpret the statistical content of literature relating to management of people and resources.
  3. Analyze statistics through performing basic computation both by hand and with computer software.
  4. Determine and apply the appropriate inferential analysis for different types of data and derive correct conclusions.

GM643 Multicultural Perspectives (3 cr.)

This course focuses on how diversity of all kinds influences both organizational behavior and outcomes. The place of culture in society, the marketplace, and the workplace is examined. The importance of cultural competence is explored along with the knowledge and skills needed to work with, manage, and serve diverse groups of stakeholders.

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

  1. Identify the wide spectrum of differences included in the definitions of diversity and multiculturalism.
  2. Analyze personal cultural identity, background, and biases, and how they may influence interaction with diverse stakeholders.
  3. Demonstrate the ability to articulate, and analyze opportunities for applying cultural competencies in order to create greater organizational inclusion.
  4. Plan for the evaluation of cultural competence initiatives and the resulting effect on organizational behavior, work productivity, and products.

GM660 Financial Management (3 cr.)

This course introduces, discusses, and analyzes financial issues facing diverse organizations in today's business environment.  Included is examination of various financial areas: types of organizations; sources of capital; capital management; financial statement analysis; time value of money; risk management; and asset valuation.

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

  1. Identify the various forms of business entities and the different ways of financing them.
  2. Analyze the financial reporting requirements of diverse entities.
  3. Apply the principles of managing current assets and current liabilities.
  4. Assess the existence of management problems and/or opportunities through analysis of financial statements and making industry comparisons.
  5. Compute present values and use them in financial decision making.
  6. Analyze relevant issues present in the larger economic environment.
  7. Identify the characteristics and impact of ethical behavior by an organization's.
  8. Outline the risk management strategies for organizations.

MBA610 Organizations and Human Behavior (3 cr.)

This course examines human behavior and social relationships in the workplace setting from a domestic and intercultural perspective. The theories, history, and practice of promoting effective individual and group behavior in organizations across cultures are covered. Topics include groups and teams, multicultural teams, power and influence, trust, gender and equality, the impact of culture on work behavior, and creating cultural synergy in a multicultural work environment.

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

  1. Deconstruct the dynamics and complexities of individual and group behavior in a workplace setting.
  2. Build multicultural teams.
  3. Recognize and manage issues of justice, gender, equality, ethics, and trust as they arise in the workplace.
  4. Design a plan to promote cultural synergy in a workplace setting.

MBA614 Practicum (3 cr.)

This student-designed course offers the opportunity to actively function in a business enterprise, implementing previously studied theories in a practical environment. Students are required to submit an outline detailing how the experience relates to previous coursework before approval for the practicum is granted. Upon completion of the practicum, a paper summarizing the experience is submitted to the Program Director.

Requirements for Double Major

For those students seeking both the Human Resource Management/Management, M.A. please see the dual program requirements.
Human Resources Management/Management, M.A.

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Nicole Coppersmith, M.A.

SGPP Admission - Senior Enrollment and Transfer Counselor

Oakdale Center, OC

Campus Box: # 28

(612) 238-4561

Nicole Coppersmith M.A.
Carlie Derouin

SGPP Admission - Enrollment Counselor, Graduate School of Business and Technology

LaSalle Hall-TC Campus, LSH112

Campus Box: # 28

(612) 728-5198

Carlie Derouin
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