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Human
Resources
Management
From hiring to performance management, this course covers the full scope of HR, the function that determines whether a workplace works or does not.
What You'll Learn
A full semester of human resources management — completed at your own pace, with no deadlines or fixed class times.
What You'll Be Able to Do
- Articulate the strategic role of HRM in contemporary organizations and evaluate the impact of external factors on HR strategies and practices
- Define the core responsibilities of HR professionals and analyze the historical evolution of HRM, including key developments and figures; critically assess classical and contemporary management theories relevant to HRM, including scientific management and Henri Fayol's principles
- Implement effective recruitment and staffing strategies, focusing on fairness and accuracy, and design impactful training programs for organizational needs
- Examine key employment laws and their impact on HR practices, understanding the implications of labor unions, collective bargaining, and equal employment opportunity
Major Course Topics
Course chapters and lessons
Human Resources Management has 12 chapters across 57 instructional hours, as listed in the course syllabus. Expand any chapter to see the lessons inside it.
- Chapters
- 12
- Lessons
- 91
- Instructional hours
- 57 hrs
- Semester hours
- 3
Chapter 1
What Human Resource Management Is and What HR Departments Do
- 1.1 What HR Is and What HR Teams Are Responsible For
- 1.2 A Short History of How Companies Have Managed Workers Over Time
- 1.3 Why Employees Are Treated as a Company's Most Valuable Asset
- 1.4 How an HR Department Is Organized on the Inside
- 1.5 How HR Goals Are Connected to the Company's Overall Business Goals
- 1.6 How Modern HR Is Different From Old-Style Personnel Management
Chapter 2
Understanding Today's Workforce: People, Values, and Workplace Ethics
- 2.1 Outside Factors That Influence HR Decisions at Work
- 2.2 How Different Generations View Work and What It Means for HR
- 2.3 How Employees Feel About Their Jobs: Satisfaction, Commitment, and Engagement
- 2.4 Common Ethical Problems HR Professionals Face on the Job
Chapter 3
How Management Theories Shape the Way Jobs Are Built and Organized
- 3.1 Where Classical Scientific Management Came From
- 3.2 How Frederick Taylor Changed the Way Work Gets Done
- 3.3 Henri Fayol's Ideas on Managing Staff and Keeping Workers Happy
- 3.4 Fayol's Rules for Organizing Work Across Departments
- 3.5 How the Human Relations Movement Changed the Way Companies Treat Workers
- 3.6 McGregor's Theory X and Theory Y: Two Very Different Views of Employees
- 3.7 What Job Design Means and Why Companies Use It
- 3.8 How Well-Designed Jobs Help Employees Feel More in Control
- 3.9 Changing Jobs Through Enrichment, Enlargement, and Rotation
- 3.10 Rebuilding Jobs From Scratch Through Reengineering
- 3.11 Writing Job Descriptions, Job Specifications, and Position Details
- 3.12 Four Methods for Figuring Out What a Job Is Worth
- 3.13 How Job Analysis Helps Set Fair and Consistent Performance Standards
Chapter 4
Hiring, Onboarding, and Managing Employee Exits
- 4.1 Human Resource Management: Recruitment and Staffing
- 4.2 Staffing Selection: Approaches and Interview Types
- 4.3 Job Bidding as a Recruitment Strategy
- 4.4 Workplace Absenteeism and Turnover
- 4.5 Employee Termination: Process and Types
- 4.6 Employee Resignation and Voluntary Separation
Chapter 5
Training Employees, Building Careers, and Handling Workplace Discipline
- 5.1 Identifying Employee Training Needs
- 5.2 Types of Training Programs and New Hire Orientation
- 5.3 On-the-Job Training: Mentoring, Job Rotation, and Experiential Learning
- 5.4 Career Management and the Four Career Stages
- 5.5 Leadership and Emotional Intelligence: Goleman's Framework
- 5.6 Employee Discipline: Hot-Stove Rule and Progressive Discipline
Chapter 6
Reviewing Employee Performance: Methods, Tools, and Feedback
- 6.1 Performance Reviews: Purpose, Benefits, and Limitations
- 6.2 Criteria and Approaches: Traits, Behaviors, and Results
- 6.3 Review Methods: Rating Scales, BARS, Critical Incidents, and Narratives
- 6.4 Review Methods: Forced Choice, Forced Distribution, and 360-Degree Feedback
- 6.5 Management by Objectives (MBO): Goal Setting and Tracking
- 6.6 Employee Dissatisfaction: Causes and Responses
Chapter 7
Paying Employees: Salaries, Benefits, Bonuses, and Incentive Programs
- 7.1 The Basics of How Employees Get Paid
- 7.2 Types of Pay and Common Pay Structures
- 7.3 What Pay Equity Means and Why It's Important
- 7.4 Employee Benefits: Required, Optional, and Retirement Plans
- 7.5 Performance-Based Rewards: Individual and Company-Wide
- 7.6 How CEO and Executive Pay Is Changing in the United States
Chapter 8
Employee Rights, Workplace Safety, and Handling Stress at Work
- 8.1 At-Will Employment: What It Means and When the Rules Don't Apply
- 8.2 Employee Rights to Privacy and a Safe Workplace
- 8.3 How Companies Help Employees Balance Work and Personal Life
- 8.4 What Causes Workplace Stress and How It Affects People
- 8.5 Physical, Mental, and Behavioral Effects of Workplace Stress
Chapter 9
Major U.S. Employment Laws Every HR Professional Must Know
- 9.1 An Overview of the Main Laws That Apply to HR Work
- 9.2 Title VII: The Law That Stops Job Discrimination
- 9.3 What Managers and Companies Must Do to Follow Title VII
- 9.4 The ADA: Protecting Workers With Disabilities
- 9.5 The ADEA: Protecting Older Workers From Age Discrimination
- 9.6 The PDA: Protecting Pregnant Employees at Work
- 9.7 The Equal Pay Act: Equal Pay for Men and Women
- 9.8 How the Civil Rights Acts of 1964 and 1991 Affect HR
- 9.9 ERISA: Protecting Employee Retirement Money
- 9.10 The Fair Labor Standards Act: Rules for Minimum Wage and Overtime
- 9.11 FMLA: Time Off for Family and Medical Reasons
- 9.12 Keeping Health Insurance After Leaving a Job: COBRA
- 9.13 Unemployment Insurance: Help for Workers Who Lose Their Jobs
- 9.14 Workers' Compensation: Help for Employees Hurt on the Job
- 9.15 The Affordable Care Act and How It Affects HR Decisions
- 9.16 OSHA: The Law That Keeps Workplaces Safe
- 9.17 The WARN Act: Giving Workers Notice Before Layoffs
- 9.18 Major Union Laws: NLRA, Taft-Hartley, and the Civil Service Reform Act
Chapter 10
Working With Unions: Collective Bargaining and Labor Relations
- 10.1 The National Labor Relations Board: What It Is and What It Does
- 10.2 The AFL-CIO: Its Members and How It Has Changed Over Time
- 10.3 What Collective Bargaining Is and How It Works
- 10.4 Why Collective Bargaining Matters So Much in the Workplace
- 10.5 What Union Members and Union Leaders Actually Do
- 10.6 Closed Shops vs. Open Shops: What They Mean for HR
- 10.7 How Unions Get Started and How They Can Be Dissolved
- 10.8 What Employers Can and Can't Do During Union Organizing and Bargaining
- 10.9 Two Styles of Bargaining: Win-Win (Integrative) and Win-Lose (Distributive)
- 10.10 When Negotiations Fail: Strikes, Lockouts, and Other Outcomes
- 10.11 Public Sector Unions and Current Trends in Union Membership
Chapter 11
Handling HR in Global Companies: Staffing Across Countries
- 11.1 Four Ways Global Companies Staff Their International Offices
- 11.2 Sending Employees Overseas: Personal Impact, Coming Home, and Pay Issues
- 11.3 How HR Works With Local Hires, Home-Country Staff, and Third-Country Employees
Chapter 12
Diversity, Remote Work, and Other Modern HR Challenges
- 12.1 What Affirmative Action Is and How It Affects Workplace Diversity
- 12.2 Disability and Ability at Work: What It Looks Like and Common Examples
- 12.3 Different Age Groups in the Workplace and What It Means for HR
- 12.4 Gender Diversity in the Workplace: Current Situation and Trends
- 12.5 Cultural Diversity and Workplace Violence: HR Challenges and Responses
- 12.6 HR Software Systems: Costs, Benefits, and How They Help Companies
- 12.7 Working From Home, Virtual Teams, and Telecommuting: The Good and the Bad
These chapters come straight from the official course syllabus, which also sets out the graded assignment and the proctored final exam.
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Use human resources management to make better decisions at work and beyond.
From hiring to performance management, this course covers the full scope of HR, the function that determines whether a workplace works or does not.
🎯 Why It Matters
- Build practical business skills that apply immediately
- Understand how organizations are managed and led effectively
- Develop strategic and ethical decision-making abilities
- Applicable across every industry and business size
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🚀 How This Sets You Up
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- Earn 3 transferable college credit hours
- Recognized by NCCRS cooperating universities globally
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Everything You Need to Succeed
Video-Based Lessons
HD video lectures broken into short, focused modules. Watch at your own pace — pause, rewind, replay any time.
Quizzes & Final Exam
Evaluate your understanding after every section with quizzes and a comprehensive final exam that mirrors real college assessment.
Structured College-Level Course
Structured lessons covering every topic — designed as a standard Human Resources Management college-level course.
Official Transcript
Complete the course, request your transcript, and transfer 3 credit hours to cooperating universities. No separate exam required.
Earn 3 College Credits
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