Phd Thesis On Human Resources Management

Phd Thesis On Human Resources Management

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

A List of Good Dissertation Topics in Human Resource Management

Human resources is a growing and thriving field, and HR departments are a crucial component of any successful organization. Human resources professionals manage the personnel who are employed by an organization, ensuring compliance with applicable employment and labor laws, evaluating applicants for available job positions, assessing staff performance, and fielding employee concerns. The four basic functions of human resources generally include organizational staffing, employee training and development, ensuring motivation among personnel, and maintaining processes and protocols that are already in place.

Careers in human resources can be both lucrative and rewarding, making it an excellent choice if you’re pursuing a postgraduate degree. When you’re close to getting your human resources management degree, the final step will be your doctoral dissertation. This extended paper requires original research and analysis, and requires you to make a new contribution to the study of effectively managing organizational personnel. Here are a few potential dissertation topics to help you get started finding the perfect subject to research and analyze for your doctoral dissertation paper and presentation.

  • Methods for implementing different theories of human resource management in real-world organizational environments
  • Examining the capacity of human resources departments to drive organizational change
  • Issues and concerns in overseas outsourcing from a human resources perspective
  • Examining the role of organizational management in collaborating with human resources departments
  • Examining the role of employee negotiation power in human resources management
  • Investigating the use of employee training and development to increase organizational resilience against economic crises
  • Examining the impact of employee training and development on organizational profits
  • Discussing budgetary considerations in human resources, such as accommodating the need for employee training
  • Examining the relative value of soft skills and hard skills when selecting personel for available job positions
  • Finding methodologies for systematically improving poor employee selection processes
  • Using human resources management to smooth processes of organizational change
  • Monitoring and responding to recent trends and developments in approaches to human resource management
  • Examining how a strong human resources department creates tangible value for companies and organizations
  • Examining the extent to which employee performance can be effectively managed
  • Examining the implications of performance management for potential wage capping
  • Examining subjectivity versus objectivity in employee assessment and evaluation
  • Examining the concept of “fairness” in employee wages, hours, and other considerations
  • The implications of human resource management strategy for facilitating employee motivations
  • Investigating the relationship between reward and motivation among employees
  • Reviewing both legal and ethical aspects of maintaining workplace diversity
  • Examining methods of controlling subjective personal biases among human resources personnel in charge of interviewing and hiring job candidates

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Completed PhD Theses

All theses are full-text online on Proquest and are linked to UofT Libraries .

Aleks, Rachel. Union Strategies and Potential Targets for New Member Organizing in the United States . 2014.

Banerjee, Rupa. Employment disadvantage of immigrants and visible minorities: evidence from three Canadian surveys . 2008.

Bentham, Karen. The determinants and impacts of employer resistance to union certification in Canada . 1999.

Bergeron, Jean-Guy. Unionization in the private service sector . 1993.

Boodoo, Muhammad Umar Aabid. Institutions and Stakeholder Influence on CEO Compensation and Corporate Social Responsibility. . 2016.

Brown, Travor C. The effectiveness of outcome goals, learning goals, and self-talk training in improving an individual’s team-playing behavior . 1999.

Cowell, Noel M. The use of workplace innovations in a developing economy: the case of Jamaica . 2000.

Curran, Bruce Three Essays on Legal Issues Impacting the Employment Relationship in Canada . 2015.

Eaton, John. Union renewal in Canada. strategies, tactics, and public perceptions . 2005.

Eden, Genevieve. Unjust dismissal in the Canadian federal jurisdiction . 1990.

Fang, Tony Tao. Public policy, occupational pension plans, and alternative retirement savings programs . 2004.

Goldenberg, James. Three essays on occupational safety . 2006.

Gomez, Rafael. The effect of social capital, salary compression and equity on individual and organizational performance . 2000.

He, Qian. Disadvantaged Groups in the Labour Market: Older Workers, Younger Workers, and Nonstandard Workers . 2013.

Hebdon, Robert. Industrial conflict under Ontario’s no-strike laws . 1992.

Huang, Xiaoyu. Three Essays on Strategic Human Resource Management . 2016.

Hyatt, Douglas Edward. Issues in the compensation of injured workers: returns to risk, work incentives and accommodation . 1992.

Kay, Patricia J. The non-economic impacts of pay equity adjustments: employee attitudes and behaviours . 1999.

Lamb, Danielle. Topics in Canadian Aboriginal Earnings, Employment and Education: An Empirical Analysis, 2012.

Lee, Byron. Three Essays on Total Returns to the Employment Relationship . 2011.

Linden, Amy The Motherhood Penalty: Evidence from a Field Experiment . 2015.

Lonti, Zsuzsanna. The impact of work characteristics and technological change on the adoption of workplace practices in government workplaces . 2000.

Luchak, Andrew Anthony. Employer-sponsored pension plans: an empirical analysis of quality of information, job change and retirement plans, and employee preferences . 1995.

Mazerolle, Maurice Joseph Alexander. The long-term employment outcomes of individuals following job loss from plant closures . 1993.

Mock, Ted. Three papers on the impact of workplace practices and of unions on organizational outcomes . 2005.

Paredes Fonseca, Maria Francisa. Learning dynamics and social interaction among knowledge workers in the electronics industry: evidence from Canada and Mexico . 2004.

Renaud, Stephane. Union membership, total compensation, and job satisfaction in Canada . 1996.

Riddell, Christopher Mark. Three essays on labour policy . 2003.

Saksida, Tina. Three Essays on the Individual, Task-, and Context-related Factors Influencing the Organizational Behaviour of Volunteers., 2014.

Shantz, Amanda. An exploratory field experiment of the effect of non-conscious and conscious goals on employee performance . 2008.

Slinn, Sara. The union certification experience in Ontario, 1993-1998. . 2003.

Stephen, Maureen Diane. Collective bargaining outcomes and the performance of the firm . 1993.

Thomas, Mark Edward. The effect of expedited, tripartite, and conventional arbitration on arbitration outcomes . 2002.

Venne, Rosemary Amelia. Alternative worktime arrangements: the compressed workweek ,1993.

Wald, Steven Jay. The overqualification of Canadian workers . 2004.

Walsworth, Scott John. Three essays on the international workplace in Canada . 2006.

Weststar, Johanna. Studies of learning and work. job control, participation in learning and underemployment . 2007.

White, George Francis. Determinants of professional unionization in Canada . 1993.

Xiu, Lin. Three essays on employment and compensation in China, 2010.

Yap, Margaret. Gender and racial differentials in compensation, promotions and separations in Canada . 2004.

Human Resources Management

Human Resources Management

The success of any business, boils down to its people, and individuals with stellar talent management skills are in high demand. The NCU PhD in Human Resources explores the interrelationships between an organization’s most important resources: its employees, leadership and the organization in general. Through 100% online instruction by NCU’s professors, you will develop the necessary skills to create, develop, mediate and maintain these interrelationships. You will conduct research on theories and practices for Human Resource Management (HRM) information systems, compensation and staffing strategies, training and professional development, cultural diversity, innovation, labor relations and related legal issues. Our PhD in Human Resources Management graduates typically go onto leadership positions related to a human resources specialization or work in academia.

View our Human Resources Management Career Guide to learn more about working and advancing in the human resources field, including information on networking, building a solid resume, certifications and continuing education, and national opportunities for HR professionals.

General Degree Requirements

Admission to a doctoral program at NCU requires a master’s degree from an accredited institution.

The PhD program may be completed in 60 credits. Up to an additional 15 credit hours will be allowed as needed to complete dissertation research. The University may accept a maximum of 12 semester credit hours in transfer toward the doctoral degree for graduate coursework completed at an accredited college or university with a grade of “B” or better.

Completion Period for Doctoral Degrees

Northcentral University allows 7 years to complete all doctoral programs of 60 credits or less. Normal time to complete varies depending upon course take rate and credits transferred.

Foundational Competencies for DBA Programs

  • Graduate-Level Research Methods Competency – PhD students are required to complete BTM8102, BTM8103, BTM8104, BTM8106, BTM8107, BTM8108 and BTM8109 at Northcentral.
  • Graduate-Level Statistics Competency – PhD students are required to complete BTM8107 Statistics II at Northcentral.
  • Computer Competency – Doctoral students are required to have computer skills necessary for completing a dissertation. Students must be able to prepare documents using advanced word processing skills (e.g. creation of tables and figures, headers and footers, page breaks, tables of contents, hanging indents). Students must use computer programs for the statistical analysis of data (e.g. SAS). Students must produce a computer-based presentation (e.g. PowerPoint) for their dissertation oral defense.

See below for specialization courses specific to this program. To learn more, fill out the request information form below or view the course catalog.

Human Resources Management

This Doctoral level course focuses on the development of the human resource function in organizations. While understanding and management of human behavior within organizations is necessary for optimal organizational effectiveness and individual performance, strategic planning to achieve organizational goals through the human resource function is recognized.

Information Systems within HR

This doctoral course focuses on the identification, development, implementation, and practical use of information systems technology within the human resource function in organizations. While understanding and management of human behavior in organizations is necessary for optimal organizational effectiveness and individual outcomes, proper use and functionality of Human Resource Information Systems (HRIS) are vital in today’s organizations.

Compensation and Benefits

This doctoral course explores the concepts of extrinsic and intrinsic compensation in the management of todays diverse and global workforce. The decisions made in these areas, related to compensation and benefits at the Executive and the employee level, can directly impact the strategic nature and direction of the organization.

This Doctoral level course examines the history and development of labor relations, the structure of union organizations, and the process of negotiations and contract administration. The course begins by establishing the present state of the labor movement and models the decision process that can be used to decide whether or not to participate in organizing a union. Also covered are the laws and regulations governing collective bargaining, impasse resolution, and contract administration.

Supervising in the 21st Century

This doctoral course examines supervisory concepts, laws, regulations and HRM practices used in the 21st Century. Students will be assessed on responses to subject matter-related activities and written research papers.

Change and Innovation within HRM

This doctoral course looks at the multiple levels of employment, including management, full-time employees, part-time employees, temporary employees, and contracted employees based on the passage and interpretation of laws, whether at the federal, state, or local level. Policies such as employment-at-will, right to work, or termination, and other regulations can change with an act of Congress or a state legislature.

This doctoral course demonstrates the uniqueness of culture and its impact on all aspects of organizational operations. This includes such aspects as diversity, global transitioning, accommodations, and cross-national teamwork. Twenty-first century managers must be astutely aware of how cultural issues impact work and ability to gain competitive advantage.

Legal Issues in Human Resources Management

This doctoral course considers the relationships that are established between employers, employees, and independent contractors based on the passage and interpretation of laws, whether at the federal, state, or local level. Policies such as employment-at-will, right to work, or termination, and other regulations can change with an act of Congress or a state legislature.

At Northcentral University, we pride ourselves in being completely transparent when it comes to tuition and fees. If a cost is not included in our Cost Per Course Tuition Rate, we let you know up front. Currently, the only additional cost above your program rate* is books. Learn more about the NCU’s PhD in Business Administration costs below:

  • Per credit cost: $1,129
  • Per 3 credit course cost: $3,387
  • Program cost: $68,090 – $71,477
  • Average book cost per course: $ 110
  • Application Fee: $0
  • Learning Management Fee (one-time per program): $350
  • Registration Fee: $0

Click here to learn more about payment and financing options.

*Program rates are subject to change and generally increase at the start of each calendar year.

Total program costs reflected are calculated based on standard degree program credits exclusive of the program’s potential evaluation track. The actual cost of a program is determined based upon the program and track the student enters, transfer credits if any, and other unique student factors. For more information: please contact Admissions or refer to the catalog.

If there’s one thing we’ve learned about our students, it’s that they are motivated and ambitious—but they are also busy! At Northcentral University, we’ve designed our education experience to work with you, not against you, so you can achieve your academic goals without sacrificing the quality, flexibility and support you need to be successful.

To learn more, request information or call 1-866-776-0331 to speak with an enrollment advisor today. We offer new courses every Monday of the year so you can get started when it’s best for you.