Content Courses (19 required semester hours + 6 elective)
The following courses are the focus of the OB comprehensive exam:
6J:267 Organizational Theory (2 s.h.)
This course examines how and why organizations are created, maintained, and disbanded. Students learn how organizations respond to environmental forces, the extent to which organizations operate rationally and efficiently, and how and why deviations occur. Specific topics include social construction of reality; organizations-environment relationships; corporate governance; resource dependence; power and influence; conflict; limits of rationality; organizational learning; institutional theory; economic, management, and sociological theories of organization; organizational rhetoric and discourse, and the micro foundations of organizational theory.
This course promotes an in-depth understanding of how work groups and teams can be made more effective in organizations. Team design issues such as task type, interdependence, leadership, and member composition are covered, as well as process issues including power, influence, communications, conflict, collective memory, and intergroup relations.
6J:276 Leadership (3 s.h.)
This course provides a thorough understanding and preparation for implementing leadership in organizations; focus on reading and analysis of basic research-related leadership theories; contrast "great person" theories and traditional behavioral and situational theories, as well as transformational leadership theory.
6J:277 Motivation and Attitudes (3 s.h.)
This course provides broad coverage of theories and research on work motivation (cognitive, affective, goal-based, job design, and individual difference perspectives) as well as job attitudes (e.g., job satisfaction and organizational commitment). Focus is on critical evaluation of existing theories and research to identify gaps and propose directions for future research. We also evaluate the applicability of existing theories and research to current conditions within organizations and discuss how the changing nature of work may impact the application of existing theories and the need for new theories and perspectives.
The following courses are the focus of the HR comprehensive exam:
6J:271 Performance and Career Management (2 s.h.)
This course introduces research on employee performance and career management. The course has several objectives: (a) to introduce the various conceptual definitions of work performance and career success;Â (b) to understand the major theories that are used to explain the determinants of work performance and career success;Â (c) to understand the theory and research that are used to explain the effectiveness (and biases) of performance evaluation systems; (d) to introduce theories and empirical research on performance feedback and career management; andÂ (e) to identify areas for future theoretical and empirical investigation in performance management or careers research.
6J:272 Training and Development (2 s.h.)
This course offers a research-based examination of training and development programs. The primary emphasis is on the processes of needs assessment, instructional design, and evaluation. Additional topics include integration of training with other human resource management functions and design of management development initiatives.
6J:274 Staffing Organizations (3 s.h.)
This course addresses aspects of selection, including professional and legal standards; job analysis techniques, validation strategies; criterion development; selection methods such as psychological tests, interviews, biographical data, and assessment centers; and ethical issues.
6J:278 Reward Systems (2 s.h.)
This course introduces theories and research on compensation: its determinants and relationship to individual, group, and organizational outcomes. Objectives include: (a) to understand the major theories from economics, psychology, and sociology that are used to explain the determinants and effects of pay practices; (b) to become aware of major differences in psychologists’, sociologists’, and economists’ views of decision making and motivation with respect to pay; (c) to critically analyze empirical research on compensation; (d) to introduce major concepts of strategic human resource management, and (e) to identify areas for future theoretical and empirical investigation in compensationn.
Research Methods (12 specified s.h. + 6 s.h. additional taken externally—typically Intermediate Stats. and Correleation & Regression)
6J:273 Measurement Theory and Methods in the Behavioral and Social Sciences (3 s.h.)
This graduate level course covers measurement and statistical methods needed for the conduct of methodologically sound, publishable research. Topics include kinds and levels of measurement; role of measurement in theory development and cumulative research knowledge; the theory of measurement error; types of reliability and their estimation; corrections for bias in research results due to measurement error; basic scaling methods; criterion-related, content, and construct validity; cross-validation and shrinkage formulas; factor analysis; statistical power in research studies; introduction to meta-analysis; item analysis and scale construction; and structural equation modeling.
6J:269 Meta-Analysis in Behavioral and Social Sciences (3 s.h.)
This course presents meta-analysis procedures for cumulating correlations and effect sizes across studies. Topics includeÂ effect sizes and the statistical methods and analyses used to derive them; measurement error and restriction in range; sampling error and differences between studies in reliability of measurement.Â Procedures and formulas for correcting for these biases and artifacts are presented. We will also address substantive and methodological moderators and the advanced techniques of multivariate meta-regression and meta-structural equation modeling.
6J:270 Methods for Field Research (2 s.h.)
This course introduces field methods commonly used in behavioral research with an emphasis on surveys. There are several learning objectives: (a) to introduce the different types of field research designs and evaluate the advantages and disadvantages of the different research approaches; (b) to practice generating research questions and hypotheses appropriate for field survey designs; (c) to understand issues related to levels of analysis; (d) to learn how to develop and administer surveys to maximize response rates; (e) to learn how to identify appropriate samples; and (f) to briefly introduce statistical approaches for analyzing survey data.
6J:265 Methods for Qualitative Research (2 s.h. or 3 s.h. option)
This course introduces methods for evaluating and conducting qualitative research in the organizational sciences. Objectives areÂ (a) to increase awareness of various types of qualitative research in management; (b) to understand the unique contributions of qualitative methods; (c) to learn the major criteria by which qualitative papers are evaluated by management journals; and (d) to practice working with qualitative data. Topics include formulating research questions, sampling and gaining access, qualitative data collection methods, techniques for coding and analyzing, and building theory from qualitative data.
This course will address the nature of research and principles of experimental design, including laboratory and field experiments (quasi-experiments), event sampling, and methods of small group research. Analysis of variance (ANOVA), analysis of covariance (ANCOVA), multi-attribute analysis of variance (MANOVA) will be covered, as well as orthogonal, planned and unplanned comparisons, factorial experiments including repeated measures and nested-factors design and Latin square designs. The course will involve analyzing data sets with SPSS.
6J:295 Mentored Research
Management research conducted by doctoral students under faculty supervision to introduce students to the research process in years 1 and 2.
6J:290 Thesis in Management and Organizations
Management research conducted by doctoral students under faculty supervision; culminates in dissertation. These credits can be taken at any point during the students' enrollment in the program.