Certified Research Administrator Exam Braindumps
Killexams.com CRA Exam Braindumps contain complete question pool, updated in April 2024 including VCE exam simulator that will help you get high marks in the exam. All these CRA exam questions are verified by killexams certified professionals and backed by 100% money back guarantee.
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Exam Code: CRA Certified Research Administrator resources January 2024 by Killexams.com team | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
CRA Certified Research Administrator The Certified Research Administrator® Examination is a computer-based examination composed of a maximum of 250 multiple-choice, objective questions with a total testing time of four (4) hours. The content for the examination is described in the Body of Knowledge on the next page. The questions for the examination are obtained from individuals with expertise in research administration and are reviewed for construction, accuracy, and appropriateness by the RACC. RACC, with the advice and assistance of the Professional Testing Corporation, prepares the examination. The Certified Research Administrator® Examination will be weighted in approximately the following manner: I. Project Development and Administration 30% II. Legal Requirements and Sponsor Interface 30% III. Financial Management 25% IV. General Management 15% The Research Administrators Certification Council (RACC) promotes the concept of voluntary certification by examination for all research and sponsored programs administrators. After passing this examination, an individual earns the Certified Administrator® (CRA®) designation. Certification is just one part of a process called “credentialing”. It focuses specifically on the individual and is one indication of current competence in this specialized field. Certification in research and sponsored programs administration is highly valued and provides formal recognition of basic knowledge in this field. The Certified Research Administrator (CRA) credential means that you demonstrate a level of knowledge of all aspects of research administration. It is obtained by qualifying for and taking the CRA exam, which is administered by an independent certifying body, the Research Administrators Certification Council (RACC) http://www.cra-cert.org/(link is external). The CRA exam is rigorous, and it must be taken at a designated site and it is administered through Professional Testing Corporation. In a four-hour period, test-takers must answer 250 questions that cover the full spectrum of research administration. I. PROJECT DEVELOPMENT AND ADMINISTRATION - Collection and Dissemination of Information - Marketing - Internal and External - Identification of funding opportunities - Identification of internal capabilities - Resource Documents, Application Materials, and Information - Dissemination of Information/Publications - Liaison - Internal - Funding sources - Cooperative arrangements - Public Relations - Agency Structure and Practice - Proposal Development - Proposal Writing - Budget Preparation - Documentation to Meet Sponsor Requirements - Internal Proposal Processing - Negotiation Techniques - Contracting Basics - Administration of Awards - Monitoring Activity - Reports on Progress and Financial Status - Continuation Funding - Close Out - Changes in Project Status - Award Instruments - Ethics and Professionalism - Conflict of Interest - Bioethics - Human Subjects - Animal Care - Professional - Intellectual Property - Patents - Copyrights - Licensing - Commercialization - Data - Proprietary Information - Electronic Research Administration II. LEGAL REQUIREMENTS AND SPONSOR INTERFACE - Regulations and Statutes - Overview of Regulatory and Legislative Process - Governmental Relations - Mandated Requirements - Compliance - Federal Sponsors and General Management Practices - Representations and Certifications - Federal Drug-Free Workplace and Drug-Free Schools - Federal Debt Delinquency - Federal Debarment/Suspension - Lobbying - Conflicts of interest - Scientific misconduct - Other - Federal Management Requirements - Federal Acquisition Regulations - Federal Assistance Administrative Regulations - 2 CFR (Uniform Guidance and OMB Circulars) - Institutional Committees - Institutional Review Board - Institutional Animal Care and Use Committee - Other - Federal Disclosure Requirements - Institutional and Sponsor Publication Requirements - HIPAA Health - International Traffic in Arms Regulation (ITAR)/Export Administration Regulations (EAR) - Federal/Sponsor Appeal Procedures III. FINANCIAL MANAGEMENT - Budgeting/Accounting - Proposal Development - Accounting Management - Accounting systems/management information systems - Sponsor documents - Internal documents - Accounting processes - Effort reporting - Service centers - Program income - Internal controls - Cost transfers - Rebudgeting - Costs - Direct Costs - Indirect Costs - Indirect Cost Rates - Development - Negotiation - Cost Sharing - Sponsor Financial Reporting - Audit - Types - Internal and External Requirements - Allowable Costs IV. GENERAL MANAGEMENT - Facility Management - Specialized Facilities - Property, Utility, and Equipment Management - Inventory control - Sale/disposal of equipment and property - Lease vs. purchase - Capital expenditures - Sharing/pooling - Central services - Safety and Health Requirements and Procedures - Hazardous and Nonhazardous Materials - Security - Renovation and Construction -Differentiation & Impact analysis - Biohazards - Other - Contracts and Purchasing - Basic Legal Concepts - Management of Contracts and Purchasing - Termination and Appeals - Records Management - Human Resource Management - Employee/Labor Relations - Career Development/Training - Staffing - Affirmative Action/Equal Employment Opportunity - Compensation | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
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| RACC CRA Certified Research Administrator https://killexams.com/pass4sure/exam-detail/CRA Successful budget process relies greatly upon effective communications. Strong communication can contributeto improved information quality, lower implementation costs, less resistance and an enhanced decision-making process. In fact, an effort to improve communications could be as simple as documenting the budget process timelines, managerial guidelines, and budget assumptions. Question: 224 There is typically no fixed time period for budget coverage. A. True B. False Answer: A Budgets are usually prepared for departments and for the organization as a whole. There is no fixed time period for budget coverage - they can be prepared to cover any time period as long as they meet the needs. They may be prepared top-down or bottom-up, although the bottom-up approach is believed to be more capable of leading to a successful budgeting process. Question: 225 A budget can be: A. static or flexible. B. simple or linked. C. correlated or embedded. D. None of the choices. Answer: A A budget can be static or flexible. A static budget is prepared for a single level of activity, while a flexible budget is prepared for any level of activity within the relevant range. In any case, differences between budgeted and actual amounts are known as budget variances. You dont investigate all variances. You only spend time on variances that are significant. Question: 226 What kind of budget is usually prepared for a single level of activity? 108 A. static B. flexible C. simple D. linked E. correlated F. embedded G. None of the choices. Answer: A,B A budget can be static or flexible. A static budget is prepared for a single level of activity, while a flexible budget is prepared for any level of activity within the relevant range. In any case, differences between budgeted and actual amounts are known as budget variances. You dont investigate all variances. You only spend time on variances that are significant. Question: 227 Which of the following refers to the process whereby organizations use different cost accounting techniques to report or control the various costs of doing business? A. Activity management B. Cost management C. Cost accounting D. Budget management E. Process management F. None of the choices. Answer: B Cost management is the process whereby organizations use different cost accounting techniques to report or control the various costs of doing business. Cost accounting refers to the process of tracking, recording and analyzing costs associated with the activity of an organization, where cost is defined as 'required time or resources. Costs are usually measured in units of currency by convention, and there are at least three approaches to costing, which are standard costing, activity- based costing, and throughput accounting. Question: 228 Which of the following refers to the process of tracking, recording and analyzing costs associated with the activity of an organization? 109 A. Activity management accounting B. Proactive management accounting C. Cost accounting D. Budget management accounting E. Process management accounting F. None of the choices. Answer: C Cost management is the process whereby organizations use different cost accounting techniques to report or control the various costs of doing business. Cost accounting refers to the process of tracking, recording and analyzing costs associated with the activity of an organization, where cost is defined as 'required time or resources. Costs are usually measured in units of currency by convention, and there are at least three approaches to costing, which are standard costing, activity- based costing, and throughput accounting. Question: 229 With cost accounting, possible approaches may include (choose all that apply): A. standard costing B. activity-based costing C. throughput accounting D. linked accounting E. linked costing F. None of the choices. Answer: A,B,C Cost management is the process whereby organizations use different cost accounting techniques to report or control the various costs of doing business. Cost accounting refers to the process of tracking, recording and analyzing costs associated with the activity of an organization, where cost is defined as 'required time or resources. Costs are usually measured in units of currency by convention, and there are at least three approaches to costing, which are standard costing, activity-based costing, and throughput accounting. Question: 230 Standard costing simplifies accounting. 110 A. True B. False Answer: A The idea of standard costing came from the need for managers to make decisions about products and pricing in simple ways. Since most costs were believed to be variable, managers could simply total the variable costs for a product and use this as a rough guide for decision-making. Standard costing took such an idea further by dividing the fixed costs by the number of items produced, and treating the result as if it were a variable cost. This way, managers may effectively ignore the fixed costs. The terms "direct costs" and "indirect costs" often replace the variable/fixed terminology for better reflecting the way allocation of overhead is actually calculated. Question: 231 Which of the following is a drawback of standard costing? A. it tends to slightly distort the resulting unit cost. B. it tends to greatly distort the resulting unit cost. C. it is costly to implement. D. it is always not accurate. E. None of the choices. Answer: A Standard costing simplifies the decision process to a great extent. However, it tends to slightly distort the resulting unit cost. If in the context of a mass- production industry where only one product line is produced and where fixed costs are low, the distortion could be minor and tolerable. Question: 232 Which of the following is basically costing by activities? A. ABC B. BAA C. ACS D. ADR 111 E. LCC F. None of the choices. Answer: A Simply said, Activity-based costing (ABC) is costing by activities - those activities that are regularly performed inside an organization. With this approach, accountants assign 100% of each employees time to the different activities performed at work so that the total cost spent on each activity can be determined by summing up the percentage of each worker's salary spent on that activity. Since each product and service is produced and delivered via the activities performed by the employees at work, different activities can be assigned to different products using proper allocation methods. With the resulting activity cost data, one might determine where to focus the operational improvement efforts. Question: 233 Activity-based costing can help in focusing the operational improvement efforts. A. True B. True only with static cost data C. True only with dynamic cost data D. False Answer: A Simply said, Activity-based costing (ABC) is costing by activities - those activities that are regularly performed inside an organization. With this approach, accountants assign 100% of each employees time to the different activities performed at work so that the total cost spent on each activity can be determined by summing up the percentage of each worker's salary spent on that activity. Since each product and service is produced and delivered via the activities performed by the employees at work, different activities can be assigned to different products using proper allocation methods. With the resulting activity cost data, one might determine where to focus the operational improvement efforts. Question: 234 Before performing ABC, what should be defined to document the organization's policies, practices, methods, measures, costs and their interrelationships at a particular location at a particular point in time? 112 A. baseline for business process improvement B. checklist for business process improvement C. milestones for business process improvement D. mission statements for business process improvement E. None of the choices. Answer: A Before performing ABC, a baseline for business process improvement should be defined to document the organization's policies, practices, methods, measures, costs and their interrelationships at a particular location at a particular point in time. Through this exercise, activity inputs and outputs across functional lines of business can be identified. One important function of ABC is the identification of value added activities and non-value added activities. Value added activities are those for which the customers are usually willing to pay for the service. Non-value added are activities that create no value in return. Question: 235 One important function of ABC is the identification of value added activities. A. True B. False Answer: A Before performing ABC, a baseline for business process improvement should be defined to document the organization's policies, practices, methods, measures, costs and their interrelationships at a particular location at a particular point in time. Through this exercise, activity inputs and outputs across functional lines of business can be identified. One important function of ABC is the identification of value added activities and non-value added activities. Value added activities are those for which the customers are usually willing to pay for the service. Non-value added are activities that create no value in return. Question: 236 Which of the following refers to the total cost of ownership of a product over its useful life? A. ABC B. BAA 113 C. ACS D. ADR E. LCC F. None of the choices. Answer: E Life-cycle cost (LCC) refers to the total cost of ownership of a product over its useful life. This kind of costing method is especially popular for engineering projects where a new product is being designed, developed, manufactured, and tested for years before formal production and marketing can take place. Do note that the time period in which each cost component is realized can differ a lot depending on the nature of the product in question, meaning products with the same total cost can have totally different cost distribution over time. Question: 237 Which of the following is an alternative to cost accounting? A. Throughput accounting B. Performance accounting C. Progress accounting D. Checkpoints accounting E. None of the choices. Answer: A Throughput accounting is an alternative to cost accounting. It is not based on Standard Costing or Activity Based Costing. As a matter of fact, it is not costing and it does not allocate costs to products and services. The concept of throughput accounting begins with the idea that each organization has a goal and that better decisions increase its chance of achieving the goal. Question: 238 The concept of throughput accounting begins with the idea that each organization has a goal and that better decisions increase its chance of achieving the goal. A. True 114 B. False Answer: A Throughput accounting is an alternative to cost accounting. It is not based on Standard Costing or Activity Based Costing. As a matter of fact, it is not costing and it does not allocate costs to products and services. The concept of throughput accounting begins with the idea that each organization has a goal and that better decisions increase its chance of achieving the goal. Question: 239 Which of the following refers to the process in which companies evaluate various aspects of their business processes in relation to best practice within their own industry? A. Benchmarking B. Q-marking Check- marking C. Check-pointing D. Auditing E. None of the choices. Answer: A Benchmarking is a process in which companies evaluate various aspects of their business processes in relation to best practice within their own industry. This allows ones to develop plans on how to adopt such best practice. Although benchmarking can be a one-off event, it is often treated as a continuous process. Question: 240 Which of the following generally refers to the process by which the efforts of all personnel responsible for an acquisition are coordinated through a comprehensive plan for fulfilling the acquisition in a timely and effective manner, and to obtain competition to the maximum extent practicable with due regard to the nature of the supplies or services that are in need? A. Acquisition planning B. Research planning C. Coordination planning D. Grant Administration Planning E. None of the choices. 115 Answer: A "Acquisition planning" generally refers to the process by which the efforts of all personnel responsible for an acquisition are coordinated through a comprehensive plan for fulfilling the acquisition in a timely and effective manner, and to obtain competition to the maximum extent practicable with due regard to the nature of the supplies or services that are in need. It usually involves the development of the overall strategy for managing the acquisition, often using knowledge gained from prior acquisitions for further refining requirements and acquisition strategies. 116 For More exams visit https://killexams.com/vendors-exam-list Kill your exam at First Attempt....Guaranteed! | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
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Internationalization of curriculum helps community colleges meet their goals of diversity, equity, and inclusion. It serves as the perfect vehicle to create a culture of collaborative learning that transcends diversity and prepares students for jobs in an economy that requires knowledge of global issues and the ability to work with people from diverse backgrounds. The professional development tools and resources included in the A Future-Ready Workforce: Preparing Community College Students for the Global Economy program, will assist faculty in your technical programs to internationalize their course and add a global perspective to industry partnerships, including work-based learning.
Examples
Want to learn more? Start by taking the Preparing Community College Students for a Global Economy Introductory Module to learn about global competence for career readiness. Then be sure to watch Module 2: Developing a High-Quality Internationalized CTE Program, a short 15-minute online professional development module that provides an overview of learning needs of today’s diverse community college students, ACTE’s High Quality CTE Framework, and tools to connect global competence to career fields. The Records Administration & Compliance team works as a collaborative, caring partner to ensure the efficient delivery of HR services in meeting the needs of those we serve. We are committed to demonstrating integrity and a positive forward-looking approach with the services we offer. Our mission is to:
Records Administration & Compliance Staff
Leigh Richards has been a writer since 1980. Her work has been published in "Entrepreneur," "Complete Woman" and "Toastmaster," among many other trade and professional publications. She has a Bachelor of Arts in psychology from the University of Wisconsin and a Master of Arts in organizational management from the University of Phoenix. Budget Administration Resources The University offers several online tools to help you better understand and manage your department's budget. Web*FinancialsThe Web*Financials suite helps you track all aspects of your department’s finances. Comprised of several smaller tools, including Web*Finance, Web*Salary, Web*Budget, and Web*Merit, the Web*Financials suite allows you to monitor and manage your budgets, salaries, and merit increases online. We offer in-person training sessions for Web*Finance and Web*Salary, the two primary sections of the Web*Financials suite. To learn more about the two sessions or to register, please visit our Online System Training for Managers page. We also have an online guide for using Web*Salary, a tool that allows you to manage and track your department's salaries, and an online guide for using Web*Merit, a tool for managing merit-based salary increases. Drexel Careers (PageUp)Drexel Careers, powered by PageUp, helps managers and members of Human Resources easily collaborate on the search and hiring process for new benefits-eligible professional staff and faculty positions. Please review this Drexel Careers Resources webpage for more information. You can also contact your Human Resources Business Partner with any questions. Organizational ChartsThe Org chart software allows you to view and search the University's org charts, including information on chains-of-command, employee contact information, and if you have access to Web*Salary, employee salary information. For more information about using the organizational chart software, read the User Guide [PDF]. PURPOSEThis policy provides the process for requesting a Personal Leave of Absence not covered by another policy. APPLICABILITYThis policy applies to all benefit eligible Professional Staff Members, excluding any Professional Staff Member who is affiliated with a collective bargaining unit, provided that the Professional Staff Member is (1) is in good standing (e.g., not on a Performance Improvement Plan); (2) has stated unequivocally that the Personal Leave of Absence has not been requested for the purpose of seeking or obtaining employment outside the University; and (3) has stated unequivocally that the Personal Leave of Absence has not been requested for the purpose of working for another employer or pursuing an independent business venture during such leave. IMPLEMENTATIONImplementation of this policy is the responsibility of the Department of Human Resources in conjunction with the Designated Third-Party Administrator. ADMINISTRATIVE OVERSIGHTThe Executive Vice President, Treasurer and Chief Operating Officer is the Drexel University official responsible for the administration of this policy. POLICYProfessional Staff Members may request a Personal Leave of Absence for up to ninety (90) calendar days in a twelve-month period. The length of the leave, and Drexel's ability to grant it, will depend upon the department's or college's ability to make personnel adjustments that will ensure its continuous and satisfactory functioning during the Professional Staff Member's absence. Approval of a Personal Leave of Absence is discretionary, and such a request must be approved by the Professional Staff Member's immediate supervisor and Department Head in consultation with the HR Business Partner. DEFINITIONSDepartment Head is defined as the highest ranking administrator in a department or college/school of the University (e.g., Vice President, Dean or Department Chair). Occurrence is defined as (1) a period of absence, which may consist of one day or a series of consecutive days; and (2) an incident of lateness. Professional Staff Member is defined as an individual employed in any non-faculty category by Drexel University, including an individual who is deemed to be either exempt or non-exempt under the provisions of the Fair Labor Standards Act (FLSA) and/or applicable state law. PROCEDURES
If a request for Personal Leave of Absence is granted, the department or college agrees to hold the Professional Staff Member's position open for the approved leave period up to ninety (90) calendar days. If the Professional Staff Member has not returned to work from a Personal Leave of Absence after ninety (90) calendar days, it may be considered voluntary termination of employment. At that point, the department may post the position, or take any other action regarding the position as deemed necessary. If the position has been posted but not yet filled, the former Professional Staff Member may reapply. In any event, a Professional Staff Member on an approved Personal Leave of Absence has no greater right to conditions of employment than if the Professional Staff Member had been continuously in the workplace. For example, the position of the Professional Staff Member on approved Personal Leave of Absence may be subject to discontinuation in accordance with Drexel's business decision to eliminate the position. AT-WILL EMPLOYMENT NOT AFFECTED Request blocked. We can't connect to the server for this app or website at this time. There might be too much traffic or a configuration error. Try again later, or contact the app or website owner. Generated by cloudfront (CloudFront) Request ID: BMZarQBHufWzo2-Dh1u9DnigZWwfqGWbAp1A6r4dZWVD2mP4HK-5qw== Register By: February 24 Classes Start: February 26 The MBA That Fits Your Life
MBA in HR Online Program OverviewA human resources concentration built into an MBA? That's the type of degree that can fit well into your career-advancement goals. The Master of Business Administration (MBA) in Human Resources at Southern New Hampshire University prepares you to take on this increasingly important role. And because it’s an MBA, its approach to the HR discipline is to enhance your business acumen first and foremost, along with your ability to drive change. The program lays a foundation in standard business administration topics, weaving courses like leadership, marketing, finance and operations throughout your coursework. You'll dive into them in different ways. For example, you won't just learn about leadership, you'll learn how to lead people, organizations and organizational change. The comprehensive nature of this program makes it a great option for anyone interested in honing their business skill sets, strengthening marketability and increasing career opportunities – whether you're a recent undergraduate, a well-established professional or somewhere in between. With only 30 credits required to graduate for just over $19k, the new MBA program also allows you to move through your core coursework faster and for less, even giving you the ability to finish in about a year should you choose to take part full time. However, despite the accelerated timeline, you can still anticipate the same level of rigor and complexity that you would find in a traditional MBA, allowing you to get the most out of your program in the least amount of time. "Everything is business as you progress up the ranks of leadership,” said Kate Noor, an MBA academic advisor at SNHU. As with all of our HR programs, the MBA in Human Resources aligns with SHRM’s guiding principle – that human resource professionals must be prepared to play a key role in the success of today's agile companies. SHRM is considered the industry standard in HR credentialing. The coursework was designed to include competencies found in the SHRM Book of Competency and Knowledge (SHRM BoCK™), which forms the basis for SHRM-issued HR credentialing opportunities. The SHRM BoCK covers the 8 behavioral competencies and HR knowledge human resources professionals need to do their best work.1 Melanie Rowe ’18G says her MBA in HR prepared her on many levels. “The classes at SNHU have taught me a lot about change management, people management, group dynamics, company culture and leadership,” she said. “I’ve used this knowledge in my relationship management and to position myself as an informal leader, which makes it easier for me to recommend and implement change.” What You'll Learn
How You'll LearnAt SNHU, you'll get support from day 1 to graduation and beyond. And with no set class times, 24/7 access to the online classroom and helpful learning resources along the way, you'll have everything you need to reach your goals. Career OutlookThe HR role will continue to evolve as companies in every industry adjust to the long-term effects of events like the COVID-19 pandemic. But whether the workforce expands or contracts as organizations retool, there could always be demand for strong human resource leadership. Results from the 2021 Graduate Management Admission Council (GMAC) Demand for Graduate Management Talent Survey show that businesses are seeking qualified MBA degree holders to assist with organizational restructuring fueled by the pandemic. And according to the 2021 GMAC Enrolled Student Survey, almost 8 in 10 enrolled students who responded agree that a graduate business education is a worthwhile investment, even in times of economic uncertainty.2 Likewise, most survey respondents feel confident in their employability in the face of the many challenges imposed by the global pandemic.2 This speaks to the value that earning your MBA in Human Resources can add to your resume, despite the ever-changing landscape. It's one of the most respected and versatile degrees in business, and it can help qualify you for a number of roles at the management level or above by furnishing you with both the strategic and soft skills needed to succeed in times of uncertainty. Some of the top needed skills from MBA degree holders include leadership, strategy and innovation, decision making, and strategic and systems skills, according to GMAC.2 All of these skills are woven into SNHU's MBA in HR, plus embedded industry-aligned credentials are offered in many of these key areas.
“HR professionals need to understand business and think business first,” she said. “They also need to recognize that almost everything they need to do is to be done through other people – line managers, employees and their colleagues. Hence, they need to be able to build effective influencing and relationship skills.” Earning your MBA in Human Resources can prepare you to pursue a variety of positions, including:
The outlook is good for these roles. According to the 2021 GMAC Demand for Graduate Management Talent Survey, demand for graduate management talent is returning to pre-pandemic levels.2 So whether you’re entering the HR field or looking to step up into management with your current employer, the MBA in HR can take you in a number of directions. You’ll find your MBA HR degree opens doors in managerial and executive positions across a diverse range of industries. According to the BLS,3 those industries include:
Results from the 2021 GMAC Demand for Graduate Management Talent Survey also show that growth in the technology sector specifically has fueled the hiring of business school graduates.2 The beauty of an MBA in Human Resources is its versatility to cut across industries and areas of interest. “A student’s decision to be in one industry or another has to do with their passions,” said Gogliettino. “I like mission-driven organizations. I like the multi-layers of complex issues you get in healthcare. But a student who’s adept at HR can work in any industry.” If the C-suite is in your sights, an MBA in HR can help you get there faster. While every business values people management skills, many employers place greater emphasis on the ability to manage programs that affect their entire workforce. And, according to the BLS, employers generally compensate better for these skill sets.2 However, no matter which direction or industry you choose, MBA degree holders command some of the highest average starting salaries according to GMAC, with a median starting salary of $115,000.2 So not only is the program designed to equip you with the necessary skills to excel in business and HR, getting your MBA in HR degree could lead to higher earning potential. Job Growth and SalaryThe MBA in HR could put you on a growing, lucrative path. Job GrowthThe outlook looks good for roles through 20323:
SalaryAnd the 2022 median salaries for jobs were much higher than the pay of all workers combined3:
Understanding the Numbers Where Could You Work?Some of the largest employers of HR managers are: Professional, Scientific and Technical ServicesProvide a number of services, such as payroll, consulting, training and acquisition, among other roles. Corporations and EnterprisesServe in an HR leadership position that gives you the opportunity to make decisions that can move organizations forward. ManufacturingManage HR functions in an industry that you're passionate about, like computers, furniture, textiles, food and more. HealthcareBecome an HR leader in a fast-growing field, making employee-focused, data-driven decisions aimed at improving patient outcomes. Start Your Journey Towards an Online Human Resources Degree
Why SNHU for Your MBA in Human Resources OnlineFlexible With no set class meeting times, you can learn on your schedule and access online course materials 24/7. Affordable As part of our mission to make higher education more accessible, we’re committed to keeping our tuition rates low. In fact, we offer some of the lowest online tuition rates in the nation. Prior coursework and work experience could also help you save time and money. SNHU’s transfer policy allows you to transfer up to 12 credits from your previous institution. You could also earn college credit for previous work experience. Respected Founded in 1932, Southern New Hampshire University is a private, nonprofit institution with over 160,000 graduates across the country. SNHU is accredited by the New England Commission of Higher Education (NECHE), a regional accreditor, which advocates for institutional improvement and public assurance of quality. Recently, SNHU has been nationally recognized for leading the way toward more innovative, affordable and achievable education:
Network At Southern New Hampshire University, you'll have access to a powerful network of more than 300,000 students, alumni and staff that can help support you long after graduation. Our instructors offer relevant, real-world expertise to help you understand and navigate the field. Plus, with our growing, nationwide alumni network, you'll have the potential to tap into a number of internship and career opportunities. 93.6% of online students would recommend SNHU (according to a 2022 survey with 17,000+ respondents). Discover why SNHU may be right for you.
Admission RequirementsExpanding access to quality higher education means removing the barriers that may stand between you and your degree. That’s why you can apply at any time and get a decision within days of submitting all required materials: Acceptance decisions are made on a rolling basis throughout the year for our 5 graduate terms.
How to ApplyIf you’re ready to apply, follow these simple steps to get the process going: 
What SNHU Graduates are SayingMelanie Rowe ’18G “As a director, it’s important to have a good business foundation in addition to expertise in your field. SNHU’s MBA program allows me to take the core business classes I need to be a director in addition to the HR classes I would take if I was just pursuing a master’s degree in HR.” Courses & CurriculumThe business world needs well-educated human resource professionals more than ever. SNHU's MBA in Human Resources online was designed to expand your expertise on a wide range of human resource management topics. Like all of our online MBA programs, it explores today’s most relevant themes, including ethics and corporate social responsibility, leadership, strategy, management, technology and innovation. And because it’s an online program, it allows you to build relationships with a diverse group of students while enhancing the “soft skills” that are so essential to success in business.
The MBA in HR consists of 7 core MBA courses and 3 human resource courses. Depending on your academic background, you may need to supplement the core courses with business foundation coursework. However, those with a bachelor’s in business administration, human resources or a related area may be able to waive one or more foundations – and jump into the core more quickly. The MBA in HR program follows the same structure as our other MBA programs, allowing you to:
The MBA human resource management concentration stresses the strategic nature of the HR role. You’ll learn how the HR system helps drive the overall organizational mission and see its impact from both a human resource and business perspective. Broad themes include:
The human resource courses that make up SNHU’s concentration align with the guiding principles of the Society for Human Resource Management (SHRM), the industry standard in HR credentialing. Coursework emphasizes competencies in the SHRM Book of Competency and Knowledge (SHRM BoCK™), which forms the basis for SHRM credentials.1 As you progress through the MBA in HR program, you may take these 3 concentration courses:
As you complete your MBA in Human Resources concentration courses, you’ll learn to lead and operate within cross-functional teams by effectively navigating the complexities of HR management. “HR is complex, because it has a lot of different variables to it,” said Deborah Gogliettino, SNHU’s associate dean for human resources. “It’s not something you can wing. You have to know the business plus employment laws, federal and state. You answer questions every day in your work.” Melanie Rowe '18G works for a nonprofit and believes “it’s important to have a good business foundation in addition to expertise in your field.” She most enjoys working in compliance, because she likes “being involved in the action." “Compliance lets me get involved in every department in the organization,” she said. “I get to learn how everything functions, help fix things that aren’t working and ensure that our process and programs are supporting the organization’s sustainability.” SNHU also offers a graduate certificate in human resource management, which MBA in HR students can take as a standalone or fold into their program with minimal additional courses. Taking advantage of this opportunity lets you walk away with not one but two in-demand credentials. Together, these two credentials provide robust competency in multiple areas of business as well as HR – an ideal way to increase your knowledge, skills and marketability. Don't have a business background? No problem. Our MBA is accessible to everyone. Interested students must have a conferred undergraduate degree for acceptance, but it can be in any field. Those without an undergraduate degree in business or a related field may be asked to complete up to 2 foundation courses to get started. These foundations cover essential business skill sets and can be used to satisfy elective requirements for the general-track MBA. With foundations, the maximum length of your online MBA would be 36 credits. Attend full time or part time. Students in the MBA have the option to enroll full time (at 2 classes per term) or part time (with 1 class per term). Full-time students should be able to complete the program in about 1 year, while part-time students could finish in about 2 years. Our students are busy, often juggling jobs, family and other obligations, so you may want to work with your academic advisor to identify the course plan that works for you. The good news is, you can switch from full time to part time and back again as often as you want.
Minimum Hardware Requirements
Notes:
Master of Business Administration (MBA) Technical RequirementsVideo Communication Platform:
Internet Connectivity for Virtual Labs:
University Accreditation
Tuition & FeesTuition rates for SNHU's online degree programs are among the lowest in the nation. We offer a 25% tuition discount for U.S. service members, both full and part time, and the spouses of those on active duty.
Tuition rates are subject to change and are reviewed annually. Additional Costs: Frequently Asked Questions
What can you do with an MBA in Human Resources?Whether you’re entering the HR field or looking to step up into a management position, the MBA in Human Resources can take you in a number of directions. Common roles to consider include:
Where can I get a master's in human resources?While you have many options for a master's in human resources, start by ensuring the program is accredited by the Accreditation Council for Business Schools and Programs (ACBSP), the industry's leading accreditation council. In addition to an MBA in Human Resources, Southern New Hampshire University offers master's in human resource management. Both programs are accredited by ACBSP and align with SHRM’s guiding principle – that human resource professionals must be prepared to play a key role in the success of today's agile companies.
Is HR a good career choice?Yes, HR continues to be an excellent career choice. The U.S. Bureau of Labor Statistics projects 5% job growth for human resource managers through 2032 and had a 2022 median salary of $130,000.3 Related roles, such as compensation and benefits managers, also show steady demand and high income potential, earning a 2022 median salary of $131,280.3 Of course, if you're not ready for a master's degree, you can still get your foot in the door with an undergraduate human resources degree online, or boost your professional credentials with an online HR certification. Two key workforce trends are fueling demands for HR managers: human resource information systems (HRIS) and financial wellness. SNHU’s MBA in Human Resources addresses both areas. With the growing use of cloud-based human resources technology, HR professionals need to develop fluency in this area. Deborah Gogliettino, SNHU’s associate dean for human resources, says a business student with IT skills can get into HR systems or analysis within a couple of years – and command a higher salary. Gogliettino says change in employee wellness has fueled the financial wellness trend. “There’s still a focus on work/life balance, but now there’s a heightened focus in upcoming generations interested in financial literacy.”
Which is better, an MBA or MHRM?Where do you want to take your career? Do you want more flexibility to move around in the workforce, or do you want to move up the ladder in HR? Understanding what you want in future roles should help you determine which path is best for you. An MBA can deliver you a more well-rounded business education, where you'll study courses like strategy, accounting and marketing within your coursework. An MBA can be useful across all industries and throughout many types of organizations. At Southern New Hampshire University, you also have the option to add a 3-course concentration – like HR – to your program, helping you build the skill set you need for your current goals. A master's in human resource management (MHRM), on the other hand, focuses solely on HR. You'd learn how to focus on an organization's mission, vision and goals. And you'd gain skills like negotiation, global and cultural context, legal and ethical principles, communication and strategy. Deborah Gogliettino, SNHU’s associate dean for human resources, advises anyone with higher aspirations in HR to “go get your master’s in HR. … When you start to move forward, you can start to see how your ideas can take shape.”
How much does a master's in HR cost?You have many options when it comes to pursuing a master’s in HR. The difference comes down to where and how you pursue your degree. Generally, the price tag for online programs runs lower than traditional on campus programs. At $637 per credit, Southern New Hampshire University's 30-credit MBA in Human Resources costs just $19,110 in tuition. That makes it one of the most affordable MBA programs in the country! While SNHU's MBA in Human Resources program was designed for anyone with a bachelor's degree, if you don't have a business background, you may be asked to take 1 or 2 foundation courses to help set you up for success. These classes fall outside of the MBA program curriculum. For total costs, the only additional investments would be your class resources. There's no application fee and no extra costs for required technologies, saving you even more money on the path to your master's. SNHU's mission is to expand access to education, and keeping tuition rates low is just one of the ways it helps you get you where you want to go. Marketing Instructor Lori Flowers: A Faculty Q&ALori Flowers brings more than 20 years of experience in marketing and promotions in the radio industry to the online classroom as an adjunct instructor in SNHU's communications program. Recently she answered questions about her career, the importance of education and more. What is a Business Consultant?In today’s globally interconnected economy, organizations are constantly looking for ways to become more efficient and more profitable. Business consultants are relied upon by companies and corporations of all shapes and sizes to create strategies designed to help those organizations succeed. SNHU Spotlight: Tatiana Toledo, BS in Sports Management GradTatiana Toledo '21 was a competitive basketball player for 12 years before she was sidelined due to injury. But even what her plans changed, her passion for athletics never subsided. That's why she decided to earn a bachelor's degree in sports management from SNHU. References
Sources & Citations (1, 2, 3)1Society for HR Management (SHRM), on the internet, at:
2Graduate Management Admission Council (GMAC), on the internet, at:
3Bureau of Labor Statistics, U.S. Department of Labor, Occupational Outlook Handbook, on the internet, at:
Cited projections may not reflect local and/or short-term economic or job conditions and do not ensure actual job growth. Following are recommended guidelines (policies and procedures) for handling on-going compensation issues as an employee of Saint Louis University. Salary StructureHuman Resources is responsible for establishing and maintaining the University's salary structure(s). A salary structure consists of a number of grades intended to reflect typical industry pay levels related to each job. Each pay grade is constructed with a minimum and maximum dollar amount. The minimum and maximum represent the lowest and highest salary that may be paid for a job assigned to that pay grade. The spread between the minimum and maximum is referred to as the range. The dollar range associated with each pay grade is designed to:
Human Resources will annually review the salary structures to ensure a competitive posture within our various labor markets and will adjust the structure by the appropriate labor market rates using third party published survey data. Each job is assigned to a pay grade based on a comparison of the job in relation to similar jobs in the relevant industry and geographic market and an evaluation of duties and responsibilities of the job relative to other jobs. Senior management determines how the pay ranges are positioned relative to the labor market. The overall compensation strategy will determine whether the pay ranges are above, below or equal to the labor market. This strategy is reviewed periodically and may change from time to time to meet changing business needs. Any changes made to the salary structure(s) are independent of individual salary adjustments granted to employees. Employees below the pay range minimum
If as a result of a pay range adjustment, an employee falls below the minimum of the pay range assigned to their job, the employee's salary will be adjusted to the new minimum of the pay range consistent with the University's Staff Performance Management policy and practices. Employees above the pay range maximum
In cases where an employee's current salary or proposed adjusted salary will exceed the maximum of the pay range, the employee may receive a lump sum merit increase to be paid separately and not added to their base salary, until the employee's base salary is recaptured within the salary structure from future salary structure movement. Job Descriptions/Job DocumentationTo assure accurate and valid evaluation of all jobs, it is the responsibility of each department director/manager to regularly review and maintain current job descriptions for all separate and distinct jobs within their department. It is recommended that during the performance review each year that the job description be reviewed to ensure accurate essential responsibilities. Human Resources will provide such assistance as may be requested. Job descriptions provide the organization with important job documentation, such as:
Job descriptions also play an important role in compensation administration, as well as other personnel management functions. They are used to:
Human Resources is responsible for reviewing new jobs, confirming job titles, reviewing changes in existing job classifications that may impact the grade assignment, and approving pay grades and ranges. Job documentation is the process of collecting and reporting pertinent information about the nature of a specific job that is used to make compensation decisions. The following job documentation must be submitted with each job evaluation/re-classification request:
Job EvaluationJob evaluation is a systematic process for determining the worth of a job within an organization relative to all other jobs in the organization. The basic purpose of evaluating jobs is to establish a system of relationships between jobs that recognizes their similarities, differences, and organizational contributions as well as its market value. It provides, as a result, an objective basis for attaching pay ranges to jobs. Both new and existing jobs will be evaluated using the documentation outlined above. An existing job may be re-classified to a higher or lower pay grade based on expanded or reduced duties and responsibilities. In most instances, the employee should complete the job description questionnaire; the supervisor should review it for completeness and accuracy; the department director should approve it and then forwarded it to Human Resources. There will be a one year moratorium on changes to existing jobs after the completion of the salary study, except in the event of a "reorganization" that will be subject to review and approval by the unit vice president, the vice president of Human Resources, the chief financial officer and the president. After this moratorium, reclassifications will occur one time per year. All reclassifications requests should be made on or before January 1 of each year to be effective July 1. Human Resources will use the following definitions to determine the type of re-classification request. Newly created jobs
These positions are newly created jobs that do not currently exist in any other unit, are new to the unit or new to the budget, have at least 60% of time spent performing the jobs' essential responsibilities (as identified in the current job descriptions), are not presently found in the descriptions of other jobs within the University, unit, budget, and are not the result of changes in existing jobs. Changes in existing jobs
Reclassification is defined as a job where at least 60% of time spent performing the jobs' essential responsibilities, as identified in the current job description have changed and may warrant a new job title and a new job description. This can include movement of a job to a higher, lower or same salary grade and are typically within the same job family. Funding for salary adjustments as a result of a reclassification will be provided by the department/division requesting the reclassification. Amended job is defined as a job in which at least 60% of the jobs' essential responsibilities, as identified in their job description, have not changedbut a title change may be required to better fit what they are doing in their job. This may also require an update to the job description. The classification of existing positions can be changed when it is determined that the position is incorrectly classified. The supervisor must have facts that support the requested change. Human Resources will then:
External Equity (Market Pricing)Market pricing is the process of attaching monetary rates to jobs so that the system of internal equity established through job evaluation acquires the added dimension of external equity. It is through market pricing that the internal values of jobs to an organization are aligned with external rates of pay the labor market indicates to be appropriate for those jobs. Market pricing preserves competitiveness with other organizations, reflects economic supply and demand factors affecting specific jobs, and recognizes differences in the various mixes of occupations. Together, internal equity and external competitiveness (market pricing) factors bring balance to compensation decisions. It is important to remember that the process of market pricing is an analysis of the duties and responsibilities of a job and not an analysis of an employee's level of performance or of a candidate's background or experience. Internal EquityInternal equity refers to the worth of a job within an organization relative to all other jobs in the organization. Internal job evaluation is the methodology utilized to establish internal equity. Job evaluation expresses the organization's culture and values, allocates compensation funds according to expected contribution to the organization and assists with the valuing of non-benchmarked jobs. Internal equity factors such as knowledge, judgment, autonomy, complexity etc., are used to determine the appropriate internal hierarchy of jobs within the University. Starting Rates (New Hires)Determination of starting pay for a new hire is based on several factors:
New Hire Salary GuidelinesThe normal hiring range for new employees is between the minimum and the first quartile of the pay range. New hires that meet the requirements for the job, but possess less than one year of relevant experience for the job will normally be hired at or near the minimum of the pay range. Hiring within the normal hiring range will provide the greatest future incentive for salary increases based on achievement. It also assures salary expense control in the absence of demonstrated performance. There may be occasions when a candidate's qualifications and relevant work experience warrant a starting salary that is greater than the first quartile of the pay range. Relevant experience is defined as those skills and attributes as identified in the job specification and uniformly recognized in the external market. All requests for hiring rates above the normal hiring range must be submitted to Human Resources for review and approval with concurrence from Senior Management before an employment offer is made. For individuals hired between January and July, each vice president has the discretion to allow an adjustment to salary at such time they deem appropriate. Funding for salary adjustments will be provided by the department/division requesting the adjustment. PromotionsA promotion is the advancement of an employee from his or her current job to another open job with greater responsibilities in a higher pay grade. The promotion is based on documented, demonstrable increase in the scope of work. And may or may not have a 60% change in responsibilities depending on the "importance level" of the changes. The granting of a different title alone, without a change in pay grade, is not considered a promotion. A reclassification promotion may occur when an incumbent in a job family increases responsibility, autonomy, judgment or decision making and is promoted via the reclassification process. Promotions may include an increase in responsibilities, a change within the job family, a change from non supervisory to supervisory or a change from non exempt to exempt due to increased level of decision making or responsibility for policy for the organization. Salary AdjustmentsAn employee who receives a promotion to a higher salary grade (either by taking on a new job or the employee's current job is reclassified to a higher salary grade) should receive a salary increase at the time the promotion becomes effective, to at least the minimum of their new pay range. Promotional increases are limited to a 5-10% increase in base salary, or to the minimum of their new pay range, whichever is greater. Increases will be capped at the pay grade maximum and are subject to review and approval by management, department budget and Human Resources. Promotional salary increases will be granted at the time of the promotion. DemotionsDemotions are defined as reductions in job duties and responsibilities that result in a salary grade reduction. Demotion decreases are limited to a 5-10% decrease in base salary or to the maximum of their new pay range, whichever is greater and are subject to review and approval by management, department budget and Human Resources. Lateral TransfersIf or when an employee is either recruited to or assigned another job within the same salary grade with essentially the same job responsibility level, the employee will remain at their current salary level and salary grade to which they are currently assigned. Salary adjustment requests for lateral transfers, based on internal and/or external equity or a significant change in job status are limited to a 5% increase in base salary and are subject to review by management, department budget and Human Resources. Records Administration & Compliance provides support to UAB and UAB Hospital departmental representatives in the processing of personnel actions via the UAB Administrative System and the ACT Document form. The Records Administration & Compliance department also maintains all documentation related to personnel actions throughout an individual’s employment with UAB. Follow the links below to learn more about records services at UAB. | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
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Deborah Gogliettino, SNHU’s associate dean for human resources, explains it further.
“An MBA is great for those in a ‘traditional’ business setting, but every industry has room for an MBA in some capacity. What you learn is beyond just crunching numbers," said SNHU academic advisor Kate Noor.
Southern New Hampshire University is a private, nonprofit institution 
