Human Resource Management (CIPD Accredited) MSc Add to your prospectus

  • Programme duration: Full-time: 12 months   Part-time: 24 months
  • Programme start: September 2019
  • Entry requirements: You will need a 2:1 Honours degree or international equivalent in any discipline. Non-graduates with very extensive professional experience and/or other prior qualifications may also be considered.
Human Resource Management msc

Module details

Programme Structure

This 12-month programme consists of nine compulsory modules, including ‘Academic and Practitioner Perspectives’, which runs over both semesters. Over the summer, students undertake a case study in ‘HR in an Organisational Context.’

Student are required to complete 180 credits to achieve a full MSc.

Compulsory modules

Strategic Learning, Training and Development (ULMS522)
LevelM
Credit level15
SemesterFirst Semester
Exam:Coursework weighting0:100
Aims

To provide students with knowledge of the principles and current issues relevant to strategic learning, training and development.

 

To support students’ development of subject specific and key transferable skills necessary for employment positions related to the management of human resources.

 

To provide opportunities for students to acquire a range of analytical techniques required for the effective operational and strategic design of learning, training and development platforms.

Learning Outcomes

Describe and critique theories of knowledge management, learning, training and development.

​Explain learning theories and their relevance for understanding approaches to planning, performance and knowledge management.

​Analyze and critique systems of organization in terms of their impact on learning and emergent strategy.

​Explain the importance of micro-level activities, systems and processes that influence the development of learning in a dynamic and complex organizational context.

​Evaluate and describe individual and organizational barriers to learning, training, and development in a variety of context. 

​Design and develop organisation-based knowledge management strategies and programmes that promote, facilitate and exploit processes of organisational learning, taking account of a range of contextual factors.

​Act ethically and professionally with a demonstrated commitment to equality of opportunity and diversity and to continuous personal and professional development.

People and Performance Management (ULMS784)
LevelM
Credit level15
SemesterFirst Semester
Exam:Coursework weighting50:50
Aims

The aim of this module is to provide students with understanding of contemporary people management issues from a performance management perspective. The module will engage with contemporary debates in human resource management issues such as engagement, commitment and capability.

Learning Outcomes

Demonstrate critical and ethical awareness of the strategic and operational implications for performance management systems within organizations.

​Describe how performance management systems can be integrated into existing management systems and work.

​Explain the roles and responsibilities for performance management.

​Discuss and critique the implications of contemporary performance management approaches.

​Explain the potential contribution of performance management to the development of individual, group and organizational capability.

​Explore international performance management, with particular reference to East/West differentials.

​Critically evaluate the effectiveness of performance management.

Strategic Hr (ULMS786)
LevelM
Credit level15
SemesterFirst Semester
Exam:Coursework weighting50:50
Aims

To provide students with knowledge of the principles and current issues relevant to HR strategy in contemporary organisations.

To support students'' development of subject specific and key transferable skills necessary for employment in positions related to the management of human resources.

To provide students with the opportunity to acquire a range of analytical techniques required for effective people management.

Learning Outcomes

Review and critically evaluate major contemporary research and debates in the fields of human resource management (HRM) and human resource development (HRD).

​Evaluate major theories relating to motivation, commitment and engagement at work and how these are put into practice by organisations.

​Debate and critically evaluate the characteristics of effective leadership and the methods used to develop leaders in organisations.

​Contribute to the promotion of flexible working and effective change management in organisations.

​Critically discuss the aims and objectives of the HRM and HRD function in organisations and how these are met in practice.

​Assess the contribution made by HRM and HRD specialists in different types of organisation.

​Promote professionalism and an ethical approach to HRM and HRD practice in organisations

Diversity Management (ULMS794)
LevelM
Credit level15
SemesterFirst Semester
Exam:Coursework weighting50:50
Aims

To examine the diverse nature of the current workforce across the dimensions of age, race, disability, gender, religion and belief and sexual orientation and the advantages this diversity can offer to employers.

To consider both the legal and the social framework underlying the management of diversity are considered.

To consider the policies and practices that support the effective management of diversity in the workplace.

Learning Outcomes

​Demonstrate knowledge/understanding of the terms ‘equal opportunities’ and ‘diversity’ and what these mean for HR professionals.

​Demonstrate knowledge/understanding of issues related to age, race disability, gender, race, religion and belief, and sexual orientation in the workplace.

​Demonstrate knowledge/understanding of the benefits and challenges of managing diversity in the workplace.

​Demonstrate knowledge/understanding of the legal framework for managing diversity in the UK.

​Demonstrate knowledge/understanding of the organisational strategies to develop effective management of diversity.

​Demonstrate an ability to apply knowledge of diversity management issues to work situations.

​Demonstrate knowledge/understanding of demographic, social and technological trends and how they shape and impact on organisational and HR strategies and HR practices.

​Demonstrate knowledge/understanding of government policy and legal regulation and how these shape and impact on organisational and HR strategies and HR practices.

Human Resource Management : Academic and Practitioner Perspectives (ULMS550)
LevelM
Credit level30
SemesterWhole Session
Exam:Coursework weighting0:100
Aims

Support the development of students’ analysis and HR decision making skills.

For the students to demonstrate the ability to research, analyze and present information coherently. This is in relation to two main components, namely: ​

 

·      Professional and personal development / analysis of ''self’ as a critically reflective learner and

 

·      Academic (linked to professional) transition over the year and also key issues in HR within the strategic business world / overview of how their knowledge and views have changed during two semesters.

Learning Outcomes

​Manage more effectively at work or in another professional context.

​Manage interpersonal relationshipsat work more effectively.

​Makesound and justifiable decisionsand solve problems more effectively.

​Lead and influenceothers more effectively.

​Demonstrate enhanced IT proficiency.

​Demonstrate an essentialpeople management skill-set.

​Demonstrate competence in postgraduate study skills.

​Interpret financial information and manage financial resources.

Conflict Management (ULMS785)
LevelM
Credit level15
SemesterSecond Semester
Exam:Coursework weighting50:50
Aims

To provide students with knowledge of the principles and current issues relevant to conflict resolution in contemporary organisations in order to support students'' development of subject specific and key transferable skills necessary for employment in positions related to the management of human resources.

To provide an opportunity for students to acquire a range of analytical techniques required for the effective tactical and strategic negotiation for successful employee relations development.

Learning Outcomes

Enable students to acquire knowledge and understanding of theoretical and practical aspects of conflict management in relation to interpersonal skill development.

 

 

​Enable students to acquire knowledge and understanding of theoretical and practical aspects of conflict management in relation to practical negotiation training.

​Enable students to acquire knowledge and understanding of theoretical and practical aspects of conflict management in relation to understanding organisational politics.

​Enable students to acquire knowledge and understanding of theoretical and practical aspects of conflict management in relation to industrial relations in a global environment.

​Enable students to acquire knowledge and understanding of theoretical and practical aspects of conflict management in relation to changing relationship between employer and employee.

Strategic Organization (ULMS765)
LevelM
Credit level15
SemesterSecond Semester
Exam:Coursework weighting70:30
Aims

The aim of the module is to develop knowledge and understanding of multi-level processes involved in the conduct and performance of formal organisations and their constituent groups and individuals. Participants will become familiar with leading-edge theory about organisation and management and how such processes relate to strategy, organizational environment and performance. The module will serve as an intellectual platform to proceed to further modules of study.

Learning OutcomesExplain why organization is a strategic act integral to performance in and of organizations. 

​Elaborate on the theoretical and practical linkages between organization and factors of the environment, corporate strategy and performance.

​Describe and evaluate critically, classic and contemporary theories about organisational and managerial effectiveness.

​Identify processual and structural dynamics in and around formal organisations that shape organisational form, conduct and performance in contemporary environments.

​Diagnose organisational situations and appreciate alternative choices and approaches for managing people and processes in and around organisations.

Business Leadership (ULMS700)
LevelM
Credit level15
SemesterSecond Semester
Exam:Coursework weighting0:100
Aims

To provide students with an understanding of the development of leadership theory together with a critical appreciation of its applicability in a range of business contexts.

To examine contemporary leadership issues including ethical leadership and how leadership relates to diversity.

To concentrate on relating leadership models and frameworks from the literature to practitioner perspectives and concerns. 

Learning Outcomes

Define leadership and explain how it differs to management.

​Identify different sources of power for leaders and their implications for delegation and leader authority.

​Compare different types of leadership theory – trait, behavioural, contingency and transformational – together with their potential applications.

​Relate contingency approaches to leadership and authentic leadership to employee engagement.

​Recognise the business drivers for diversity, together with the significance of cross cultural influences on leadership when leading diverse teams.

​Critically appraise coaching and mentoring in relation to leadership development.

Applied Research Methods for Hrm (ULMS875)
LevelM
Credit level15
SemesterSecond Semester
Exam:Coursework weighting0:100
Aims

​Theaim of this module is to help prepare students for both their academic andmanagement careers by providing an appreciation of the collection, analysis andinterpretation of information in order to inform and achieve both academic andfuture professional activities.

The effectiveutilisation of information in order to inform decision-making is a keymanagerial skill, and this module aims to develop skills in the acquisition,analysis and management of both qualitative and quantitative information forboth academic and professional purposes. The module will initially orientatestudents around the sources of extant information that can be used to informacademic and managerial decisions. It will consider the nature of research bothin an applied managerial and more overtly academic context, before moving on toconsider more specifically the nature and methodologies of both qualitative andquantitative data deriving from both secondary and primary sources, with a viewto students completing a small research project of their own (based onsecondary sources), or completing a research proposal as to how they would conducta piece of research to achieve pre-determined research objectives.

Learning Outcomes

​Appreciate the nature of research and the research process in both academic and more practical, applied management contexts.

​Be aware of the variety of available informationsources, and assess their utility in informing both academic and applied management research.

​Distinguish between primary and secondary informationand develop a critical awareness of research methods and techniques relating tothe collection and analysis of both qualitative and quantitative data.

​Be able to determine the appropriateness of a range ofmethods for data collection and data analysis to meet research objectives,thereby becoming an informed user of management information.

​Evaluate, select, andjustify appropriate research methods in a chosen area of study, in orderto ensure that the evidence generated,its analysis and conclusions drawn are valid, reliable and ethical.

Hr in An Organisational Context (ULMS840)
LevelM
Credit level30
SemesterSummer (June-September)
Exam:Coursework weighting0:100
Aims

​Develop strategic awareness, business orientation and a concern with adding value through human resource (HR) practice, all linked to HR professional competence. 

​Research relevant topics and write a business report that can persuade key stakeholders in the organisation to change or adopt a particular policy and practice.

 

​Demonstrate the ability to diagnose and investigate a live, complex business issue from an HR perspective, to locate the work within the body of contemporary academic knowledge, to collect and analyse data, to derive supportable conclusions and to make practical and actionable recommendations for change, improvement or enhancement of current practice.

​The applied nature of the report requires a critically evaluative approach, empirical investigation and analysis and a combination of academic research and business report writing skills.

​Reflection on the implications for professional practice from an ethical, professional and continuous professional development standpoint.

Learning Outcomes

​Identify and justify a business issue that is of strategic relevance to the organisation.

     
   

​Critically analyse and discuss existing literature, contemporary HR policy and practice relevant to the chosen issue.

​Compare and contrast the relative merits of different research methods and their relevance to different situations.

​Undertake a systematic analysis of quantitative and/or qualitative information and present the results in a clear and consistent format.

​Draw realistic and appropriate conclusions and make recommendations based on costed options.

​Develop and present a persuasive business report.

​Consider the financial metrics and the financial issues related to the ideas and proposed solutions.

​Write a reflective account of what has been learned during the project and how this can be applied in the future.

​Develop the skills of critical reflection.

​Write a Personal Development Plan (PDP)