Human Resource Management MA

This module brings together key themes of organisational behaviour and culture with the leadership and management of change.  It explores behavioural issues in terms of how people interact with each other in organisations and the impact of decisions made about organisational structure, culture and leadership styles. The overall aim is to make organisations more effective. The module examines how employees make sense of, cope with or resist change in organisations.  It proposes leadership and people management approaches to manage these responses and help foster a positive organisation culture. The module also discusses readiness and capacity for change at the organisational level.

Despite dynamic influences in the business context, all successful organisations need to create and sustain their competitive advantage. This core module will develop the student’s knowledge and understanding of key influences in the business context on organisations, their management and performance, including economic, demographic, social, technological and ethical factors. The module will also focus on other influences on organisational strategy, including government and regulatory environments and the financial context.  Students will develop their financial literacy and interpret and use data and information to support strategic decision-making. The module will enable the student to appreciate the use of various strategies formulated by organisations to respond to changes in the business context and associated risks and uncertainty that impact their performance.

The HRM Research Project module develops students’ knowledge and skills in evidence-based critical academic and practitioner HRM research. The module focuses on the elements and stages of the research process, focusing on research question formulation, reviewing literature, research design, research ethics, data collection and analysis and presentation of evidence as part of research report writing. Students apply this knowledge through the planning and development of an individual HRM research project on a specific human resources area of knowledge or, within that area, a specific human resources problem, practice, policy or opportunity through evidence-based systematic enquiry, integration of theory and reflection of the impact of their research findings for HRM at an organisational level.

This module enables students to explore people resourcing and enhance their resourcing skills, which are of value within an HRM career. The module concentrates on organisations’ need to recruit and retain effective people with the necessary skills to achieve organisational objectives. It combines a strategic and practical focus on recruitment, selection, retention and dismissal with the academic rigour necessary to study resourcing and talent management in a global context. This requires an understanding of employment markets, the full range of resourcing options and relevant law.

This module is designed specifically to develop students' skills sets in relation to the CIPD Profession Map and the behaviours that have been identified as core to those working in Human Resource Management. The CIPD Profession Map seeks to set an international benchmark for the people profession, to help those people make better decisions, proceed with confidence, drive change in their organisations and progress in their careers.  The behaviours and skills that are addressed in this module are as follows: models of facilitation, the skills of self-awareness and process awareness; leadership, team working, managing change, coaching and mentoring.

This module is designed specifically to develop students' skills sets in relation to the CIPD Profession Map and the behaviours that have been identified as core to those working in human resource management. The CIPD Profession Map seeks to set an international benchmark for the people profession, to help those people make better decisions, proceed with confidence, drive change in their organisations and progress in their careers.  The behaviours and skills that are addressed in this module are as follows: the skills of consulting, the skills of disciplinary handling; unconscious bias and alternative approaches to making evidence-based decisions.

This module investigates how organisations currently apply theory and research into training events; it considers how training is designed, and delivered for effective organisational function, and for individual benefit. It examines current theory and practice of training including training needs analysis, learning, transfer of learning, training for development, and training as part of organisational strategy. It investigates how topical training methods are included in work programmes, via online, class-based and distance training. The theory of individual differences is covered to demonstrate how people learn, to inform those planning training to consider such differences. Evaluation of training is included, as well as the psychology of learning styles, current technology, and generational differences are considered when planning training event.

This module explores employment legislation in England and Wales.  It looks at statutes and case law and the implication these have on working practices.  It also explores the legal system and how it works and how this relates to the HR practices within companies.  It provides an overview of governance and how HR governance affects the company and how this relates to the legal system.

The module develops understanding of techniques and methods underpinning data informed decision-making about the workforce. It will equip you with ‘analytic literacy’ to inform decisions and shape solutions on staff related challenges. It focuses on effective workforce analytics practice achieved through the use of systematic investigative techniques. Furthermore, it develops the skills of research and enquiry to enable consideration of different ways of delivering HR and organisational objectives, increasing organisational competitiveness and demonstrating the value added by the HR.

This module concentrates on some of the main international aspects of human resource management, including its different roles in different countries, the policies, practices and procedures that transnational organisations need when designing international human resource strategies and managing personnel abroad. Topics include, but are not limited to, the employment relationship and the management of HRM in the global economy; the impact of culture and institutions on IHRM; international resourcing; types of international assignments; international performance management; international reward; international diversity and gender; and well-being, stress and work-life balance in international organisations.

This module explores different theories of learning and development relevant to career planning and progression. It includes how organisations use learning theories for their research and practice and considers the application of learning for individual differences in line with organisational strategy, education, and training. The module explores key theories relating to organisational culture and learning for leadership and management. Application of learning for stress, well-being, resilience, and work life balance are included, and a critical evaluation of application to understanding generational learning is considered.

This module focuses on the study of reward strategies, policies and practices in the context of UK as well as more globally. It explores key debates surrounding pay inequality issues including pay gap, pay ratios, living wage, as well as the role and structure of monetary and non-monetary reward. In doing so, it draws on theory from economics, psychology, sociology and HRM to encourage students to analyse reward problems and issues. It also aims to develop reward related skills including developing job evaluation and salary benchmarking.

The module will explore and consider the structure and implications of difference and inequality within the employment relationship. Examining the implementation and management of equality, diversity and inclusion (EDI) in the workplace, it will consider the structures of inequality and the economic, sociological and psychological bases of discrimination; including historical, economic and demographic dimensions. A significant part of the module will be spent using case studies to consider how EDI in the workplace can be implemented and managed. The case for equality and diversity will be discussed, together with the respective roles of the individual employee, the line manager, the HR department, EDI champion and senior management. Strategies for changing organisation cultures together with the skills required for promoting inclusion will be explored. Techniques for researching inequality and the metrics, which can be used in organisations to track progress will be discussed. Students will examine relevant UK and European legislation and case law and learn both how to interpret it and evaluate the implications for the workplace.

This module will provide you with an opportunity to explore the multiple ways of conceptualising and defining talent management and its strategic focus in a variety of organisations. It offers an overview of benefits and drawbacks of exclusive and inclusive approaches to talent management and the value it might add to organisations. It further investigates the role of talent management as a tool for employee development, by identifying, assessing, developing and retaining talent. It highlights the importance of a systematic support for managing talent by the HR and line managers, to allow effective succession planning within a changing business environment. Global perspectives of talent management are also explored, as well as the beneficial influence of talent management on organisational recruitment, selection, retention and performance management. The module offers useful insight into the importance of the evaluation of talent management practices and the future perspectives of talent management.

This module focuses on key theories, research, debate and application of selection and assessment. It encourages a critical evaluation of good practice in assessment and will help students to identify the major predictors of job performance as well as the most suitable methods for assessing them. It provides a critical and comprehensive review of the constructs used when assessing people for organisational fit: intelligence, personality, creativity, emotional intelligence, values, leadership, and talent – and explore how these constructs help to predict differences in individuals' performances at work.

The module aims to encourage students to develop and critically reflect upon the aims and objectives of the employee relations policies of organisations from a number of different theoretical, ethical and behavioural perspectives. The holistic importance of ER within an organisation is emphasised so that students are aware of the importance of aligning ER policies with business strategy, change processes, employee involvement and organisational goals. Attention is focused on a wide range of practical influences and examples from the national and international arenas, covering areas such as: employee engagement, the psychological contract, fairness and trust, flexible working, workforce diversity, employee voice/involvement, union recognition and partnership. Particular weight is placed on the ability to diagnose the causes of employee relations problems, to make practical suggestions for the resolution of these problems and to analyse the context in which they occur - whether they be in small or large, private or public, unionised or non-unionised organisations.