MSc Human Resource Management/Development (CIPD approved)

What will I cover in this module?

Module description

The use of psychology in the coaching process at work is becoming more prevalent. Coaches / Managers/Leaders need to be aware of the psychological impact of work / life related issues and how they affect employee activity.

Managers/Leaders addressing the psychology of work and coaching will be more able to recognise the motivational, attitudinal and behavioural influences at work.

Learning outcomes

On completion of this module, you will be able to:

1. Critically evaluate the role of psychology in the coaching at work role.
2. Explore and construct a range of effective coaching approaches to optimise individual learning and reflect on personal development.

Areas of study

• The nature of coaching and mentoring at work and possible evaluation.
• Developments in coaching and mentoring frameworks
• Valuing diversity, equal opportunities and coaching across cultures
• Organisational / occupational / business and work psychology
• Emotional maturity (intelligence)
• Learning, talent development and developing coaching competency
• Selecting models and frameworks as design features of coaching and mentoring programmes
• On-going development of personal and professional skills and reflective practice in line with ethical and professional standards

How will I be assessed?

100% coursework

Coursework 1 - 40% - Design and construct a coaching development session.  The session will develop peer understanding of the tools and techniques available to assess and optimise development at work.

Coursework 2 - 60% - Present an assignment outlining a coaching strategy in a work environment. Submitted as a management report (2000-2500 words), it will construct and evaluate opportunities (available and proposed) for an intended target group.

How many credits is it worth?
15

What will I cover in this module?

In the current employment market, successful careers can no longer be built on educational qualifications alone. If you are looking to move into leadership and management positions, you must develop a portfolio of transferable skills at
a professional level.

The overall aim of this module is to enable you to use reflective and personal development planning processes (PDP) to identify, and provide evidence of, your learning and development. You will gain skills to help you identify your own weaknesses, opportunities and threats and find ways to address these.

This will prepare you for the ongoing demands of your career and the need to take control of your own continuing professional development.

How will I be assessed?

100% coursework

• 2,000 word in depth reflective statement on development during the m:odule with references to evidence within the portfolio of achievement
• Detailed personal SWOT analysis
• Current CV
• 12 month development plan.

How many credits is it worth?
15

What will I cover in this module?

Module description

Crucial to the delivery of superior organisational performance is the extent to which the employees of an organisation feel involved, committed and engaged. This module explores the different dimensions of employee engagement, that is, the cognitive, affective and behavioural dimensions. It examines and explores what is meant by 'engagement' and why some organisations are better than others at creating authentic engagement among their employees, and what any organisation can do, with the aid of its human resource (HR) professionals, to create sustainably high levels of workforce engagement.

The module provides you with knowledge and understanding of the rationale for the emergence of employee engagement as a key priority for organisations with high-performance working (HPW) achievements or aspirations and will enable you to develop the knowledge and skills necessary to assess the research, experiential and anecdotal evidence surrounding both the processes that facilitate employee engagement and the outcomes that may follow. You will explore techniques needed to measure engagement, take remedial action or embed engagement-enhancing cultural practices, and to identify, prioritise and evaluate actions to promote high levels of engagement. The module requires critical reflection on theory and practice from an ethical and professional standpoint and provides opportunities for applied learning and continuous professional development.

Learning outcomes

On completion of this module, you'll be able to:

1. Critically analyse and evaluate  the concept of employee engagement  and the empirical and philosophical connections between employee engagement, managerial leadership, high performance working environment,  competitive excellence, strategic aspirations, and HR strategies focused on infrastructure maintenance and the development of human resource management (HRM) competitive differentiators.

2. Systematically evaluate levels of employee engagement within organisations, functions and business units, and recommend or implement justified, cost-effective and strategically defensible programmes designed to promoting employee engagement

Areas of study

• The concept and philosophy behind `employee engagement`
• Cognitive, affective and behavioural dimensions
• Cultural, managerial and leadership variables
• High performance working practices
• Links to business performance
• Measurements of employee engagement
• Implementation of appropriate initiatives within an organisational context
• Role of the HR practitioner

How will I be assessed?

100% coursework

Coursework 1 - 50% - An individual written report critically evaluating the state of current knowledge (gained from a variety of sources) of employee engagement. Maximum 2,000 words

Coursework 2 - 50% - An individual written evaluation of employee engagement within an organisational context and a justified and relevant programme for further action along with a set of additional slides suitable for a 15 minute presentation. Maximum 2,000 words

How many credits is it worth?
15

What will I cover in this module?

Module description

One of the major legal factors affecting the day to day operational management of enterprises is the substantial body of employment law rights; especially those arising from supra-national law. This module explores the nature of these rights, and considers the implications for both workers and management.

As HR Managers are required to apply this knowledge and understanding to the operational management of their organisation, this module focuses on the practical application and implications of employment law as opposed to the development of an advanced knowledge of legislation or case law. In particular, learners will be required to develop and reflect critically upon their ability to i) give basic advice which is accurate, timely and appropriate; ii) anticipate legal problems before proposed decisions or plans are implemented to mitigate or prevent potential problems; iii) keep abreast of major current and coming developments in the law to ensure their organisations are fully prepared; iv) manage an organisation's participation when a dispute arises.

This module requires learners to demonstrate an appreciation of the commercial context in which their organisation is operating when giving advice and applying the law to workplace situations.

Learning outcomes

1. Explain and analyse the operation of national and supra-national employment law and be able to apply this to problem situations.
2. Undertake relevant research with particular emphasis upon law reports, statutes and journals.

Areas of study

• The Legal Framework and Institutions.
• Distinction between contracts of service and for services.
• Formation and terms of the contract both express and implied including regulation of confidential information and restraint of trade.
• Provision by statute of a "floor of rights" for individual employees in particular in respect of working time, family friendly rights, National Minimum Wage, discrimination, disability and privacy of personal information Termination at common law and the statutory provisions relating to unfair dismissal and redundancy.
• The status, functions and activities of trade unions - legal regulation in relation to trade union recognition and de-recognition and industrial action.
• The impact of Europe - Directives and Social Policy.

How will I be assessed?

50% coursework / 50% exam

Coursework - A group assessment involving a role-play meeting based on a given case study. You will be marked individually on your contribution to the group activity

Exam - Time constrained examination. 2 Hours.

How many credits is it worth?
15

What will I cover in this module?

Module description

Independent Study normally forms a significant part of a master's programme. This is a major piece of independently researched work, providing an opportunity to carry out an in-depth investigation of a management problem or issue that should normally have a strategic dimension which addresses organisational issues and provides a process for solving management problems.

Independent study will provide you with the opportunity to use and enhance the knowledge and intellectual skills gained during the course, by means of an extensive investigation of a significant management area. The module provides an opportunity for those studying any of the specialist programmes to explore an in depth topic relevant to that programme. It also provides the opportunity for you to reflect on the research experience and use what you have learned to guide their future development via a reflective statement and development plan.

As a result of developing and applying an analytical framework based on a real management issue, participants will be able to enhance your own competencies for undertaking future management research and analysis, will be better able to evaluate the research analysis carried out by others and will be better able to plan their own development.

Learning outcomes

On completion of the module, you'll be able to:

1. Act autonomously in designing a research project that critically evaluates a management problem or issue to a professional standard. The topic should be relevant to the title of the programme and should meet the Universities ethical guidelines
2. Develop and work within an appropriate research methodology to investigate the problem or issue, reviewing pertinent literature and demonstrating strategic awareness within the discipline of the pathway.
3. Reflect on the process of undertaking a significant piece of independent research using the ideas and concepts from the course and plan their future development.

Areas of study

The independent study represents a major learning experience for participant, providing an opportunity to pursue in considerable depth and with suitable academic rigour a specific area of management and/or strategy, building on the study of relevant concepts, models and paradigms.

Each study will be supervised by an Independent Studies Supervisor, appointed by the Business School. At the beginning, and as part of this module, a dissertation/project proposal will be individually negotiated and assessed. The proposal will form 10% of the overall assessment for the module and will have to demonstrate that the proposed research meets the Universities ethics guidelines.

The final work will comprise a dissertation, project or action-based study plus a reflective statement and development plan and will be independently assessed by two tutors, one of whom will be the Independent Study Supervisor. It may take the form of dissertation, project or individually based reports or an action based study. Collaborative arrangements are permitted whereby students participate in a joint group study. Where this happens, a means by which individual effort and contribution are to be assessed will be established and documented at the outset, with the supervisor.

The following lengths of the submitted work will be the norm:

Research Proposal - 2000 words
Dissertation - 12,000 - 15,000 words
Project - 6,000 - 8,000 words
Action-based study - 6,000 - 8,000 words
Reflective statement and development plan - 1000 - 1500 words

How will I be assessed?

100% coursework

Coursework 1 - 10% - Research proposal

Coursework 2 - 90% - Dissertation/Project report

How many credits is it worth?
45

What will I cover in this module?
All managers are required to develop core knowledge and skills in the field of people management. This module aims to develop your understanding of the principle areas of people management, which have been identified by research in this area.

We will cover contemporary changes, developments in linking practice to positive organisational outcomes, as well as the major debates about theory and practice in the specific fields of leadership, flexibility and change management. You will be asked to reflect critically on theory and practice from an ethical and professional standpoint, and will come to see how you can add value to your own organisation.

How will I be assessed?

100% coursework:

An 3,500 word individual written assessment using a case study or an organisational issue relevant to your workplace.

How many credits is it worth?
15

What will I cover in this module?

Module description

The government paper 'In Demand: Adult skills in the 21st century' (PIU, 2001) claimed that workforce development matters because it plays a 'crucial role' in raising productivity, increasing social inclusion and preparing the economy for the future. The growth of human capital was identified as one of the key drivers of performance at an individual, organisational and a national level. "Higher skilled workers are more flexible, adaptable and innovative. As a consequence they can cope better with change and they are better at implementing and getting the most from new technologies" (PIU 2001:17) The development of human capital can help to ensure the long term survival of an organisation through performance, innovation and flexibility  (Baron and Armstrong 2007).

In the search for this sustainable competitive advantage organisations have therefore entered into a 'war for talent' developing a range of talent management strategies aimed at "the systematic attraction, identification, development, engagement/ retention and deployment of those individuals with high potential who are of particular value to an organisation" (Tansley et al 2007 xi).  A key focus of such strategies has been the internal development of talent through learning and development interventions however developing effective learning and talent development strategies has proved far from straight forward and evaluating the contribution of these activities to the 'bottom line' is a complex process. 

Learning outcomes

On completion of the module, you'll be able to

1. Critically analyse the value of learning and talent development at a national, organisational and individual level
2. Critically evaluate a range of learning and talent development methods in order to devise, develop and implement learning and talent development strategies, interventions and activities within an organisational context

 
Areas of study

• HRD, Human capital theory and performance
• Theories of learning and barriers to effective  learning interventions
• Learning, competence and change
• Learning and knowledge
• The learning organisation and the drive for double/triple loop learning
• The national and organisational context and its impact on learning and talent development strategies
• Roles, responsibilities and influence of key stakeholders
• The talent pipeline and talent pools
• Resourcing approaches to talent development
• Succession planning and career development
• Training, learning and development methods
• CPD and life long learning
• Power, ethics and diversity
• Measurement, evaluation and 'adding value'
• Promoting the learning and talent development function

How will I be assessed?

100% coursework

Coursework 1 - 30% - Group based presentation

Coursework 2 - 70% - 2,500 word individual management report and a reflective statement and individual personal development plan

How many credits is it worth?
15

What will I cover in this module?

Module description

The CIPD recognises the employment relationship as the cornerstone of all human resource management activity. This module will provide learners with a comprehensive understanding of the employment relationship, the conflicts inherent within that relationship and the processes used to resolve those conflicts and mange the relationship.

Contemporary employment relations perspectives and debates, both national and international will be critically examined from a managerial perspective. This will involve examination of the subject of employee relations, the changing context of the employment relationship in Great Britain and an examination of comparative employee relations systems.

The parties to the employment relationship will be analysed. Employers, managers and management style will be considered, as will trade unions and other collective associations of employees. The state has a significant part to play in influencing the management of employee relations. The module will seek to integrate the parties and contexts in employee relations.

Interpersonal processes central to the management of employee relations will be covered, including the opportunity for personal and interpersonal skills development. Key areas are discipline and grievance handling, managing dismissals and redundancy.

Important organisational processes that support organisational performance will be critically analysed. These include employee voice and engagement, collective bargaining and pay determination, negotiation and conflict resolution in employee relations.

The module will conclude by assessing the contribution of effective employee relations management and how this impacts upon, and contributes, to organisational policy, practice and strategy.

 
Learning outcomes

On completion of the module, you'll be able to understand, analyse and critically evaluate:

1. The impact of the context upon the roles and functions of the parties in managing the employment relationship.
2. The importance of organisational-level employment-relations processes that support organisational performance and that contribute to effective employee relations management and the success of organisations.

Areas study

• Comparing and contrasting the different theories and perspective that underlie the employment relationship
• The impact of the external environment
• Role and functions of the different parties
• The importance of both best fit and best practice to ensure that employee relations strategies support and potentially develop organisational performance: e.g. involvement and participation, negotiation and bargaining, conflict resolution, diversity management etc.
• The importance of procedures, including the design and implementation of policies and practices.

How will I be assessed?
100% coursework - This will comprise of an individual based written assignment with a maximum of 3500 words based on a case study or organisational based scenario.

How many credits is it worth?
15

What will I cover in this module?

Module description

If people are the key to sustainable competitive advantage within organisations one of the primary strategic activities of the human resource function is the attraction of human capital with the appropriate skills to satisfy the current and changing aims and objectives of the organisation. Organisations must be able to develop effective talent management strategies which enable them to accurately identify their human resource needs and attract, retain and manage the balance of human resources within the organisation, often within a competitive talent marketplace where demand exceeds supply. A 2008 survey by the Chartered Institute for Personnel and Development found in the current economic climate "many businesses continue to see talent management as a key survival strategy to differentiate them from competitors and position them to benefit from the eventual upturn" (CIPD 2009). Resourcing and Talent Management is therefore one of the 10 key professional areas/activities in the Chartered Institute of Personnel and Developments HR profession map.

The purpose of this module is to provide students with a critical understanding of the factors that impact on the resourcing plans and activities within an organisation. You will also have the opportunity to explore some of the practical skills required to conduct these activities fairly and effectively within organisations thereby contributing to the development of employability skills to support their professional skills development.

Learning outcomes

On completion of this module, you'll be able to:

1. Critically evaluate the key factors which impact on the attraction and retention of appropriate human resources to meet the strategic needs of an organisation
2. Develop a resourcing and talent management strategy and demonstrate some of the skills required to undertake core resourcing and talent management activities

Areas of study

• The competitive environment, labour market analysis and human resource planning
• Flexibility, work life balance and atypical contracts of employment
• Legislative and ethical frameworks and diversity management
• Job analysis and job design
• A critical evaluation of recruitment, selection and induction methods and the role of employer branding
• Recruitment and selection skills
• Succession planning
• Managing turnover and retention issues
• Redundancy, retirement and dismissals

How will I be assessed?

100% coursework

Coursework 1 - 40% - Based on the investigations and research conducted over the course of the module you will be required to make a short individual or group presentation on the key factors taken into account in the development of a resourcing and talent management strategy in a specific organisational context. Key themes will be extrapolated by the group and a brief summary of these will be presented - approx.10 minutes

Coursework 2 - 60% - With reference to the analysis presented in coursework 1, you will be required to submit a management report (2,000 words) recommending an appropriate resourcing and talent management strategy for the organisation and justifying their approach with reference to relevant academic materials. You will also be required to submit a reflective statement (500 words) critically evaluating the development of your resourcing and talent management skills during the course of the module.

Reading list

Core text

Taylor, S. (2008) People resourcing. 4th ed. Chartered Institute of Personnel and Development. (New edition: Resourcing and talent management, due August 2010).

How many credits is it worth?
15

What will I cover in this module?

Module description

This module aims to equip you with an understanding of the processes and ways in which knowledge is developed, understood, and applied. As such the module initially focuses on the social and (social) scientific construction of knowledge from an ontological and epistemological perspective.

The module then focuses on methodological issues of a more applied nature in terms of different types of 'research', selection of research 'problems' and construction of aims, and fundamental methodological strategies such as qualitative versus quantitative data, deduction versus induction etc.

The evaluation of a range of research techniques and development of research skills in terms of data collection and analysis and the management of a research project are is the final element of the module.

The module will require you to design a research project and prepare a proposal so will provide experience in producing reports to professional standards.
Learning outcomes

On completion of the module, you'll be able to

1. Understand and critically evaluate the way in which knowledge is created.
2. Formulate appropriate research aims and objectives and devise an appropriate methodology and rigorous programme of research appropriate to the level of study
3. Understand and apply a range of research and analytical techniques

Areas of study

This module represents a major learning experience for the participant, providing an opportunity to not only develop a range of practical skills required to read, understand and critically evaluate academic literature; but also understand the foundations upon which knowledge is created and disseminated.

The content of the module is constructed around four key themes:

1. The ontological and epistemological foundations of management research (as part of the social science arena), and, hence, the different ontological foundations for the development of knowledge.
2. Methodology and research strategy in terms of research approach (inductive vs. deductive); types of data (qualitative vs. quantitative), access to data (e.g. sampling strategies), and quality of data (e.g. validity, generalisability, or situational).
3. Research methods - the tools and techniques used to identify data sources; capture data; record data; and analyse data.
4. Finally the module will draw all the themes together by way of evaluating the content of a research proposal.

How will I be assessed?

100% coursework

You will produce a comprehensive research proposal for a project at Masters level. You will be required to plan a programme of research, setting an overall aim with appropriate objectives derived from your ontological position, critically reviewing the relevant literature, devising an appropriate methodology including appropriate choice and use of research methods and techniques. 3,500 words

How many credits is it worth?
15

What will I cover in this module?

Module description

Organisational learning is argued to be a critical process affecting the success or otherwise of organisations, for example in achieving competitive advantage. The efficiency and effectiveness of the process influences performance outcomes. Therefore attention needs to be given to examining and improving organisational learning. This is often achieved through mechanisms and techniques associated with knowledge management. Learning and knowledge are intertwined as the former is a necessary condition for the creation of the latter. There is therefore an established connection between the two concepts. This module will explore that connection and the implications for and applications in professional practice. 

Knowledge is the new, expandable source of economic wealth. There is an emerging recognition that the inherent intellectual assets - effectively exploited through innovation - are the most valuable resource of any organisation. Innovation encompasses the full spectrum from creative idea generation through to full commercialisation. Successful innovation depends on converting knowledge flows into goods and services. Collaboration, replaces the competitive (win/lose) paradigm, which is prevalent in many businesses today, with win/win benefits based on pooling competencies - knowledge, know-how and skills.
 
Today, evermore the conclusion is reached that 'knowledge management' is an umbrella term for a variety of organizational activities, none of which are concerned with the management of knowledge. It may include knowledge creation, knowledge valuation, knowledge discovery, knowledge storage and knowledge sharing. Increasingly, knowledge is not only a key business driver, but also supplies part or all of the 'value-added' that organisations deliver to their customers.

One of the most sought-after of benefits of Knowledge Management is an improved capacity to continuously "know what we know' and to exploit it in a way that maximises competitive advantage.

You will investigate the characteristics of a broad range of strategies within the current dialogue around knowledge management and consider the roles of enablers such as people, process, content and technology in planning and managing knowledge initiatives to reinforce, support and/or strengthen the knowledge environment. Topics covered are largely driven by current developments within knowledge management and include topics such as: building knowledge cultures, creativity and innovation, organisational memory, facilitating communities of practice, managing content, value creation and knowledge transfer.

By subject end, you will be able to propose appropriate strategies for creating, sharing and using knowledge to achieve goals at both a group and organisational level.
 
Learning outcomes

On completion of this module, you'll be able to:

1. Critically evaluate the meanings attached to the concepts of knowledge management and organisational learning and associated theories.
2. Critically articulate appropriate organisation-based knowledge management strategies and programmes which promote, facilitate and exploit processes of organisational learning taking account of a range of contextual factors.

Areas of study

The subject draws on case studies, the latest literature and discussion in knowledge management to explore topics related to knowledge management strategies and implementations, such as:

• Defining and exploring knowledge management and organisational learning
• Creating and sustaining a knowledge sharing culture
• Communities of practice
• Creativity and innovation
• Developing human and social capital
• Using technologies to support knowledge
• Building and managing the knowledge repository
• Management of intellectual capital
• Business narratives and storytelling
• Implementing knowledge management strategies - managing risk and change
• Communicating and branding knowledge interventions
• Leadership and sponsorship
• Approaches to measuring and accounting for knowledge assets, value adding and leveraging of intellectual assets.

How will I be assessed?

100% coursework

Coursework 1 - 50% - In consultation with the module leader, you will define a topic/issue/area of debate within knowledge management an its potential impact upon organisational learning, that is of particular interest.

You will research the topic widely in both the writings and debates within the professional framework (discussion forums, conferences, industry press, interviews with professionals) and theoretical and empirical literature. From this, you will prepare an analytical review assessing the relationship between theory and current practice. This is to be presented and defended as an academic paper, suggested word length 2,000 or equivalent. The assignment has been deliberately framed extremely broadly to afford you the opportunity to examine topics of interest to you and/or of relevance to your professional development.

Coursework 2 - 50% - You will be required to consider an organisational scenario (to be approved by the module leader). You will prepare a strategy paper, which recommends appropriate knowledge and information intervention/s. The aim of this intervention/s is to better align knowledge to the organisational context and strategy and enhance organisational learning. You will identify and briefly analyse features of the implementation of the recommendation.

Short background to the scenario and the knowledge 'gap'. Identify and briefly discuss at least three possible options for knowledge management interventions to address the 'gap'. These will be supported by references to the scenario, knowledge management and organisational learning case studies and the literature in these relevant areas.

A guideline would be approximately 2,000 words. Report format suitable for a business context - appendices, tables, charts are expected. It is to be presented as a report suitable for senior decision makers.

How many credits is it worth?
15

What will I cover in this module?

Module description

In a dynamic and highly competitive business environment, business leaders are continually looking for ways to maximise the performance of individual employees, teams and the organisation as a whole. Interest in 'if' and 'how' performance can be measured and managed to achieve this has become a developing and multidisciplinary debate within both the academic and practitioner literature including contributions from accountants, economists, and HR practitioners. This is reflected within organisations where increasingly senior managers, line managers, HR teams and employees themselves share responsibility for the performance of a firm. This module is therefore highly relevant to all students on the Masters Management Programmes enabling the critical evaluation of alternative approaches to the measurement and management of performance within organisations.

In 1992 the institute of personnel management defined performance management as "a strategy which relates to every activity of the organisation" (p7). This module is therefore an integrative one, which brings together the measurement and management of performance across a wide range of business functions. It provides you with a strategic perspective on the management of performance, the opportunity to develop and understand key performance management processes in organisations and consider the tools required to ensure that the strategic objectives of an organisation are implemented and accurately monitored. It introduces relevant aspects of contemporary theoretical and practical approaches to performance management.

Learning outcomes

On completion of this module, you'll be able to

1. Critically evaluate performance measurement systems and assess their contribution to effective performance management within an organisation
2. Critically analyse the contribution of alternative approaches to the management of  organisational performance.

Areas of study

Performance measurement:
• Financial and non financial approaches to performance metrics and measurement
• Critical evaluation of a range of performance measurement models e.g. balanced scorecard, performance prism, EFQM
• Design, implementation and maintenance of effective performance measurement systems
• Analysis, communication and use of performance measurement data within a performance management context

A holistic approach to performance management:
• Systems approaches to performance management
• Quality approaches to performance management
• HRM performance tools and techniques e.g. selection, appraisal, reward, development
• High performance and commitment work practices
• Performance leadership
• Developing a performance culture

How will I be assessed?
100% exam - The examination will be 3 hours closed book.

How many credits is it worth?
15

What will I cover in this module?

This module seeks to challenge the notions of strategic thinking within the global market place. The predications inherent within this seasoned, achievable, strategic plan and their implementation must be viewed within the context of the challenges posed to industries by globalisation and changes in the production and consumption of services. These changing concepts also bring into question the tensions between the academic fixation with historic step stage modelling including the adaption of the classically rigid business paradigms and post modern hedonistic consumer. Strategic choices are the accumulation of functional management developments, and the machinations of the external environment, combined with an ability to be able to predict and be reflective to rapid changes in consumption trends. In a sense strategic directions is an oxymoron.

On successful completion of this module you will be able to provide a critical evaluation of current business strategic thinking within the service sector.

Areas of study:

• the end of the process modelling strategic planning function
• the identification and analysis of operational issues that often conflict with traditional strategic modelling
• The choices inherent within Marketing, HR and Growth Strategies and the factoring of risk and scenario analysis.
• The impossibility of identifying real strategic trends within the market and providing responses to the changing needs and expectations of the consumer
• The ethical dimension of strategic planning and implementation
• The ethnocentric debate within the industry in terms of people management and consumer trends
• Metaphors of strategy and images of people within organisations
• The S.I.L.K road approach to organic strategies

How will I be assessed?

100% coursework

Review classic and current modules and assess strategies in line with both these approaches and review fitness for purpose in 2010. Have the models changed? Can the models adapt to current external and internal pressures? Do the current time frames for the decision making process allow for the reflective nature implied in the term 'strategy'? You will choose an area/strategy that relates to your area of study.  This will be in the nature of a report or essay, maximum 4,000 words.

How many credits is it worth?
15

What will I cover in this module?

Module description

The module is designed to assist you in understanding the strategic deployment of human capital in organisations and the relevant factors and skills which you should be aware of if they are to play a part in influencing and shaping the organisation in terms of its human capability. You are provided with an analytical and multi-perspective framework to assist in the recognition, identification and evaluation of key people related issues with a view to improving organisational performance. Aspects covered will include organisational strategy and the linkages with strategic HRM, globalisation, leadership and change as well as the current areas of SHRM&D debate. 

Learning outcomes

On completion of the module, you'll be able to:

1. Critically evaluate the potential contribution of SHRM&D to improved organisational performance
2. Design, justify and evaluate human resource and/or development initiatives to improve organisational performance

Areas of study

The module considers the strategic aspect of both HRM and HRD, and also allows you to cover a set of core materials and then to specialise in either HRM or HRD based literature, strategies and activities. This latter focusing will also assist in directing you to the Independent studies focus.

The often differing and conflicting tensions not only within but also external to organisations will be explored. Strategic and organisational alignment, global and international perspectives, cultural diversity and the leadership of change and organisational development are all relevant aspects for study. The emphasis will be on the research findings both academic and practitioner based and the potential application of these within specific organisational contexts. 

• Understanding the macro and micro environment in which HRM&D operates
• Developing  awareness of strategic thinking
• The connection between business strategy  with HRM&D strategy
• Globalisation and international HRM&D
• Leadership and the role of HR
• Change and the role of HR/D
• Shaping organisational culture
• Building capability
• Strategic HR choices
• Implementation and evaluation of activities.

How will I be assessed?

100% coursework - An individual written assignment 3,500 words based on workshop activities an/or application into an organisational scenario. 

The assignment will be reflective in nature assessing and evaluating the design of initiatives created and critically evaluating SHRM&D and the strategic HRM&D approaches, with the opportunity to create an develop an alternative strategy/ies.

Reading list

Core text

Boxall, P. and Purcell J. (2008) Strategy and Human Resource Management. Basingstoke, Palgrave MacMillan

How many credits is it worth?
15

What will I cover in this module?

This module considers sustainable management systems and reviews BS 8900 as the management framework to improve the sustainable practices. The concepts of sustainability will be debated and sustainability strategies from a variety of sectors will be critically analysed. The module will re-examine mission, vision and values and will explore the strategic issues facing industry today. Increasingly the market is asking for a more corporate approach to managing sustainability and business ethics, therefore this module re-examines the methodology laid out in BS8900:2007 "Guidance for Managing Sustainable Development". The module will explore business ethics, corporate responsibility and corporate governance using a combination of empirical studies and theoretical constructs.

On completion of this module you will be able to:

1. Critically evaluate the theories and concepts of sustainable development relevant to corporate responsibility.
2. Critically analyse the sustainable management system of a corporate organisation.

Areas of study

• Theories and concepts of sustainable development
• Corporate responsibility and business ethics
• Business and environmental justice
• Integration of sustainability into the strategic planning process
• Critical appraisal of strategic planning tools including process mapping, SWOT/STEEPV analysis and balanced scorecards within a sustainability context
• Stakeholder engagement and determining sustainability issue significance
• Making strategic choices, determining business imperatives, policies, objectives and targets and selecting choices, determining business imperatives, policies, objectives and targets and selecting appropriate key performance indicators - using case studies.
• Evaluate the business case for sustainability
• Critical review of regulartory requirements
• Analysis of corporate reporting and accountability systems
• Evaluating management system certification

How will I be assessed?

100% course work

The assignment will be constructed during the course of the module to develop a sustainable management system with an industry context. Presentation will depend on the format of the management system.

How many credits is it worth?
15