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University of Bradford: Postgraduate Programme specification template

UNIVERSITY OF BRADFORDSchool of ManagementDepartment of HRM/OBProgramme/course title: MSc/PG Diploma in Human Resource Management

Awarding and teaching institution:

University of Bradford

Final award: MSc/PG Diploma

[Framework for Higher Education Qualifications level 7]

Programme title: Human Resource Management

Programme accredited by: Chartered Institute of Personnel and Development

Duration: Post Graduate Diploma: 2 years (part time)

MSc: 2 ½ years (part time); 1 year (full time)

MSc (top up): 1 year (part time)

UCAS code: N/A

Date produced: September 2010

Last updated :

Introduction

This programme aims to prepare (prospective) human resource (HR) professionals to operate as effective practitioners who are able to comply with the highest professional standards and to continuously develop their professional capability. This involves equipping students with the skills and knowledge required to work effectively in changing and challenging environments and to develop in them the competencies required to think critically and strategically within an organisational context. Additionally, students will be provided with the necessary tools and focus to develop themselves, ensuring that they can make a full contribution both as a business partner and an effective manager. Full time (FT) students are not required to have previous HR practitioner experience. Part time (PT) students may already be working as HR practitioner but this is not essential. All students should aspire to a career in HR as the programme seeks to develop the skills and knowledge required for entry to the HR profession. For those already in the profession, the programme will develop the underpinning skills and knowledge required for career progression. The programme is delivered by the HRM/OB team at the School of Management. Team members have a wealth of both academic and practitioner experience, were commended at the 2008 Research Assessment Exercise (RAE) for their

© University of Bradford 1

internationally recognised research and have strong links with the business, HR and Chartered Institute of Personnel and Development (CIPD) communities in the West Yorkshire region.

Programme AimsThe programme is intended to enable students to:

A1 Develop the professional knowledge, understanding and skills in human resource management and its underpinning disciplines, to enable students to become effective practitioners.

A2 Develop the competence to be a ‘business partner’ who understands the activities, functions and environment of the organisations/businesses in which students work and the ability to shape the HR agenda accordingly

A3 Think strategically and creatively about human resource issues in the wider business and social context

A4 Develop effective HR and management skillsA5 Develop reflective skills to enable students to reflect on the impact of their

performance and interventions and to manage their own professional development

A6 Develop the ability and inclination to, through the discipline of study at postgraduate level, think critically about human resource issues

A7 Develop the competence to be an ethical professional who is able to reflect on the ethical implications of their actions and encourage this in others

A8 Develop specialist knowledge in a selected aspect of the HR discipline (MSc only)

Programme Learning Outcomes

When you have completed the programme you will:

LO1 Have the professional knowledge, understanding and skills in human resource management and its underpinning disciplines, required of an effective practitioner.

LO2 Be a competent ‘business partner’ who understands the activities, functions and environment of the organisations/businesses in which you work and has the ability to shape the HR agenda accordingly

LO3 Think strategically and creatively about human resource issues in the wider business and social context

LO4 Have effective HR and management skillsLO5 Be able to reflect upon and evaluate the impact of your performance and

interventions and manage your own professional developmentLO6 Be able and willing, through the discipline of study at postgraduate level, to

think critically about human resource issuesLO7 Be a competent and ethical professional who is able to reflect on the ethical

implications of your actions and encourage this in othersLO8 Have developed specialist knowledge in a selected aspect of the HR

discipline (MSc only)


Curriculum

MSc HRM (Full Time, exit with PG Diploma with any 120 credits)

Module Code

Module Title Type Credits Level Study period

TBA HRM in Context* Core 20 M Sem 1/2

TBA Leading Managing and Developing People*

Core 20 M Sem 1/2

MAN4290L Employment Law Core1 20 M Sem 1/2

TBA Developing Skills for Business Leadership*

Core2 10 M Sem 1/2

MAN4221M Human Resource Development* Core 10 M Sem 1

MAN4220M Employee Relations* Core 10 M Sem 1

MAN4148M Research Methods* Core 10 M Sem 2MAN4144M Management of Change Elective 10 M Sem 2

MAN4219M Diversity in Work and Organisations Elective 10 M Sem 2

MAN4294M Managing Employee Performance Elective 10 M Sem 2

MAN4297M Reward Management Elective 10 M Sem 2

MAN4289M Coaching and Leadership Development

Elective 10 M Sem 2

MAN4291M Ethical Issues in HRM Elective 10 M Sem 2

MAN4062M International HRM Elective 10 M Sem 2

MAN4140M International Business Strategy Elective(footnote 1)

10 M Sem 2

MAN4135M Cross Cultural Management Elective(footnote 1)

10 M Sem 2

MAN4270M Strategic Management Elective(footnote 2)

10 M Sem 2

MAN401Z Dissertation* Core 60 M Sem 2b

* Modules required for CIPD professional membership purposes

1 Students not wishing to study Employment Law may instead take the International Business Management and Cross Cultural Management electives.2 Core for those seeking CIPD professional membership; those not seeking membership and not wishing to take this module may replace it with the Strategic Management elective


Full time students will follow a typical Master programme, taught modules being delivered in Semesters 1 and 2 of an academic year and the dissertation being undertaken in Semester 2b. The core modules will cover the generalist body of knowledge required to be an HR practitioner. This comprises HRM in Context, outlining the setting in which HR operates, Leading Managing and Developing People, which covers the body of people management knowledge and Employment Law, which explains the legal framework that HR practitioners operate within in the UK. Students will also undertake a skills development module, Developing Skills for Business Leadership, which will be portfolio based and address personal, HR and general management skills. Two final cores relating to the generalist body of knowledge are Employee Relations and Human Resource Development. Students must also take a Research Methods module to prepare them for undertaking a dissertation. Where students do not wish to study Employment Law, which is primarily concerned with European and UK legislation, they may replace this module with International Business Strategy and Cross Cultural Management electives. Should students not wish to seek CIPD professional membership and not wish to undertake the skills development module, they may replace this module with the Strategic Management elective.

Students will also then take two elective modules which allow them to develop specialist insight into particular areas of interest, for example, Reward Management or Coaching and Leadership Development. It is likely, but not compulsory, that these specialisms will underpin the Dissertation module which follows. The dissertation must address an issue within the cognate discipline of HRM and will allow students to explore in depth an HR issue in an organizational context. Students may exit with a PG Diploma with any 120 credits, but should they wish to achieve CIPD professional membership, they must take the requisite modules (marked *) which includes the dissertation.

By the end of the programme, the student will have achieved the programme learning outcomes and be able to operate as an effective HR practitioner.


Postgraduate Diploma (Part time – Year 1, leading to either PG Diploma exit award or MSc)

Module Code


TBA HRM in Context* Core 20 M Sem 1/2

TBA Leading Managing and Developing People*

Core 20 M Sem 1/2

MAN4290L Employment Law Core 20 M Sem 1/2


The part time mode of study anticipates that some students will wish to exit at the PG Diploma level, as this is the level at which CIPD professional membership can be obtained. There are, therefore two routes through the programme, to ensure that CIPD requirements are met at either PG Diploma or Master levels. Students study a common first year, comprising core modules which cover much of the generalist body of knowledge required to be an HR practitioner. This includes HRM in Context, outlining the setting in which HR operates, Leading Managing and Developing People, which covers the body of people management knowledge and Employment Law, which explains the legal framework that HR practitioners operate within in the UK. By the end of this stage, students will be able to explain the influence of context on HRM, the key principles of people management and the UK’s employment law framework.

Postgraduate Diploma (Part time – Year 2, exit award PG Diploma)

Module Code



Core 10 M Sem 1/2

MAN4221M Human Resource Development* Core 10 M Sem 1/2

MAN4220M Employee Relations* Core 10 M Sem 1/2

TBA Investigating a Business Issue from an HR Perspective*

Core 20 M Sem 1/2

MAN4144M Management of Change Elective 10 M Sem 1/2

MAN4219M Diversity in Work and Organisations Elective 10 M Sem 1/2

MAN4294M Managing Employee Performance Elective 10 M Sem 1/2

MAN4297M Reward Management Elective 10 M Sem 1/2


Elective 10 M Sem 1/2

MAN4291M Ethical Issues in HRM Elective 10 M Sem 1/2

MAN4062M International HRM Elective 10 M Sem 1/2



Students wishing to exit with a PG Diploma must indicate this at the beginning of the second year of study. Where they do not proceed to the dissertation and they wish their award to lead to CIPD professional membership, they must undertake the Investigating a Business Issue from an HR Perspective module in order to meet the CIPD’s research training requirements. Students will also undertake a skills development module, Developing Skills for Business Leadership, which will be portfolio based and address personal, HR and general management skills. Two final cores relating to the generalist body of knowledge are Employee Relations and Human Resource Development. Students will also then take one elective module which allows them to develop specialist insight into a particular area of interest, for example, Reward Management or Coaching and Leadership Development. It is likely, but not compulsory, that these specialisms will underpin the Investigating a Business Issue from an HR Perspective module. This module must, however, address an issue within the cognate discipline of HRM and will allow students to explore in depth an HR issue in an organizational context.

By the end of this stage, students will have achieved the programme’s learning outcomes and be able to operate as an effective HR practitioner.

Postgraduate Diploma (Part time – Year 2, leading to MSc)

Module Code



Core3 10 M Sem 1/2

MAN4221M Human Resource Development* Core 10 M Sem 1/2

MAN4220M Employee Relations* Core 10 M Sem 1/2

MAN4148M Research Methods* Core 10 M Sem 1/2

MAN4144M Management of Change Elective 10 M Sem 1/2

MAN4219M Diversity in Work and Organisations Elective 10 M Sem 1/2

MAN4294M Managing Employee Performance Elective 10 M Sem 1/2

MAN4297M Reward Management Elective 10 M Sem 1/2


Elective 10 M Sem 1/2

MAN4291M Ethical Issues in HRM Elective 10 M Sem 1/2

MAN4062M International HRM Elective 10 M Sem 1/2

MAN4270M Strategic Management Elective(footnote 3)

10 M Sem 2

3 Core for those seeking CIPD professional membership; those not seeking professional membership and not wishing to take this module may replace it with the Strategic Management elective



Students planning to exit at Master level must again indicate this at the beginning of the second year of study. In this stage, students undertake a skills development module, Developing Skills for Business Leadership, which will be portfolio based and address personal, HR and general management skills. Should students not wish to seek CIPD professional membership and not wish to undertake the skills development module, they may replace this module with the Strategic Management elective. Two final cores relating to the generalist body of knowledge are Employee Relations and Human Resource Development. Students must also undertake a Research Methods module to prepare them for undertaking a dissertation. Students will also then take two elective modules which allow them to develop specialist insight into particular areas of interest, for example, Reward Management or Coaching and Leadership Development. It is likely, but not compulsory, that these specialisms will underpin the Dissertation module which follows.

By the end of this stage, the student will have achieved the programme learning outcomes developed in the taught element of the programme and be ready to proceed to undertake a dissertation.

Master (Part time – year 3)

Module Code


MAN401Z Dissertation* Core 60 M Sem 1/2


The dissertation must address an issue within the cognate discipline of HRM and will allow students to explore in depth an HR issue in an organizational context. By the end of this stage, the student will have achieved the programme learning outcomes and be able to operate as an effective HR practitioner.

Master (Part time – topping up PG Diploma to MSc)

Module Code Module Title Type Credits Level Study period

MAN4148M Research Methods Core 10 M Sem 2bMAN401Z Dissertation Core 60 M Sem 1/2

Students exiting with a PG Diploma may return within a 5 year period to convert this to a Master level qualification. This option is also available to students with PG Diplomas in the cognate discipline of HR from other institutions approved by the University of Bradford. To achieve this, students must undertake a Research Methods module and complete a dissertation. The dissertation must address an


issue within the cognate discipline of HRM and will allow students to explore in depth an HR issue in an organizational context. CIPD professional membership is not available on this award.

The curriculum may change, subject to the University's course approval, monitoring and review procedures.

Learning, Teaching and Assessment Strategies

Learning will be directed, supported and reinforced through a combination of lectures, staff-led small group sessions, virtual learning environment (or equivalent) activities and guided private study. Sessions may be delivered weekly or in blocks. Small group sessions will use practical application of cases and case studies with oral feedback given in the class. Students will be directed to appropriate primary and secondary sources and be required to perform research and presentation exercises. The Employment Law module is a good example of this where students are required to research legal issues and prepare an oral submission of their findings at tutorials. All teaching will be supported by information supplied on the University’s virtual learning environment. As a programme leading to professional membership, personal development planning is particularly important. The Developing Skills for Business Leadership module focuses on personal and professional skills assessment and development, using an e-portfolio, PebblePAD to support this. Skills workshops will be run that will allow students to identify skills gaps and the prepare Personal Development Plans to support students in developing the required skills. All workshops will provide students with formative assessment and feedback to support them in their skills development. Learning strategies have been developed to be inclusive of those with particular needs, adopting small group seminars and electronic support mechanisms. These electronic mechanisms also support part time students who may work remotely from campus much of the time.

The programme is summatively assessed by a mixture of examinations, coursework (group and individual) and presentations (group and individual). Skills assessment is both individual, group and by e-portfolio including a reflective journal. Detail is provided in the mapping appendix. Note that CIPD requirements are an unseen element of assessment in the core modules, HRM in Context and Leading, Managing and Developing People. The final award of Master will be gained by a successful completion of a bound dissertation on an agreed topic, which evidences a critical exposition of primary data (20,000 words). The final award of PG Dip will be gained by a successful completion of a report in the Investigating an HR Issue from a Business Perspective module on an agreed topic, which evidences a critical exposition of primary data (7,500 words). Where it is not possible to gather primary data, students may conduct a primary analysis of secondary data or present a conceptual dissertation/report. Conceptual dissertations/reports will attract the award of MSc/PG Dip but will not render a student eligible for CIPD membership at professional levels given CIPD’s requirement for the collection of primary data or undertaking of primary analysis. Assessment is integrated with learning and teaching to support and demonstrate achievement of the learning outcomes for individual modules and the complete programme. Emphasis is placed on the feedback


function of formative assessment as part of the learning, teaching and assessment strategy as a whole.

The diverse range of assessment methods are carefully designed to enable the assessment of the Programme Outcomes. For example, the skills development workshops and e-portfolio in Developing Skills for Business Leadership meet Programme outcomes 4 and 5. The professional knowledge, skills, strategic and business partnering aspects (Programme outcomes 1-3) are assessed across the majority of modules. The independence of research and problem-solving, as required by Programme outcome 6, is also demonstrated in both taught module assessments and either the dissertation or Investigating an HR Issue from a Business Perspective module. Programme outcome 7, the development of an ethical approach, is assessed in core modules, such as Leading, Managing and Developing People and HRM in Context, and in elective modules such as Ethical Issues in HRM or Diversity in Work and Organisations.

One of the School of Management's main aims is to address major challenges for business and society such as global responsibility and sustainable development. Accordingly, the School seeks to prepare students who are able to contribute in an effective manner to debates about sustainable development and critically appraise the relationship(s) between the social, economic and environmental dimensions. Our intention is to nurture students who can apply the principles of sustainable development in their professional capacity. More specifically, the relevant topics in modules will encourage students to be:

aware of the underpinning principles, ethics, current issues and relevant policies affecting sustainable development pertaining to human resource management policy and practice

able to recognise cultural differences influencing the application of the principles of sustainability through the world in relation to regulation and management of the employment relationship;

able to exercise strong leadership in establishing a culture of sustainability within organisations.

Examples of this approach are evident in specific modules such as Diversity in Work and Organisations and Ethical Issues in HRM. These also run through more general modules, such as HRM in Context and Leading, Managing and Developing People, where issues of sustainability are interwoven in the curricula.

Assessment Regulations

This Programme conforms to the standard University Assessment Regulations for Postgraduate Programmes which are available at the following link:http://www.brad.ac.uk/admin/acsec/QA_Hbk/Ord_5_PG_Taught_Awards.html


http://www.brad.ac.uk/admin/acsec/QA_Hbk/Ord_5_PG_Taught_Awards.html

In addition to the requirements of standard University regulations, candidates wishing to be eligible for CIPD professional membership must achieve a minimum grade of C (pass) in all CIPD accredited modules.

The School operates a non-numerical assessment system. All assessment (coursework and examination) is graded as below:

AD Pass with Distinction

B Pass with Merit

C Pass

D Marginal Fail

EF Poor Fail

A detailed explanation of this system can be found at: http://www.brad.ac.uk/admin/acsec/QA_Hbk/GradesForTranscripts.pdf

Admission Requirements

The University welcomes applications from all potential students regardless of their previous academic experience; offers are made following detailed consideration of each individual application. Most important in the decision to offer a place is our assessment of a candidate’s potential to benefit from their studies and of their ability to succeed on this particular programme. Entrance requirements for each programme will vary but consideration of your application will be based on a combination of your formal academic qualifications and other relevant experience.

If you have prior certificated learning or professional experience which may be equivalent to parts of this programme, the University has procedures to evaluate this learning in order to provide you with exemptions from specified modules contained within the curriculum. Please talk to us if you do not fit the standard pattern of entry qualifications.

Normal requirements are:

First degree - not necessarily in business and management - from an approved university, or an acceptable professional qualification. Usual entry requirement is: UK degree minimum 2:2 (honours); International degree gross percentile average (GPA) of 2.5 out of 4.0 or 6.5 out of 10, or overall average of 70 from 100% Proficiency in English - a 6.5 score on IELTS test of English, 580 in written TOEFL or 240 in computer-based TOEFL needed from non-native speakers. From 1 May 2006, those applicants using the Internet-based TOEFL test are required to obtain a score of 94 or better.


http://www.brad.ac.uk/admin/acsec/QA_Hbk/GradesForTranscripts.pdf

It may also be possible to admit students onto the programme who do not have the necessary academic qualifications but who demonstrate a significant amount of work experience at a professional level. While each case will be considered on its merits, students wishing to be admitted by this route would normally be expected to have a minimum of 5 years professional work experience.

The University of Bradford has always welcomed applications from disabled students, and these will be considered on the same academic grounds as are applied to all applicants. If you have some form of disability you may wish to contact the programme leader before you apply.

Learning ResourcesThe JB Priestley Library on the city campus and our specialist libraries in the School of Health Studies and the School of Management provide a wide range of printed and electronic resources to support your studies. We offer quiet study space if you want to work on your own, and group study areas for the times when you need to discuss work with fellow students. Subject librarians for each School provide training sessions and individual guidance in finding the information you need for your assignment, and will help you organise your references properly.

Student PC clusters can be found in all our libraries and elsewhere on the campus. Many of these are open 24/7. You can also use the University's wireless network to access the internet from your own laptop. Most of our journals are available online, both on and off campus and you can also access your University email account, personal information and course-related materials this way.

Staff are on hand during the daytime to help you if you get stuck, and there is a 24/7 IT helpline available.

We make extensive use of University’s Virtual Learning Environment, enabling ready off campus access to learning materials. The School of Management’s Effective Learning Service is an also invaluable to all students, but especially those studying in the UK for the first time, those studying at post graduate level for the first time and those returning to study after a lengthy period. Students wishing to gain CIPD professional membership must join CIPD as a student member and will have a wide range of resources available to them through the CIPD’s website and library. The School of Management has close links with the West Yorkshire CIPD which provides further learning resources in terms of arranging, for example, work shadowing for students on a voluntary basis.


Student Support and GuidanceCourse TeamSupport for you personally and in your course of study, will be provided both by the University and the Course Team. Your Director of Study will fulfil the personal tutor role, dealing with any academic or personal concerns. You will be provided with a comprehensive series of handbooks that you can consult on a range of learning issues and your course tutors will be available to consult on subject specific queries.

Students’ UnionWe value the feedback provided by students and collaborate with the Students’ Union, through a system of course representatives and formal staff student liaison committees, so that any issues you wish to raise are addressed rapidly.

The Students’ Union and the University of Bradford work in partnership to provide confidential counselling and welfare services where you can get help with any aspect of your personal or academic life. Student Financial and Information Services (part of the Hub) will provide you with information about a diverse range of issues such as council tax, personal safety and tourist information. International Students can access a range of additional advice and support services through the Student’s Union.

Careers and EmployabilityThe University is committed to helping students develop and enhance employability and this is an integral part of many programmes and provides a Career Development Service. Students are encouraged to access this support and to use the extensive resources on the web site www.careers.brad.ac.uk.

The specific provision on this programme is to prepare students for entry into or development within the HR profession. The programme provides the underpinning knowledge required to gain professional levels of membership of HR’s professional body, the Chartered Institute of Personnel and Development. The academic and professional qualifications combined will substantially enhance students’ employability.

Learner Development Unit

The Learner Development Unit provides support in all aspects of academic, maths, numeracy and interpersonal skills. A programme of interactive workshops is delivered during both semesters which complements the individual support available from Advisers and the wide range of interactive online materials.

DisabilityDisabled students will find a supportive environment at Bradford where we are committed to ensuring that all aspects of student life are accessible to everyone. The Disability Service can help by providing equipment and advice to help you get


http://www.careers.brad.ac.uk/

the most out of your time at Bradford and is a place where you can discuss any concerns you may have about adjustments that you may need, whether these relate to study, personal care or other issues. For more information contact the Disability Service by phoning: 01274 233739 or via email: [email protected]

University policies and initiativesEcoversityEcoversity is a strategic project of the University which aims to embed the principles of sustainable development into our decision-making, learning and teaching, research activities campus operations and lives of our staff and students. We do not claim to be a beacon for sustainable development but we aspire to become a leading University in this area. The facilities we create for teaching and learning, including teaching spaces, laboratories, IT labs and social spaces, will increasingly reflect our commitments to sustainable development. Staff and student participation in this initiative is crucial to its success and its inclusion in the programme specification is a clear signal that it is at the forefront of our thinking in programme development, delivery, monitoring and review. For more details see www.bradford.ac.uk/ecoversity/

Further Information:For further information, please check the University prospectus or contact Admissions.

The Admissions Office

The University of Bradford

Richmond Road

Bradford, BD7 1DP

UK

The Admissions Office

School of Management

The University of Bradford

EmmLane

Bradford, BD9 4JL

UK

+44 (0)1274 233054

http://www.brad.ac.uk/courses/

+44 (0)1274 234321

http:// www.bradford.ac.uk/management/

The contents of this programme specification may change, subject to the University's regulations and course approval, monitoring and review procedures.


http://www.bradford.ac.uk/management/

http://www.brad.ac.uk/courses

http://www.bradford.ac.uk/ecoversity/

mailto:[email protected]

APPENDIX A: MODULE DESCRIPTORS

HRM in CONTEXT

1. Provider School of Management

2. Related Department/Subject Area School of Management

3. Principal Co-ordinator(member of staff responsible for overall management & delivery of module. If this is an associate member of staff this should be Head of Subject Group)(maximum field length 50 characters)

Dr Robert Wapshott

4. Additional Tutors (maximum field length 75 characters) Dr Carol Atkinson

5. Module Title(maximum field length 120 characters) HRM in Context

6. Module Type Standard Taught – 20 credits

7. Module Number (allocated by ASSU) For office use only

8. Module Credit (allocated by ASSU based on total study hours)

For office use only

9. Teaching Period For office use only

10. Academic Year(Academic year of first instance of delivery of the module)

2011

11. Module Occurrence (refers to collaborative locations)

For office use only

12. Level (Level M for postgraduate programmes)

M

13. Pre-requisite(s)(The code of any module(s) which forms a necessary initial requirement, which will normally involve having undertaken assessment in the pre-requisite module (but not necessarily having achieved a pass mark in the unit) (maximum of 10 module codes in 8 character blocks)

N/A

14. Co-requisite(s)(The code of any module(s) that must be taken in combination with the module specified in (5) above, although not necessarily at the same time or in the same session. Up to 10 codes may be entered.)(maximum of 10 module codes in 8 character blocks)

N/A


15. AimsA statement of the overall academic goal which the module is designed to enable students to attain. Human resource (HR) professionals and managers operate within increasingly complex and changing organisational and contextual circumstances, whether in the market, public or ‘third’ sectors and whatever the size of their organisations or the types of goods or services these enterprises produce for their customers or clients. This module provides learners, first, with an understanding of the principal internal and external environmental contexts of contemporary organisations, including the managerial and business context, within which managers, HR professionals and workers interact in conditions of environmental turbulence, change and uncertainty. Second, the module examines how those leading organisations respond to these dynamic environmental contexts. Third, the module indicates how leaders in organisations, and those in the HR function, and line managers with HR responsibilities, need to recognise and acknowledge that corporate decisions and HR choices are not always shaped by managers alone. They are also shaped by internal and external forces beyond their immediate control. Having studied this module, learners will be aware that managers and HR professionals in different types of organisation (small, large, national, global), in responding to their internal, business and external environmental contexts, not only have opportunities and choices when taking organisational and HR decisions but also face some constraints on their autonomy in determining their futures. This module explores the implications for professional practice and provides opportunities for applied learning and continuous professional development.

16. Learning, Teaching and Assessment StrategyStudent learning will be directed, supported and reinforced through a combination of lectures, staff-led small group sessions, Blackboard (or equivalent) activities and guided private study. Sessions may be delivered weekly or in blocks. Small group sessions will use practical application of cases and case studies with oral feedback given in the class. All teaching will be supported by information supplied on Blackboard, the virtual learning environment.

Engagement with professional practice will be developed through, for example, the inclusion of company visits and guest speakers in the module.

Learning will be assessed both formatively and summatively. Summative assessment will take the form of both individual coursework and examination in order to ensure that the learning outcomes are successfully achieved.

17. Study HoursA breakdown in hours of the different teaching methods employed, in terms of options opposite:

(The total number of study hours for a single module (10 Credits), including assessment, will amount to 100.)

Lectures 24Seminars/Tutorials 24Laboratory/practical 0Directed Study (to include time for assessment other than formal examinations) 50Formal Exams 1.5Other Forms of Study 100.5

18. Learning OutcomesA specification of the skills and knowledge which a student, having will have acquired on successful completion of the module. In line with Senate policy, this should be expressed in terms of:

a) Learning Outcomes 1. Knowledge & Understanding

Having successfully completed the module students will be able to understand, analyse and critically evaluate:

1 Contemporary organisations and their principal environments.

2 The managerial and business environment within which HR professionals work.

3 How organisational and HR strategies are


shaped by and developed in response to internal and external environmental factors.

4 The market and competitive environments of organisations and how organisational leaders and the HR function respond to them.

5 Globalisation and international forces and how they shape and impact on organisational and HR strategies and HR practices.

2. Subject-Specific Skills

6 Demographic, social and technological trends and how they shape and impact on organisational and HR strategies and HR practices.

7. Government policy and legal regulation and how these shape and impact on organisational and HR strategies and HR practices.3. Personal Transferable Skills Students will have developed the skills of critical analysis and evaluation

19. Mode of Assessment (including supplementary assessment)The Mode of Assessment should be designed to test the learning outcomes of the module and should be in line with University Guidance Regarding Volume of Assessment

a) Assessment type Assessment 1: essay Assessment 2: 1 examination

b) Description (free text 25 characters)

Assessment 1: individual essayAssessment 2: unseen examination

c) Duration (free text 6 characters numerical only with decimal places)

Assessment 1: 3500 word individual essayAssessment 2: 1.5 hour examination

d) Percentage(free text 3 characters numerical only)

Assessment 1: 50%Assessment 2: 50%

e) Supplementary Assessment As original


http://www.brad.ac.uk/admin/acsec/QA_Hbk/QAH3_1tariff.doc

20. Outline SyllabusAn indication of the sub-areas of academic knowledge covered in the module, outlining how these areas will be developed during the module.(maximum field length 1570 characters, about 250 words)1 Understand, analyse and critically evaluate contemporary organisations and their principal

environments.Perspectives on organisations; types, objectives and the components of organisation; managerial, internal and external environments, continuity and change in organisations; corporate governance and accountability, including business ethics and corporate social responsibility; implications and impacts on organisations, HR strategy and HR practices, especially for sustainable development.

2 Understand, analyse and critically evaluate the managerial and business environment within which HR professionals work.Management, managing and managerial functions within organisations; power, authority and influence; the search for managerial legitimacy; the finance, marketing, operations and strategic management functions; risk analysis; performance management; models and roles of the HR function; the HR equation – work, reward, job satisfaction and the psychological contract;

3 Understand, analyse and critically evaluate how organisational and HR strategies are shaped by and developed in response to internal and external environmental factors.Debates about strategy; the rational approach to strategy; emergent and other approaches to strategy, the emergence of HR strategy; approaches to the development of HR strategy, debates about effective strategic leadership; implications and impacts on organisations and HR practices; employee engagement

4 Understand, analyse and critically evaluate the market and competitive environments of organisations and how organisational leaders and the HR function respond to them.Structure and workings of market economies; macro-economic policy including monetary, fiscal and taxation policy; determinants of supply and demand in the marketplace; labour markets and the changing nature of work and employment; implications and impacts on organisations, HR strategy and HR practices.

5 Understand, analyse and critically evaluate globalisation and international forces and how they shape and impact on organisational and HR strategies and HR practices.The nature and origins of globalisation; the factors influencing globalisation; the consequences of globalisation; critiques of globalisation; organisational, governmental and intergovernmental responses to globalisation; the European Union;

6 Understand, analyse and critically evaluate demographic, social and technological trends and how they shape and impact on organisational and HR strategies and HR practices.Determinants of population trends; the working population; immigration and employment of migrant workers, work permits; international comparisons; family structures; gender, ethnicity and diversity in organisations and society; social stratification; public services and changing social values; individualism, consumerism and secularism; developments in technology; information and communication technologies; impact of technology on people, organisations and markets; knowledge and learning in organisational and economic life; implications and impacts on organisations, HR strategy and HR practices.

7 Understand, analyse and critically evaluate government policy and legal regulation and how these shape and impact on organisational and HR strategies and HR practices.Economic and industrial policy; social policy; education and training policy; EU institutions and economic and social policy; comparisons of party policies and legislative programmes; political institutions and democratic incrementalism; how organisations influence public and intergovernmental policy; forms and extent of legal regulation, including employment legislation; implications and impacts on organisations, HR strategy and HR practices.


ACADEMIC RATIONALE FOR PROPOSED NEW MODULE (maximum 250 words)

This module is students having or seeking to gain responsibility for HR decision making. It equips them to develop understanding of environments and constraints on modes of HR operation.

This module covers CIPD Professional Map module of HRM in Context. It also covers some elements of the CIPD Professional Map module Managing Employment Relations.

READING LIST (please list here the SET TEXT for the module and any SUPPORTING TEXTS).

Storey, J. (Ed.) (2007) Human Resource Management: A Critical Text 3rd Ed. London: Thomson

Supporting TextsBach, S. (Ed.) (2005) Managing Human Resources. 4th Ed. Oxford: BlackwellBoxall, P., Purcell, J. And Wright, P. (2007) The Oxford Handbook of Human Resource Management, Oxford: OUPRees, D. And McBain, R. (2004) People Management: Challenges and Opportunities. Basingstoke: Palgrave MacmillanTorrington et al. (2010) HRM 8th Ed Harlow Pearson

PLEASE NOTE: IF THIS MODULE IS NOT ASSOCIATED WITH A NEW PROGRAMME THAT WILL BE APPROVED VIA CART, YOU WILL NEED TO COMPLETE THE CHAIR’S ACTION PROFORMA AVAILABLE FROM THE PROGRAMME OFFICE.

Approvals process (to be completed by the Graduate Programmes Office)

Graduate Programmes Committee (or Chair’s Action)

Date:

School Board (or Chair’s Action) Date:

Sent for approval to ASSU (via Modcat)

CART (or Chair’s Action) Date:

New module descriptor implemented


LEADING MANAGING AND DEVELOPING PEOPLE




Dr Carol Atkinson

4. Additional Tutors (maximum field length 75 characters) TBA

5. Module Title(maximum field length 120 characters)

Leading Managing and Developing People




For office use only



2011


For office use only


M


N/A


N/A


15. AimsA statement of the overall academic goal which the module is designed to enable students to attain. This module aims to provide learners with a rigorous framework of knowledge and understanding concerning people management and development that they will need whatever the degree of specialisation they later elect to follow. It has a number of distinct learning objectives. First, the module seeks to familiarise learners with major contemporary research evidence on employment and effective approaches to human resource (HR) and learning and development (L&D) practice. Research focusing on the links between people management practices and positive organisational outcomes is covered, as is research that highlights major contemporary changes and developments in practice. Second, the module introduces learners to major debates about theory and practice in the specific fields of leadership, flexibility and change management, the aim being to help them become effective managers as well as effective HR specialists, managing others fairly and effectively and increasing levels of engagement, commitment, motivation and performance. The module also introduces the major aims of HR and L&D and explores how these are achieved in practice in different types of organisational scenario. Finally, the module requires learners to reflect critically on theory and practice from an ethical and professional standpoint and provides opportunities for applied learning and continuous professional development.


Engagement with professional practice will be developed through, for example, the inclusion of company visits and guest speakers in the module.

Learning will be assessed both formatively and summatively. Summative assessment will take the form of both individual coursework and examination in order to ensure that the learning outcomes are successfully achieved.



Lectures 24Seminars/Tutorials 24Laboratory/practical 0Directed Study (to include time for assessment other than formal examinations) 50Formal Exams 1.5Other Forms of Study 100.5


a) Learning Outcomes 1. Knowledge & Understanding Having successfully completed the module students will be able to:

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

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

3. Debate and critically evaluate the characteristics of effective leadership and the methods used to


develop leaders in organisations.4. Contribute to the promotion of flexible working

and effective change management in organisations.


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

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

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

3. Personal Transferable Skills Students will have developed the skills of critical analysis and evaluation


a) Assessment type Assessment 1: essay Assessment 2: 1 examination


Assessment 1: individual essayAssessment 2: unseen examination


Assessment 1: 3500 word individual essayAssessment 2: 1.5 hour examination


Assessment 1: 50%Assessment 2: 50%




20. Outline SyllabusAn indication of the sub-areas of academic knowledge covered in the module, outlining how these areas will be developed during the module.(maximum field length 1570 characters, about 250 words)

1 Review and critically evaluate major contemporary research and debates in the fields of HRM and HRD.Major research studies on contemporary developments in the HRM and HRD fields published in the UK and overseas, including those carried out or sponsored by the CIPD; evidence on links between HR practice and business outcomes; measuring the value of the HR function; HRM and HRD practices in the most successful organisations; developing an effective interface between HR and line management through partnership working.

2 Evaluate major theories relating to motivation, commitment and engagement at work and how these are put into practice by organisations.Understand, explain and evaluate major theories relating to motivation, commitment and engagement at work and how these are put into practice by organisations; major motivation theories and their critics; the significance of effective leadership, reward, performance management and career development opportunities.

3 Debate and critically evaluate the characteristics of effective leadership and the methods used to develop leaders in organisations.Types of leadership and management styles and their impact; characteristics of successful and unsuccessful leaders; developing effective leaders in organisations.

4 Contribute to the promotion of flexible working and effective change management in organisations.Understand and contribute to the promotion of flexible working and effective change management in organisations; the growing significance of flexibility; different types of flexibility; the contribution made by HRM and HRD specialists to the promotion of flexible working; effective approaches to change management and major theories in the field; the central role played by people management practices in the effective management of change.

5 Critically discuss the aims and objectives of the HRM and HRD functions in organisations and how these are met in practice.Organisation and job design; attracting and retaining people; motivating and managing performance; efficient administration of the employment relationship; managing employee relations; training and developing people; rewarding people.

6 Assess the contribution made by HRM and HRD specialists in different types of organisation. Major contemporary developments in HRM and HRD practice in larger private sector companies, small and medium-sized enterprises, public sector organisations, voluntary sector organisations and international corporations.

7 Promote professionalism and an ethical approach to HRM and HRD practice in organisations. Major debates about professionalism and ethics in organisations; common ethical dilemmas faced by


managers and ways of resolving these; equity and fair-dealing; managing within the expectations of the law.


This aims to equip students with the skills and knowledge required to operate effectively in the key areas of people management and development.

This module covers CIPD Professional Map module of Managing Leading and Developing People. It also covers some elements of the CIPD Professional Map module Learning and Talent Development.


Set TextsTorrington, D., Hall, L., Taylor, S. and Atkinson, C. (2010) Human Resource Management, 8 th Ed. Harlow: Pearson

Supporting TextsBeardwell, J. And Claydon, T. (2010) Human Resource Management: A Contemporary Perspective. 6 th Ed. Harlow: FT Prentice HallBratton, J. And Gold, J. (2007) Human Resource Management: Theory and Practice. Basingstoke: Palgrave MacMillan




INVESTIGATING A BUSINESS ISSUE FROM AN HR PERSPECTIVE




TBA

4. Additional Tutors (maximum field length 75 characters)5. Module Title(maximum field length 120 characters) Investigating a Business Issue from an HR

Perspective




For office use only



2011


For office use only


M


N/A


N/A


15. AimsA statement of the overall academic goal which the module is designed to enable students to attain. Key elements of professional competence are strategic awareness, a business orientation and a concern with adding value through human resource (HR) practice. Qualified professionals should be able to research relevant topics and write reports that can persuade key stakeholders in the organisation to change or adopt a particular policy and practice. This module provides the opportunity for learners to 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 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 critical evaluative approach, empirical investigation and analysis and a combination of academic research and business report writing skills. It requires reflection on the implications for professional practice from an ethical, professional and continuous professional development standpoint.


Learning will be assessed both formatively and summatively. Summative assessment will take the form of report on research project undertaken to ensure that the learning outcomes are successfully achieved.



Lectures 24Seminars/Tutorials 24Laboratory/practical 0Directed Study (to include time for assessment other than formal examinations) 50Formal Exams Other Forms of Study 102


a) Learning Outcomes 1. Knowledge & Understanding Having successfully completed the module students will be able to understand, analyse and critically evaluate:

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

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


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

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

5 Draw realistic and appropriate conclusions and


make recommendations based on costed options.

3. Personal Transferable Skills

6 Develop and present a persuasive business report.

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


a) Assessment type Assessment 1: individual research report


Assessment 1: individual research report


Assessment 1: 7500 word individual research report


Assessment 1: 100%





1 Identify and justify a business issue that is of strategic relevance to the organisation.Identify a suitable topic for the project. Potential sources might include critical incidents, significant external or internal influence, change management initiatives, risk assessment, internal or external diagnostic, and a chronic or acute problem. Plan and design a project that has strategic relevance and the potential to add value to the organisation.

2 Critically analyse and discuss existing literature, contemporary HR policy and practice relevant to the chosen issue.Knowledge of literature and contemporary HR practice; information search and retrieval; analysing sources of data; writing a critical literature review; academic referencing.

3 Compare and contrast the relative merits of different research methods and their relevance to different situations.Research methods: understanding different methods of data collection (for example interviews, questionnaires, focus groups, participant observation), the strengths and weaknesses of each and the circumstances in which they might be used; ethical considerations.

4 Undertake a systematic analysis of quantitative and/or qualitative information and present the results in a clear and consistent format.Data analysis: the use and value of different analytical tools for interpreting data; systematic data analysis; identification and explanation of emerging patterns and how to deal with conflicting evidence; effective interpretation and presentation of data.

5 Draw realistic and appropriate conclusions and make recommendations based on costed options.Drawing reasoned conclusions from data collected and presented; production of realistic, timely and effectively justified recommendations and costed implementation plans; awareness of potential resistance to recommendations and how this might be overcome.

6 Develop and present a persuasive business report.Developing and presenting a report: the importance of clear aims, objectives and appropriate terms of reference; awareness of time management and project development; potential barriers and how they might be overcome; the structure and content of a management report; principal techniques of communication and persuasion appropriate to a business report; presentation skills.

7 Write a reflective account of what has been learned during the project and how this can be applied in the future. Developing the skills of critical reflection.



This module contributes to the development of students into HR practitioners who consciously seek to contribute to underlying organisational purposes (and therefore understand what those strategic purposes are) and challenge the way in which things are done, to find solutions that are ‘better, cheaper or faster’. The investigation of an organisational HR issue and the production of recommendations that influence organisational practice is central to this.

This module covers CIPD Professional Map module of Investigating a business issue from an HR perspective. It also covers some learning outcomes 6 and 8 of the CIPD Professional Map module of Developing Skills for Business Leadership.


Set TextAnderson, A. (20049 Research Methods in Human Resource Management, 2nd Ed., London: CIPD

Supporting TextsFrom relevant modules across the Programme.




Date:






DEVELOPING SKILLS FOR BUSINESS LEADERSHIP




Karen Waite

4. Additional Tutors (maximum field length 75 characters) TBA

5. Module Title(maximum field length 120 characters)

Developing Skills for Business Leadership




For office use only



2011


For office use only


M


N/A


N/A


15. AimsA statement of the overall academic goal which the module is designed to enable students to attain. Successful human resource (HR) professionals have different approaches to their work, sharing a range of diverse personality traits, attributes and beliefs. These underpin skills proficiency, but cannot in themselves be described as ‘skills’. Yet often they are central determinants of an individual manager’s effectiveness and are developed consciously over time and with an awareness of differing cultural contexts and operating environments. A key purpose of this module is thus to encourage learners to develop a strong sense of self-awareness and of their own strengths and weaknesses as managers and colleagues. The module is primarily concerned with the development of skills, and specifically seeks to develop and improve a range of definable skills that are pivotal to successful management practice and to effective leadership. These include thinking and decision-making skills, a range of teamworking and interpersonal skills and others associated with developing personal effectiveness and credibility at work. The module also seeks to develop further more-specialised skills that are of particular significance to effective higher-level people management and provides opportunities for applied learning and continuous professional development. 16. Learning, Teaching and Assessment StrategyStudent learning will be directed, supported and reinforced through a combination of practical skills sessions, staff-led small group sessions, Blackboard (or equivalent) activities and guided private study. Sessions may be delivered weekly or in blocks. Small group sessions will use practical application of cases and case studies with oral feedback given in the class. All teaching will be supported by information supplied on Blackboard, the virtual learning environment.

Learning will be assessed both formatively and summatively. Summative assessment will take the form of a personal development portfolio which demonstrates that the learning outcomes are successfully achieved.



Lectures 0Seminars/Tutorials 12Laboratory/practical 12Directed Study (to include time for assessment other than formal examinations) Formal Exams Other Forms of Study 76


a) Learning Outcomes Having successfully completed the module students will be able to:

3. Personal Transferable Skills 1 Manage themselves more effectively at work or

in another professional context.2 Manage interpersonal relationships at work

more effectively.3 Make sound and justifiable decisions and solve

problems more effectively.4 Lead and influence others more effectively.1. Knowledge & Understanding

5 Interpret financial information and manage financial resources.

2. Subject-Specific Skills 6 Demonstrate an essential people management

skill-set.



a) Assessment type Assessment 1: skill development portfolio


Assessment 1: portfolio to include personal development plans and records, evidence of development and reflective diary.


Assessment 1: 3500 word portfolio


Assessment 1: 100%





1 Manage themselves more effectively at work or in another professional context.Self-awareness, dimensions of personality and individual differences, time management, personal organising skills, stress management; principles of continuous professional development; professional and ethical approaches to self-management at work.

2 Manage interpersonal relationships at work more effectively.Characteristics of effective teams and team-building, assertiveness, interpersonal communication, effective negotiation, handling emotion and conflict, written, verbal and non-verbal communication, networking, negotiating; organisational politics and the need to act in a politically astute and ethical manner to secure HR objectives; liaising with customers.

3 Make sound and justifiable decisions and solve problems more effectively.Systematic and evidence-based decision-making, testing ideas, creative and team-based decision-making, evaluating evidence and options, ethical decision-making; communicating and justifying decisions; proactive approaches to problem-solving; consulting skills.

4 Lead and influence others more effectively.Effective supervision and team leadership, coaching and mentoring, effective delegation, resolving conflict between team members, positively motivating others to raise their level of performance; chairing meetings and co-ordinating discussions; leading and facilitating change; providing direction; influencing thinking and decision-making on the part of others.

5 Interpret financial information and manage financial resources.Structure, content and interpretation of simple balance sheets, profit and loss accounts and trading statements; ratio analysis; basic costing concepts and techniques; cash flow and cash budgets; budgetary planning and control.

6 Demonstrate an essential people management skill-set.Selection interviewing, appraisal interviewing, disciplinary interviewing; delivering training, making presentations; project management; managing poor performance (including absence, lateness and incompetence).


This aims to equip students with the skills required to operate effectively in the key areas of people management and development and as a manager generally.

This module covers CIPD Professional Map module of Developing Skills for Business Leadership (6 of 8 learning outcomes).



Set TextMegginson, D. And Whitaker, V. (2007) Continuing Professional Development, 2nd Ed., London: CIPD




Date:






EMPLOYMENT LAW

Providing Department: School of Management

Module Title: EMPLOYMENT LAW

Module Co-ordinator: JESS GUTH Module Code: MAN4290L

Semester: SEMESTERS 1&2 Module Type: LINKED

Level: M (Master) Credit: 20

Pre-requisite: None Co-requisite(s): None

Aims: This module aims to develop your understanding of employment law in its social and political context. It will help you to be able to evaluate the nature of different types of employment relationships and the rights and duties that come with them. It will also provide you with a framework for understanding and assessing a variety of employment rights, their historical and likely future development. One of the School of Management's main aims is to address major challenges for business and society such as global responsibility and sustainable development. This module therefore addresses aspects of sustainability throughout focusing particularly on ethical practice in employment law, equality, human dignity and social justice.

Teaching and Learning Strategy:Your learning will be directed, supported and reinforced through weekly 2 hour teaching sessions and guided private study. The sessions will use theoretical discussions and practical application of cases and case studies with oral feedback given in the class. You will be directed to appropriate primary and secondary sources and you will be required to perform research and presentation exercises. You will also be set tasks to monitor your progress in addition to formal assessment. All teaching will be supported by information supplied on Blackboard, the virtual learning environment.

Study Hours:

Lectures SGS Lab/Pract

DirectedStudy 160

Other Formal Exams

Total 200

Learning Outcomes: (1) knowledge & understanding, (2) discipline skills, (3)personal transferable skills:On successful completion of the module you will be able to:

(1) Explain the core principles that underpin employment law as it applies in the UK; Critically consider the likely future progress of employment law in the light of its past development; Evaluate the formation, operation and termination of employment contracts in a variety of situations

(2) Apply your knowledge of employment law to solve practical problems and scenarios and advise colleagues as to the implications of legal developments, appropriate action and organizational response; Carry out in depth legal research on issues relevant to employment law

(3) Present your work to an acceptable academic standard both orally and in writing; write appropriately for a variety of different target groups


Mode of Assessment: 1. Individual assignment of up to 3500 words2. Individual assignment of up to 2000 words and a presentation

Supplementary assessment: as above to repair deficiencies to original assessment.

Outline Syllabus: The module will cover a selection of the following topics:

The sources and machinery of employment law including employment tribunals

The nature of the employment relationship

The formation, operation and termination of employment contracts

Statutory employment rights including equality law

Collective Bargaining and Trade Unions

The historical development of employment law

The future of employment law

Indicative Reading:Taylor and Emir, Employment Law, Oxford University Press, Latest edition

Willey, Employment Law in Context, Pearson Longman, Latest edition


HUMAN RESOURCE DEVELOPMENT

Provider: School of ManagementRelated Department / Subject Area: School of Management

Principal Co-Ordinator: Dr Robert Perrett

Additional Tutors: Prof. Irena Grugulis

Module Title: Human Resource Development (MA)

Module Type: Standard module

Module Code: MAN4221M Module Credit: 10

Teaching Period: YearAcademic Year: 20010/11Module Occurrence: A

Level: M (Master)

Prerequisite(s): None

Corequisite(s): None

Aims: To stimulate a critical understanding of the systemic nature of skill and expertise as well as the way that power relations can impact on these ; provide the student with a critical evaluation of the way skill is conceptualised and understood (individual, job, social setting); provide participants with an understanding of international practice; cover current debates on the changing nature of skills at work (emphasis on personal qualities and attributes).

Learning Teaching and Assessment Strategy: Knowledge disseminated in large lectures supported by both staff and student-led seminars and student presentations. Formative verbal feedback will be given in discussion and on group presentations. Written feedback will be provided on summative assessment.Engagement with professional practice will be developed through, for example, the inclusion of company visits and guest speakers in the module.

Study Hours: Lectures: 12.00 Directed Study: 76.00Seminars/Tutorials: 12.00 Other: 0.00


Laboratory/Practical: 0.00 Formal Exams: 0.00Total: 100.00

Learning Outcomes:

1. Knowledge & Understanding On successful completion of this module you will be able to...1. Have a comprehensive understanding of (i) different forms of vocational education and training and the assumptions behind training policy; (ii) power relations in the workplace and their impact on development and skill; (iii) what company culture is and whether it can be manipulated and (iv) the principles and practices of emotional labour.

2. Subject-Specific Skills On successful completion of this module you will be able to...1. Critically evaluate the impact of different types of training; be able to assess key developments within the area of workplace skills.

3. Personal Transferable Skills On successful completion of this module you will be able to...1. Demonstrate improved presentation, group work and communication skills.

Mode of Assessment:

1. Assessment Type DurationPercentage

Coursework 70%

Description Individual assignment (2,500 words)


Coursework 30% Description Group presentation/assignment

Outline Syllabus: This is a topical course and subjects may change to reflect this.

Nature of employment; HRM and HRD; Nature of skill; Systemic aspects of skill development;


International approaches (voluntarism and regulation); 'Soft' skills and Learning Organisations, Qualifications and audit mechanisms, Organisational culture, Emotional and aesthetic labour, Managerial work and management development,Training for the young.

Education for Sustainable Development (ESD) shall be addressed (in line with UNESCO definitions) to consider the long-term future of the economy in terms of equity within communities. In particular inequalities, diversity and social justice in contemporary societies will be addressed. This will focus principally upon inequalities in training opportunities and the impact upon the individual and society as a whole.

Where appropriate sessions will explore comparative material and set practice against international examples. The course will be structured around lectures and seminar-based class discussion. Participation will be encouraged through student presentations, group discussion and (where possible) interactive lectures.

Version No: 3


EMPLOYEE RELATIONS

Module Code: MAN4220M

Principal Co-Ordinator: Dr Jo McBrideAdditional Tutors: Dr. Robert PerrettTeaching Period: Semester 2YearAcademic Year: 2010/11Module Occurrence: AModule Credit: 10Level: M (Postgraduate Master)Pre-requisite(s): NoneCo-requisite(s): NoneAims:The aim of this module is to stimulate a conceptual and critical understanding of employment relations based on institutional and sociological sources. It will provide the student with a comprehensive understanding of employment relations in both the UK and from a comparative perspective and enable them to critically evaluate current debate on the changing nature of employment.Learning Teaching and Assessment Strategy:Lectures supported by student-led seminars and case studies. The cases used will be drawn from current academic debates and will be representative of current research. Engagement with professional practice will be developed through, for example, the inclusion of company visits and guest speakers in the module.

Study Hours:Lectures: 12.00 Directed Study: 74.50Seminars/Tutorials: 12.00 Other: 0.00Laboratory/Practical: 0.00 Formal Exams: 1.50 Total: 100.00Learning Outcomes:1. Knowledge & UnderstandingOn successful completion of this module you will be able to demonstrate a comprehensive understanding of the complex issues and strategic changes in employee relations through industrial relations, sociological and institutional approaches, both in the UK and from a comparative perspective.2. Subject-Specific SkillsOn successful completion of this module you will be able to demonstrate the ability to deal with complex issues within employee relations in an innovative and systematic manner and to critically evaluate key developments in this area.3. Personal Transferable SkillsOn successful completion of this module you will be able to demonstrate improvedcommunication, analytical and debating skills.

Mode of Assessment:1. Assessment Type Duration PercentageCoursework 30%Individual coursework (1,500 words)2. Assessment Type Duration PercentageExamination - closed book 1.50 hours 70%


Supplementary Assessment:Outline Syllabus:This is a topical course and subjects may change to reflect this but important topics include the following: The employment relationship and theories of employment relations; representation and collective bargaining; Participation and involvement; The state and the regulation of employment relations; The decline of collectivism; The rise of partnership; International differences in employment relations; The role of production and educational regimes; Welfare regimes and labour participation; Multinational corporations and international labour standards; Globalisation and convergence. Within these subjects will also be some discussion of basic employee relations topics such as discipline and grievance.Version No: 3


DIVERSITY IN WORK AND ORGANISATIONS


Principal Co-Ordinator: Prof. I. Grugulis

Additional Tutors:

Module Title: Diversity in Work and Organisations (MA)




Level: M (Postgraduate Master)



Aims: The aim of this module is to develop in students a (i) critical understanding of equal opportunity and diversity issues within HRM; and (ii) the ability to evaluate current debate on the changing nature of equality issues at work and their regulation.

Learning Teaching and Assessment Strategy: Lectures, student led seminars and tutorials. Case studies will be drawn from current academic debate and will be representative of the research being done in leading academic centres of study.

Study Hours: Lectures: 16.00 Directed Study: 75.00Seminars/Tutorials: 8.00 Other: 0.00Laboratory/Practical: 0.00 Formal Exams: 1.00

Total: 100.00

Learning Outcomes:

1. Knowledge & Understanding On successful completion of this module you will be able to...1. Demonstrate a critical understanding of equal opportunity and diversity issues


within HRM2. A comprehensive understanding of strategic changes and developments in diversity regarding gender, age, race and disability.

2. Subject-Specific Skills On successful completion of this module you will be able to...2. Critically evaluate key developments within the area of diversity in institutional and social terms and assess relevant methodologies.

3. Personal Transferable Skills On successful completion of this module you will be able to...1. Further develop communication, analysis, presentation and negotiation skills.2. Deal with complex issues in a systematic manner.

Mode of Assessment:


Coursework 50% Description Individual assignment (2,000 words)


Examination - closed book 1.00 hours50%

Description Closed book examination (1 hour)

Outline Syllabus: Understanding the Issues - Theories of Exclusion and Segregation (a) Social explanations- Theories of Exclusion and Segregation (b) Institutional and labour market explanations-

Responding to the Issues -Regulation and Diversity - Legal developments in equality: international comparisons; Employee Relations, Unions and EmployersThe Development of Equal OpportunitiesThe Issue of Managing DiversitySkill Formation and SegregationFlexibility at work -Evaluating Work-Life Balance

Version No: 2


COACHING AND LEADERSHIP DEVELOPMENT


Principal Co-Ordinator: Professor Jackie Ford

Additional Tutors: To be confirmed

Module Title: Coaching and Leadership Development


Module Code: MAN@coachingandleadership Module Credit: 10

Teaching Period: Either Semester 1 OR Semester 2Academic Year: 2009/0Module Occurrence: A

Level: M (Master)



Aims: This module is designed to provide you with a critical introduction to and appreciation of coaching and leadership development within an organisational context. It seeks to provide an overview of coaching as an organisational development intervention and to explore the growing importance of coaching within the context of contemporary thinking on leadership development. It will enable you to analyse and evaluate non-directive approaches to coaching and the core skills entailed of such an approach. It will develop your skills of reflective thinking and writing which will support both your coachi

Learning Teaching and Assessment Strategy: Student learning will be directed, supported and reinforced through a combination of lectures, staff-led small group sessions, Blackboard (or equivalent) activities and guided private study. Sessions may be delivered weekly or in blocks. Small group sessions will use practical application of cases and case studies with oral feedback given in the class. You will also be expected to attend a supervision session to support the development of a coaching practice portfolio. You will be expected to keep a learning journal and to receive some personal coaching during the course of the programme to further enhance your understanding of the coaching process. The learning journal will be important in contributing to the reflective assignment through which the practice portfolio is assessed.All teaching will be supported by information supplied on Blackboard, the virtual learning environment.


[Assessed practical supervision and review to be assessed via the professional development route]


Total: 100.00

Learning Outcomes:

1. Knowledge & Understanding On successful completion of this module you will be able to...1. Demonstrate, explain and apply their critical understanding of coaching and leadership development and of the changing organisational and social contexts within which they operate;2. Appraise, critique and synthesise theory and practice in a range of coaching, mentoring and leadership situations;3. Recognise and explain how HR specialists can support managers in coaching and leadership development skills relevant to their roles within the organisation;

2. Subject-Specific Skills On successful completion of this module you will be able to...4. Assess the relevance of coaching and leadership development interventions in context;5. Develop a clearer understanding of personal as well as broader managerial leadership behaviours in relation to coaching;6. Undertake a coaching session in the context of leadership development.

3. Personal Transferable Skills On successful completion of this module you will be able to...7. Be self-directed and able to act autonomously in planning and implementing coaching and leadership development projects in both academic and professional context;8. Manage time effectively so as to complete unit and professional skills assessments.

Mode of Assessment:


Coursework 50% Description


Assessment 1: 20 mins observed supervision and 1000 word follow up report


Coursework 50% Description Assessment 2: Reflective learning journal (2,500 words)

Supplementary Assessment: As Original

Outline Syllabus: ' An introduction to coaching and leadership development in organisations;' An overview of the context: counselling, coaching, mentoring, supervision and leadership development;' Coaching supervision in practice, from formal supervision to informal peer supervisory approaches;' Psychoanalytic and psychosocial explorations, theories and models and their application to coaching and leadership development practice;' The role of coaching in developing leadership talent;' Models of coaching and therapeutic traditions, ethics, boundaries, confidentiality and protocols;' Evaluating coaching and leadership development interventions.

Version No: 1


ETHICAL ASPECTS OF HRMProvider: School of ManagementRelated Department / Subject Area: School of Management

Principal Co-Ordinator: Dr Hugh Lee


Module Title: Ethical Aspects of Human Resource Management


Module Code: MAN@ethicalaspectsofhrm Module Credit: 10


Level: M (Master)



Aims: This module is intended to provide an overview of some ethical frameworks which may be relevant for HRM as it is practiced in organizations in the 21st century. When considering ethical issues such as fairness, diversity, integrity and trust it is important for HR practitioners to consider them in a structured and coherent way. By studying ethical frameworks such as consequentialism, deontology and feminist ethics you will develop skills in developing and implementing HR policy by taking a balanced and ethical approach.

Learning Teaching and Assessment Strategy: Learning will be directed, supported and reinforced through a combination of lectures, staff-led small group sessions, Blackboard activities and guided private study. Sessions may be delivered weekly or in blocks. Small group sessions will use practical application of case studies and vignettes with oral feedback and guidance given in class.


Total: 100.00


Learning Outcomes:

1. Knowledge & Understanding On successful completion of this module you will be able to...1. Demonstrate an understanding of key ethical frameworks and apply them in real and hypothetical HRM situations2. Explain the importance and value to both the organization and its staff of incorporating business ethics into HRM policy.

2. Subject-Specific Skills On successful completion of this module you will be able to...3. Demonstrate the ability to use sound argument to present and defend an approach to issues in HRM4. Identify weaknesses in arguments that are based on, for example, cultural relativity or universality and suggest alternative sound arguments.

3. Personal Transferable Skills On successful completion of this module you will be able to...5. Take part in debates and defend positions which may be unpopular or new to other participants.6. Manage time efficiently and produce academic work on time and within prescribed word limits.

Mode of Assessment:



Description Time constrained closed book examination


Coursework 50% Description Case study assignment (2,000 words)


Outline Syllabus: All aspects of HRM - recruitment, appraisal, performance management, disciplinary procedures, salaries and pensions, sickness and holiday policy, staff training and


development and so on, have inherent ethical dimensions. This module will provide students with an opportunity to think and work through a sample (up to eight) areas on a week by week basis and in so doing learn how to take a critical and ethical approach to each one.

Version No: 1


INTERNATIONAL HRMProvider: School of ManagementRelated Department / Subject Area: School of Management

Principal Co-Ordinator: Dr. Peter Prowse


Module Title: International Human Resource Management


Module Code: MAN@InternationalHRM Module Credit: 10


Level: M (Master)



Aims: This module is designed to provide you with a critical introduction to and appreciation of international human resource management. To internationalise student knowledge across an array of human resource management issues.

Learning Teaching and Assessment Strategy: Your learning will be directed, supported and reinforced through a combination of lectures, staff-led small group sessions, Blackboard (or equivalent) activities and guided private study. Small group sessions will use practical application of cases and case studies with oral feedback given in the class. You will be directed to appropriate primary and secondary sources and you will be required to perform research and presentation exercises. You will also be set tasks to monitor your progress in addition to formal assessment. All teaching will be supported by information supplied on Blackboard, the virtual learning environment. Engagement with professional practice will be developed through, for example, the inclusion of company visits and guest speakers in the module.

Study Hours: Lectures: 12.00 Directed Study: 74.50Seminars/Tutorials: 12.00 Other:


0.00Laboratory/Practical: 0.00 Formal Exams: 1.50

Total: 100.00

Learning Outcomes:

1. Knowledge & Understanding On successful completion of this module you will be able to...1.demonstrate a critical understanding of the current debates over human resource management issues as experiences in multinational companies on a global scale

2. Subject-Specific Skills On successful completion of this module you will be able to...2.demonstrate skills in the diagnosis of international HR problems and issues

3. Personal Transferable Skills On successful completion of this module you will be able to...3.analyse and solve problems in the field of international HR issues.

Mode of Assessment:



Description Closed book examination - (1.5 hours)


Coursework 30% Description Coursework (individual assignment - 1,500 words)


Outline Syllabus: Approaches to International HRM. Context of International HRM. Staffing the Organisation. Managing Performance in an International Context. Training and Developing the International Workforce. Reward Management for International HRM. Repatriation Policies and Practices .Employee relations and the International Firm. Issues and Challenges in International HRM.


Version No: 5


MANAGING EMPLOYEE PERFORMANCEProvider: School of ManagementRelated Department / Subject Area: School of Management

Principal Co-Ordinator: Dr Carol Atkinson


Module Title: Managing Employee Performance


Module Code: MAN@managingemployeeperformance Module Credit: 10


Level: M (Master)



Aims: This module is designed to provide insight into Performance Management and its strategic approach to managing the business. It explores the continuous development of the organisation's broad strategic capabilities and the specific capabilities of individuals and teams. Performance Management is owned by management in general and individual managers in particular. Personnel and development practitioners have an important strategic role to play in performance management, providing specialist development and advice as a proactive and innovative influence on corporate strategy.

Learning Teaching and Assessment Strategy: Your learning will be directed, supported and reinforced through a combination of lectures, staff-led small group sessions, Blackboard (or equivalent) activities and guided private study. Sessions may be delivered weekly or in blocks. Small group sessions will use practical application of cases and case studies with oral feedback given in the class. You will be directed to appropriate primary and secondary sources and you will be required to perform research and presentation exercises. You will also be set tasks to monitor your progress in addition to formal assessment. All teaching will be supported by information supplied on Blackboard, the virtual learning environment. Engagement with professional practice will be developed through, for example, the inclusion of company visits and guest speakers in the module.



Total: 100.00

Learning Outcomes:

1. Knowledge & Understanding On successful completion of this module you will be able to...1. Demonstrate a systematic understanding and critical awareness of performance management policy and practice.2. Evaluate critically current research and advanced scholarship in performance management3. Develop, apply, advise and critically reflect on performance interventions, showing critical awareness of different organisational contexts and strategic goals.4. Critically evaluate the contribution of performance practices.

2. Subject-Specific Skills On successful completion of this module you will be able to...5. Understand the processes of objective setting and be able to set effective objectives6. Conduct an effective performance review

3. Personal Transferable Skills On successful completion of this module you will be able to...7. Work successfully as part of a group to prepare and take part in a professional skills assessment8. Manage time effectively so as to complete unit and professional skills assessments.

Mode of Assessment:


Coursework 100% Description Case study assignment (3,500 words)



Outline Syllabus: The performance management contribution;Performance management processes; Performance management skills; Performance management and employee development;Performance management and employee reward;Introducing performance management;Evaluating performance management;.Managing under-performers;Performance management roles.

Version No: 1


REWARD MANAGEMENT


Principal Co-Ordinator: Dr. Peter Prowse


Module Title: Reward Management


Module Code: MAN@RewardManagement Module Credit: 10


Level: M (Master)



Aims: This module is designed to provide you with a critical introduction to and appreciation of the employee reward strategy from an analysis of an organisation's strategy and participate in preparation of employee reward planning and policy. You will participate as a team member in consultation or bargaining in the design, implementation an operation of a pay system.

Learning Teaching and Assessment Strategy: Your learning will be able to assist in preparing an employee reward policy statement directed, supported and reinforced through a combination of lectures, staff-led small group sessions, Blackboard (or equivalent) activities and guided private study. Sessions may be delivered weekly or in blocks. Small group sessions will use practical application of cases and case studies with oral feedback given in the class. You will be directed to appropriate primary and secondary sources and you will be required to perform research and presentation exercises. You will also be set tasks to monitor your progress in addition to formal assessment. All teaching will be supported by information supplied on Blackboard, the virtual learning environment. Engagement with professional practice will be developed through, for example, the inclusion of company visits and guest speakers in the module.



Total: 100.00

Learning Outcomes:

1. Knowledge & Understanding On successful completion of this module you will be able to...1. Demonstrate a systematic understanding and critical awareness of reward systems, strategies and policies in an organisation.2. Critically evaluate the reward philosophies, strategies, policies, practices and levels of pay in organisations in public, private and voluntary sectors, including pay determination through collective bargaining.3. Critically evaluate the key economic, psychological and motivational theories that influence and influence reward policies and practices.

2. Subject-Specific Skills On successful completion of this module you will be able to...4. Evaluate critically current research and advanced scholarship in reward policy.5. Conduct a job evaluation audit.6. Advise on reward policy in organisations

3. Personal Transferable Skills On successful completion of this module you will be able to...7. Work successfully as part of a group on module related activities.8. Manage time effectively so as to complete module and its assessment

Mode of Assessment:



Description Time constrained closed book examination


Coursework 30% Description 1500 word individual assignment



Outline Syllabus: Introduction to Reward Management Systems examining the nature and objectives of the employment reward the corporate, national and international context; the impact of the external and internal environment and global competition on reward strategies and practices.Examining Pay Structures, contemporary concepts such as `New Pay`, The national Minimum Wage, Introduction to Job Evaluation and equality at work, Economic and Motivational Processes of reward, Pay Comparisons and Benefit Surveys, Performance Management and the impact on reward practices, Rewarding Performance Related pay., Employee benefits and pensions, Managing reward systems for special groups.

Version No: 1


Management of Change

Module Type: Standard module Academic Year: 2007/8

Module Code: MAN4002M Module Occurrence: A

Module Credit: 10 Teaching Period: Year


Provider: School of Management Related Department / Subject Area: MG Principal Co-ordinator: Dr Carol Atkinson Additional Tutors: Dr David Spicer, Dr Robert Wapshott

Prerequisite(s): MAN4003M MAN4004M

Aims: To provide a framework for a critical understanding of the issues associated with managing change in organisations and to provide opportunities for reflecting on real change in organisations.

Teaching Strategy: Lectures, Seminars, tutorials and workshops. To incorporate practical exercises, case studies, presentations and group work.

Study Hours:

Lectures: 12.00 Directed Study: 74.50

Seminars/Tutorials: 12.00 Formal Exams: 1.50

Laboratory/Practical: 0.00 Other: 0.00 Total: 100

Learning Outcomes:

1. Knowledge & Understanding 1. Understand the change process, their own and others response/reaction to it and how these might be modified.

2. Discipline Skills 2. Identify the environmental influences on change.

3. Personal Transferable Skills 3. Assess the implementation of change within organisations.


1 Assessment Type Duration (hours) Percentage

Examination 1.5 70%

Description

Individual closed book examination (1.5 hours)

2 Assessment Type Duration (hours) Percentage

Coursework 30%

Description

Coursework - Individual assignment (1,500 words)

Supplementary Assessment: As Original (Note: 'As Original' indicates that Supplementary Assessment will take the same form as the Mode(s) of Assessment).

Outline Syllabus: Subject Cluster: Human Resource Management. The nature of change; Cultures for change; Drivers of change; Reactions to change; People and change; Leadership of change; Models of change.

Version No: 2

Reading List: No set text. Details of reading and pre-work will be notified nearer the time.


CROSS CULTURAL MANAGEMENT


Principal Co-Ordinator: Alex Mohr

Additional Tutors:

Module Title: Cross-Cultural Management (MA)




Level: M (Master)



Aims: To develop an awareness and comprehensive understanding of the influence of culture on management practices and people's behaviour in organisations. To equip students with strategies to successfully identify and deal with cultural differences.

Learning Teaching and Assessment Strategy: Lectures, tutorials, case analysis, role play and simulation games. Supplementary assessment is as original (the group report will be replaced with an individual report at supplementary assessment).


Total: 100.00

Learning Outcomes:

1. Knowledge & Understanding


On successful completion of this module you will be able to...1. Demonstrate a comprehensive understanding of the role of culture in international business; knowledge of the major policies and practices associated with effective cross-cultural management; a critical understanding of how to engage in cross-cultural management.

2. Subject-Specific Skills On successful completion of this module you will be able to...2) Demonstrate the ability to deal with cultural differences; to work in multi-cultural teams; and to assess the effectiveness of cross-cultural management policies

3. Personal Transferable Skills On successful completion of this module you will be able to...3) Demonstrate the ability to work co-operatively in groups on cross-cultural issues; share knowledge and experience about cross-cultural issues; write effective and concise management reports on matters connected to cross-cultural issues.

Mode of Assessment:


Coursework 30% Description Case study report (group assignment - 1,500 words)


Coursework 70% Description Individual assignment (2,450 words)

Outline Syllabus: o Understanding cultural differences; o Communication & negotiation across cultures;o Multi-cultural teams and managing diversity;o Leadership & motivation across cultures;o National cultures and organisational cultures;o Organisational structure and organisational change across countries;o International HRM and expatriate management.

Version No: 3


INTERNATIONAL BUSINESS STRATEGY


Principal Co-Ordinator: Dr. Anna Zueva

Additional Tutors:

Module Title: International Business Strategy (MSc)




Level: M (Master)



Aims: This module aims to develop a comprehensive understanding of the strategic issues that businesses are confronted with when operating on an international scale. It introduces key theories of international business strategy, the rationales for international expansion, the choice of foreign market entre mode and the evaluation of key strategic issues facing the multinational enterprises (MNEs).

Learning Teaching and Assessment Strategy: Lectures, self-managed group learning, tutorials and project workshops.


Total: 100.00

Learning Outcomes:



On successful completion of this module you will be able to...1. Demonstrate a critical understanding of the major theories of multinational enterprise; identify and understand the reasons for alternative ways of entering and servicing foreign markets; demonstrate awareness of the constituents of the international business environment and the way these affect strategy and expectations; demonstrate critical understanding of the different ways in which international strategies may be identified and managed and cross-border organisations are managed; awareness of the impacts on economies and industries.

2. Subject-Specific Skills On successful completion of this module you will be able to...2. Apply learned concepts and theories in evaluation of the appropriateness of different strategic solutions in the context of the changing global economy.

3. Personal Transferable Skills On successful completion of this module you will be able to...3. Formulate international strategy; work co-operatively in groups, sharing knowledge and experience, and write effective and concise management reports.

Mode of Assessment:



Description Closed book examination (1 hour).


Coursework 50% Description Group project - (3,000 words).



Description Supplementary Closed book examination (2 hours)

Outline Syllabus: Overview of the international business environment. Country evaluation and selection. Theories of internationalisation of firms, including OLI paradigm, resource dependence theory, stages theory and network theory. Modes of foreign market servicing - exporting, FDI and strategic alliances. Strategy, structure and control


mechanisms in MNE. Global production, outsourcing and technology transfer. Corporate Social Responsibilty in MNEs.International human resource management.

Version No: 4


STRATEGIC MANAGEMENTProvider: School of ManagementRelated Department / Subject Area: School of Management

Principal Co-Ordinator: Adrian Kuah

Additional Tutors:

Module Title: Strategic Management




Level: M (Master)



Aims: To enable a student to examine an organisation and to evaluate its long term prospects by an analysis of its strategy in relation to the environment in which it operates.

Learning Teaching and Assessment Strategy: Lectures, interactive tutorials, case studies


Total: 100.00

Learning Outcomes:

1. Knowledge & Understanding On successful completion of this module you will be able to...1. Demonstrate the integration of knowledge and skills already acquired in the programme and ability to have a holistic view of organisations and their


environments

2. Subject-Specific Skills On successful completion of this module you will be able to...2. Demonstrate skills in strategic analysis and planning

3. Personal Transferable Skills On successful completion of this module you will be able to...3. Demonstrate improved analytical and predictive skills; abilities in formulating, presenting and defending argument and opinion.

Mode of Assessment:



Description Closed book exam (2 hours)

Outline Syllabus: Introduction to Strategic Management. Understanding the history and elements of the design, planning and positioning schools. The external environment, industries and competition. From resources and capabilities to competitive advantage. From competition advantage to competitive strategy. Developing competitive strategy. From strategic options to choice and implementation.

Version No: 4


RESEARCH METHODS


Principal Co-Ordinator: Shona Bettany

Additional Tutors:

Module Title: Research Methods







Aims: To provide students with (i) a conceptual understanding which enables them to analyse and evaluate published research; (ii) a conceptual understanding of appropriate research designs; (iii) a systematic understanding of data collection and analysis methods and enable students to begin to apply research methods concepts and skills to their own research projects.

Learning Teaching and Assessment Strategy: Lectures, seminars, practical workshops


Total: 100.00

Learning Outcomes:



On successful completion of this module you will be able to...Define a focused research topic and specify research objectives and questions; undertake a literature review incorporating academic and other management publications.

2. Subject-Specific Skills On successful completion of this module you will be able to...Develop a research framework and model; understand the significance and appropriate use of different research methodologies.

3. Personal Transferable Skills On successful completion of this module you will be able to...Acquire skills in both qualitative and quantitative data collection and analysis techniques; understand the requirements for writing up a research dissertation.

Mode of Assessment:


Coursework 50% Description Coursework - Individual assignment (2,000 words)



Description Closed book examination (1 hour)


Outline Syllabus: Introduction and managing the research process. Research design and methodologies. Research skills. The literature review. Questionnaire design. Quantitative research I (theoretical aspects)Quantitative research II (practical aspects)Qualitative research I (theoretical aspects)Qualitative research II (practical aspects)Preparing a research proposal and course review.

Version No: 3


DISSERTATION


Principal Co-Ordinator: MSc Directors of Study

Additional Tutors:

Module Title: MSc Dissertation

Module Type: Dissertation

Module Code: MAN4018Z Module Credit: 60





Aims: 1. To enable students to apply knowledge and experience gained in the taught component of the course to a relevant topic or project.2. To provide awareness and understanding of different approaches to management research and experience of dealing with practical issues in conducting a major research project

Learning Teaching and Assessment Strategy: Students are expected to devote some 600 hours of personal study to the project with the assistance of a member of the academic staff


Total: 600.00

Learning Outcomes:

1. Knowledge & Understanding On successful completion of this module you will be able to...1. Knowledge of research methods and processes, together with deepening of knowledge in a particular area of management


2. Subject-Specific Skills On successful completion of this module you will be able to...2. Skills in key research tasks such as empiricism, data analysis, judgement and writing to deadlines

3. Personal Transferable Skills On successful completion of this module you will be able to...3. Skills in self-management and motivation

Mode of Assessment:


Dissertation or Project Report 100%

Description 22,000 word (max.) dissertation. Criteria: literature review, methodology, fieldwork, analysis, findings, contribution.

Outline Syllabus: As part of the process of completing the dissertation students are expected to produce a research proposal in semester 2b prior to embarking on the project, utilising the knowledge and skills from the Research Methods Workshop. This prior is reflected in the marking scheme for the project

Version No: 3


Date:






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