MA Human Resources (Strategic) - Liverpool - Merseyside - Liverpool John Moores University, Faculty of Business and Law - I14664

Home > Masters > Human Resource Management > Liverpool > MA Human Resources (Strategic)

MA Human Resources (Strategic)

Speak directly and without obligation to

Liverpool John Moores University, Faculty of Business and Law

To contact you must accept the privacy policy

MA Human Resources (Strategic) - At the institution - Liverpool - Merseyside

  • Objectives
    - Enable experienced HR practitioners to critically reflect on their experience in the light of current theory and practice within the subject area and apply this deeper level of knowledge and understanding to strategic HR issues. - Provide a vehicle for the continuous professional development of HR practitioners who have achieved corporate membership of the CIPD or an equivalent qualification.
  • Academic title
    MA Human Resources
  • Course description
    Introduction
    The MA in SHR has been designed to enable experienced personnel and
    development practitioners to update their knowledge and skills in line with
    the Chartered Institute of Personnel and Development (CIPD) Code of
    Practice for Continuous Professional Development (CPD). The programme is
    studied in part time mode typically over one academic year and provides 90
    M level credits. This Masters is a specialist ‘top up’ degree and is designed
    to build upon prior knowledge, skills and experience within the HR subject
    area.

    Programme structure
    The programme provides opportunities for practitioners to develop and
    demonstrate the general outcomes listed below. These outcomes will be
    contextualised with each practitioners enquiry into practice as they
    deepen their knowledge and skills within the HR subject area.

    LEARN THROUGH REFLECTION ON PRACTICE AND EXPERIENCE
    Introduced during induction, integrated throughout all models and central
    to the programme aim. Practitioners are required to critically reflect on
    practice, articulate their learning and to demonstrate how this learning
    can be transferred to practice. Practitioners are required to keep a
    reflective learning/research diary and this diary is used to produce
    summative learning accounts. These learning accounts are assessed and
    this dialogue contributes to the spiral of reflection and the development
    of critical thinking and creativity.

    ABLE TO CONDUCT RESEARCH INTO PRACTICE
    This involves identifying, formulating and setting out to solve (or provide
    insights into) HR problems within an organisation. This type of research
    requires practitioners to be sensitive to organisational ethics and values
    and to select and justify appropriate research methodologies to achieve
    the stated research objectives.

    MANAGE SELF AND PERFORMANCE WITHIN A TEAM
    The action learning philosophy of the programme supports this objective
    as practitioners are required to report and review their own performance
    against agreed targets; they are also required to provide feedback to
    peers. This mutual support enhances communication skills, selfawareness
    and personal effectiveness.

    PRESENT AND JUSTIFY A PERSUASIVE ARGUMENT
    This skill is developed during the programme via the workshops, action
    learning sets and ongoing dialogue with peers, tutors and sponsoring
    employers. Arguments are ‘tested’ during the action learning sets and
    produced in writing during the initial assessments. This skill cumulates in
    the production of a dissertation presenting a critical review of relevant
    literature and analysis of data to justify conclusions and
    recommendations relevant to strategic HR within the sponsoring
    organisation.

    Learning activities and attendance
    The learning activities are designed to facilitate the development of
    critically reflective practitioners able to undertake research into their own
    practice and thereby develop and deepen their knowledge and
    understanding of the subject area and their professional practice.
    Three two-day workshops provide an initial introduction to the
    programme and input on HR as strategic consultancy and research
    methods. The emphasis during the workshops is on critiquing current
    theory and its relevance to practice. The focus of the initial learning
    activity is to enable the practitioners to develop as independent learners
    and to develop their own research interest. This research interest will
    form the focus of the enquiry into practice and will culminate in the
    production of a dissertation.

    Six action learning sets are facilitated by tutors to enable practitioners to
    share experiences, support each other and to develop their
    understanding of research into practice and critically reflective practice.

    Assessment

    The programme will be assessed by:

    - Submission of a consultancy report demonstrating evidence of the
    ability to identify, analyse and evaluate the strategic implications of a
    HR proposal.
    - Submission of a research proposal demonstrating the ability to frame
    terms of reference and plan an appropriate research design.
    - Submission of a dissertation demonstrating the ability to undertake
    independent research and apply relevant theory to a strategic HR
    issue.
    - Evidence of reflective learning and plans to sustain/extend this
    learning.

Other programs related to human resource management

This site uses cookies. If you continue navigating, the use of cookies is deemed to be accepted. See more  |   X