- Close links with major national and international London-based
companies providing students unrivalled research access and job opportunities in both the public and private sector.
- Taught by one of the top groups of HRM/OB scholars in Europe with a strong commitment to excellence in both teaching and research.
- A strong evidence-based approach to teaching drawing on the very latest research in HRM and OB and emphasising both theory and practice.
The programme comprises a number of taught compulsory modules as well as a 10,000 word dissertation. The modules include: The Management of Human Resources (HRM); The Business & Financial Context of Management; The Analysis & Management of Organisations; Research Methods in HRM & Organisational Analysis; The New Workforce; Managing Diversity; High Performance & Employee Well-Being; The New Employment Relations.
Programme format and assessment
Written examinations and coursework for main modules; 10,000 word dissertation; optional workshops in key areas of HRM; optional company link scheme.
Programme modules for MSc Human Resource Management & Organisational Analysis
Approaches to the Analysis & Management of Organisations
The core aims of this course are: To examine and evaluate major approaches to the analysis and management of organizations. To show how social science theory and research contributes to the understanding and management of behaviour in organizations. To present social science frameworks for analysing organizations. To explore the central problems of organizations and how to diagnose them. The content will include the problem of bureaucracy and change; frameworks for the analysis of organizations; Taylorism and the design of the technical system; Human Relations and the design of the social system; design of work and of the socio-technical system; organizations as political and cultural systems; total quality management; the design of post-bureaucratic, organic and virtual organizations.
High Performance and Employee Well-Being
The core aims of this course are: To explore issues associated with employee motivation and rewards. To understand the links between motivation, performance and employee well-being and related theoretical perspectives. To explore the nature, role and impact of different reward systems. To relate motivation and reward systems to wider organizational policy and practice. The course content will include content and process theories of motivation; measuring motivation, performance and well-being; pay and financial rewards; motivation and performance through job design, leadership, employee involvement and commitment, goal setting and appraisal; designing, monitoring and managing effective reward systems.
Managing Diversity: Contemporary Issues
The core aims of this course are: To introduce the distinctive human resource challenges of managing a diverse and increasingly multi-cultural workforce. To identify the nature of the contemporary workforce with special reference to London as an international centre, public and private sectors and international organizations. To analyse the concept of diversity at work and the implications and opportunities it offers to organizations. To develop competence in the analysis of issues relating to the human resource management of different types of workforce with a special focus on selection, training and development and the management of diversity and equal opportunity. The course content will include analysis of the changing nature of organizations and of contemporary workforces; issues in and dimensions of workforce diversity; understanding the challenges of diversity at work including the legislative challenges; selection, training and equal opportunity policy and practice in the context of diversity; special issues with respect to gender, age and race.
Research Methods in Human Resource Management and Organizational Analysis
The core aims of this course are: To introduce students to the methods of data collection used in the study and conduct of human resource management and organizational analysis. To develop a capacity to understand the methodological aspects of the literature in human resource management and organizational analysis. To develop a familiarity with data sources, data collection, data analysis and presentation of data. To develop a capacity critically to assess empirical evidence used to support decisions about the management of people and organizations. The course content will cover approaches to data collection; criteria for choice of methods of data collection; interviews; observation; questionnaires; data analysis; descriptive, bivariate and multivariate statistics.
The Business and Financial Context of Management
The core aims of this course are: To introduce the relevant aspects of the business, financial, economic and political context within which human resource and organizational issues need to be addressed. To help students appreciate the importance of this context. To develop a basic awareness of financial management and control systems. To develop some understanding of business strategy. The course content will cover organization strategy and structure; the business and marketing context; the globalisation of business; the role of the state and regulation; demographic trends; basic financial and accounting concepts together with an understanding of financial reports and reading of accounts; the relevance of accounting; transaction cost analysis; financial control systems; measures of performance in the private and public sectors; human asset accounting; strategy; finance and its links to human resource management.
The Management of Human Resources: Conceptual and Strategic Perspectives
The core aims of this course are: To introduce and outline core areas of human resource management. To present human resource management as a decision-making process. To explore the role of the personnel function and the relationship between personnel specialists and line management in personnel decision-making. To introduce core models of human resource management. The course content will cover decision criteria; selection; training; job design; rewards; appraisal; development; communication and employee involvement; career management; equal opportunities; absence; labour turnover; work force reductions; work-life balance; employment relations; setting up and managing a personnel department; and the strategic role of human resource management.
The New Employment Relations
The core aims of this course are: To introduce students to contemporary issues in employment relations. To understand trends and challenges in employment relations both in unionised and non-union settings. To explore employment relations processes and outcomes in both the private and public sectors. To consider key challenges in the management of employment relations at local, national and international levels. The content will include analysis of key trends in employment relations; the concept of the 'new employment relations'; the role of trade unions, management and the state in employment relations; collective bargaining, joint consultation and employee representation; works councils, partnership and the European legislative context; employment relations in non-union organizations; dealing with individual and collective conflict at work; dealing with labour turnover, absence and poor performance; the management of 'good' employment relations.
The New Workforce: Issues and Challenges
The core aims of this course are: To explore debates about the changing nature of work. To examine the implications of the changing nature of work for the management of people. To analyse current prescriptions for the management of the contemporary workforce. To show how people management can contribute to innovation at work. The content will include the changing pattern of workforce composition; changes in the form of work; issues of work-life balance; dual career families; emotional and service labour and the changing nature of the psychological contract. Achieving flexibility, commitment and quality at work; selecting training and developing the 'new' worker; managing diversity and careers; concepts of boundaryless careers and career self-management; evaluation of the concept of the 'new' worker and the implications for the management of traditional workers.
One year FT, two years PT, September to September.