COURSE STRUCTURE MSc in International Human Resource Management

Transcription

1 COURSE STRUCTURE MSc in International Human Resource Management Core Modules Module Code Module Name Module Co-ordinator Credits HR914 Global Staffing Professor Dennis Nickson 20 HR915 Business Systems Professor Paul Thompson 10 HR918 Labour & Diversity in a Global Context Professor Tom Baum 10 HR919 Comparative Employment Relations Professor Paul Stewart 20 HR920 Methods of Professional Enquiry Dr Colin Lindsay 10 HR943 Research Methods for HR Professionals Dr Colin Lindsay 20 HR924 Dissertation Professor Tom Baum 60 Elective Modules (choose three elective modules for a total of 30 credits) Module Code Module Name Module Co-ordinator Credits Employment Issues & the Law Kay Gilbert Employee Relations Dr Kirsty Newsome People Resourcing Charles Ford 10 HR913 Human Resource Development Dr Stephen Gibb 10 HR931 The Psychology of Risk Management Dr Calvin Burns 10 HR911 Employee Reward Kay Gilbert 10 Exemptions Students who possess the WSQ Specialist Diploma in Human Capital Management awarded by HCS Singapore shall normally be granted exemption of 60 credits towards the Postgraduate Diploma and MSc. Exemption will normally be from the following classes: HR 920 Methods of Professional Inquiry HR943 Research Methods for HR Professionals Plus all elective classes. Students who possess the WSQ Professional Diploma in HRM or the WSQ Advance Certificate in HRM awarded by HCS Singapore shall normally be granted exemption of 40 credits towards the Postgraduate Diploma and MSc. Exemption will normally be from the following classes: HR 920 Methods of Professional Inquiry Plus all elective classes. The place of useful learning The University of Strathclyde is a charitable body, registered in Scotland, number SC015263

2 HR914 Module Descriptor: Global Staffing This is a core class for students on: MSc International Human Resource Management 20 credits

3 Module coordinator: Professor Dennis Nickson Contact information: Room 8-47 Graham Hills Building Direct telephone: +44 (0) Consultation times: to be advised Pre-requisites: Exemptions: None required None available Aim of the module The aim of the class is to provide students with knowledge and critical understanding of the context and content of human resource management in a globalizing economy by focusing on the activities of multinational companies. Objectives This module is primarily focused on human resource management within multinational companies providing a broad base to understand how companies address the challenges of managing globally. The module focuses on key challenges in staffing the multinational enterprise considering aspects such as recruitment and selection, training and development, compensation and performance management. The firm-level analysis will complement the broader comparative frameworks which other modules are developing to allow for students further their understanding of comparative HRM and issues surrounding the globalization of business. Learning outcomes 1. Subject specific knowledge and skills (i) To provide understanding of the relevant theoretical debates and issues effecting human resource management in the global context. (ii) To develop a critical and reflective understanding of the nature of international human resource management and competing models of management. (iii) To understand the preparation required to be an international manager and how multinational organizations can best manage international career moves. (iv) To examine the development and nature of human resource management as practice and concept in the global context, focusing on how multinational companies manage their human resources. 2. Cognitive abilities and non-subject specific skills (i) To present findings from case studies and group based discussion in a confident and competent manner. (ii) To be actively involved in structured and unstructured class debates and discussions. (iii) To demonstrate an ability to write a soundly argued and suitably referenced essay. 1

4 Teaching methods The class will utilise a variety of teaching and learning methods. The emphasis will be on adopting a student-centred approach to teaching and learning to encourage a high degree of student-driven learning. Within the formal teaching time there will be a mix of lectures, tutorials, case study-based discussion and videos. Students are also expected to read independently and undertake research for the class. Indicative Module Content Introduction to the class and understanding the people issues facing MNCs A reprise of the importance of national culture in MNCs and developing a country case study Organisational culture as a means to bind the MNC The diffusion of HRM practices in the global economy Issues in expatriation Skills and competencies in international management/women in international management Performance Management in the MNC Reward Management in the MNC Guest speakers Group presentations, module review and revision Key Texts: Brewster, C., Sparrow, P. and Vernon, G. (2007) International Human Resource Management, CIPD, 2 nd edition. Briscoe, D., Schuler, R. and Tarique, I. (2012) International Human Resource Management: Policies and Practices for Multinational Enterprises, Routledge, 4 th edition. Dowling, P. and Welch, D (2008) International Human Resource Management: Managing People in a Multinational Context, Thomson Publishing, 5 th edition. Edwards, T. and Rees, C. (2011) International Human Resource Management: Globalization, National Systems and Multinational Companies, London: Financial Times/Prentice Hall, 2 nd edition. Evans, P, Pucik, V. and Bjorkman, I. (2011) The Global Challenge: International Human Resource Management, McGraw-Hill International Edition, 2 nd edition. 2

5 Harzing, A. W. and Pinnington, A. (eds.) (2011) International Human Resource Management, Sage, 3 rd edition. Harris, H., Brewster, C. and Sparrow, P. (2003) International Human Resource Management, CIPD. Hollinshead, G., (2010) International and Comparative Human Resource Management, McGraw-Hill. Lucas, R., Lupton, B. and Mathieson, H. (2006) Human Resource Management in an International Context, CIPD. Mead, R. and Andrews, T. (2009) International Management: Cross Cultural Dimensions Blackwell, 4 th edition. Scullion, H. and Collings, D. (eds.) (2006) Global Staffing, Routledge. Scullion, H. and Linehan, M. (eds.) (2005) International Human Resource Management: A Critical Text, Palgrave MacMillan. Sparrow, P., Brewster, C. and Harris, H. (2004) Globalizing Human Resource Management, Routledge. Journals include: Asia Pacific Journal of Human Resources, European Industrial Relations Review, European Journal of Industrial Relations Industrial Relations Journal, International Labour Review, Work, Employment and Society, Economic and Industrial Democracy, International Journal of Human Resource Management, Journal of World Business (formerly the Columbia Journal of World Business), Journal of International Business, etc., as well as popular journals and newspapers such as the Financial Times and The Economist. You should browse these journals throughout the year. In addition to these indicative references there will also be further reading lists for individual classes. Websites The European Trade Union Confederation can be found at is the website of The European Industrial Relations Observatory (EIRO). The site offers news and analysis and up-to-date information on key developments in industrial relations in Europe. The International Labour Organization is a specialised agency of the United Nations responsible for labour issues globally 3

6 Assessment The assessment comprises of two pieces of work: a group presentation and an end of module examination. The Group-based assessment will be a problem-based learning task. The examination will require you to answer three questions from a wider number. All will be answered in essay format. Questions will be drawn from the whole class. The overall assessment will be: Group based assessment 40% Examination 60% Important Information about assessment (coursework and examinations) Further information about assessment is available in the relevant section of the Course Handbook which was provided to you at the start of the course. An electronic copy of the Course Handbook is also available on the general course page in My Place. It is extremely important that you re-read the following relevant sections when preparing and submitting all coursework Academic Dishonesty and Plagiarism Submission and the use of Turnitin Penalties for Late Submission Pass Mark and re-assessment in the event of failure in coursework or examination Examinations 4

7 HR915 Module Descriptor: Business Systems This is a core class for students on: MSc International Human Resource Management 10 credits

8 Module coordinator : Professor Paul Thompson Contact information: Room 849, Graham Hills Building Direct telephone: +44(0) [email protected] Consultation times: to be advised Teaching Team : Professor Phil Taylor Contact information: Room 842, Graham Hills Building Direct telephone: +44(0) [email protected] Consultation times: to be advised Pre-requisites: Exemptions: None required None available Rationale and aims The study of human resources and its management is too often undertaken without adequate contextualisation. That absence is particularly damaging in a more complex and volatile international environment. This module seeks to fill that gap through a focus on comparative political economy and the variety of business systems that frame and shape employment policies and practices at firm and state level. The primary empirical object of the module is the structures, strategies and practices of the transnational firm, and their consequences for employment relations. This is then linked to the now extensive debates about the character and scope of globalisation and global flows of goods and labour. Bringing these two themes together, the course will examine in detail theory and practices of global value chains and production networks with respect to labour issues. The consequences of these dynamics for policy making with respect to corporate governance and responsibility will provide an additional practical focus. Learning outcomes (i) (ii) (iii) (iv) (v) (vi) To examine the development and nature transnational corporate activity and its implications for HR managers and other economic actors in international organisations To provide understanding of the relevant theoretical debates and issues effecting the business context of international human resource management. To develop a critical and reflective understanding of the nature of globalization and its implications for the management of human resources. To equip students with contextual knowledge that underpins policy debates and decisions on corporate governance and responsibility. To be able to read and interpret a range of secondary documentation To present findings from case studies and group based discussion in a confident and competent manner. 1

9 (vii) (viii) To be actively involved in structured and unstructured class debates and discussions. To demonstrate an ability to write a soundly argued and suitably referenced essay or report Indicative content Debating globalisation Global economic flows and conditions of competition FDI and the international division of labour The spatial dimension Trading blocs Transnationals and the internationalisation of the firm Strategies and structures of the international firm The state and the emergence of financialized economies Modes of economic coordination Global value and supply chains Production networks Labour and its place Applications and sector case studies Business services and outsourcing Logistics and the distribution industries Computer Games Extractive industries Global and corporate governance, corporate social responsibility 2

10 Textbook Dicken, P (2011), Global Shift: Mapping the Changing Contours of the World Economy (6th edition), London: Sage. Useful reading Held, D., McGrew, A., Goldblatt, D. and Perraton, J. (2003) Global Transformations, Oxford: Polity Press. Coates, D. (2000) Models of Capitalism: Growth and Stagnation in the Modern Era. Oxford: Polity Press Hirst, P and Thompson, G (1996), Globalization in Question, Cambridge: Polity Press. Rubery, J and Grimshaw, D (2003), The Organisation of Employment, London: Palgrave. Morgan, G., Whitley, R. and Moen, E. (2005) Changing Capitalism? Oxford University Press. Sklair, L. (2002) Globalization, Capitalism and Its Alternatives, Oxford University Press. Ritzer, G. (2010) Globalization: A Basic text, Wiley-Blackwell. Relevant journals:: European Industrial Relations Review, European Journal of Industrial Relations Industrial Relations Journal, International Labour Review, Work, Employment and Society, Economic and Industrial Democracy, Socio-Economic Review, International Journal of Human Resource Management, Journal of World Business, Journal of International Business Assessment The assessment comprises of two pieces of work, an extended essay or report and an end of module examination. The essay or report will be on a key aspect of comparative political economy.. The examination will require you to answer three questions from a wider number. All will be answered in essay format. Questions will be drawn from the whole class. The overall assessment will be: Essay/Report 40% Examination 60% Important Information about assessment (coursework and examinations) Further information about assessment is available in the relevant section of the Course Handbook which was provided to you at the start of the course. 3

11 An electronic copy of the Course Handbook is also available on the general course page in My Place. It is extremely important that you re-read the following relevant sections when preparing and submitting all coursework Academic Dishonesty and Plagiarism Submission and the use of Turnitin Penalties for Late Submission Pass Mark and re-assessment in the event of failure in coursework or examination Examinations 4

12 HR918 Module Descriptor: Labour and Diversity in a Global Context This is a core class for students on: MSc International Human Resource Management 10 credits

13 Module coordinator and main lecturer: Professor Tom Baum Contact information: Room 8-37 Graham Hills Building Direct telephone: +44 (0) Consultation times: by appointment Teaching Team: Professor Dennis Nickson Contact information: Room 8-47 Graham Hills Building Direct telephone: +44 (0) Consultation times: by appointment Pre-requisites: Exemptions: None required None available Rationale This module aims to explore causes and patterns of labour mobility in a global context. A key focus will be on the issue of diversity management within and between nation states in an era of more integrated markets and the practical implications these have for managers working in different political and economic contexts. Introduction This module will provide students will the opportunity to explore patterns of labour mobility across nation states and how these have varied across space and time. It will also enable students to critically explore the organisational issues related to diversity management in a global context. Class aims and objectives On completion of this module participants will be able to: 1 Review and critically evaluate major contemporary research and debates in the fields of labour flow, labour mobility and diversity management in a global context. 2 Debate and critically evaluate attempts to conceptualise labour power, labour mobility and labour flows across national borders. 3 Explore the impact of culture on attitudes to and management of migrant labour and workplace diversity 4 Critically discuss and review social divisions relating to trans-national labour mobility in terms of gender, race and ethnicity. 5 Critically discuss the implications of labour flow and mobility for migrant labour in contemporary societies. 6 Explore and evaluate the notion of diversity management on a global scale. 1

14 7 Consider the effectiveness of employment law in relation to diversity in a global context. 8 Understand the possible implications of demographic and wider socioeconomic change on future labour migration Indicative Content Conceptualising and contextualising labour power and labour mobility Explore what is understood by term labour power, labour mobility and labour flows across borders Analysing social divisions and inequality in global context Dimensions of division and inequality Gender, Ethnicity and production networks Gender, ethnicity and culture Migrant labour in contemporary economies Understanding mobilities, migration and the flows of migrant labour International and internal migration Managing migrant labour Organising migrant labour Diversity management: significance and challenges Exploring the concept of diversity management and the challenges of global diversity management Exploration of the key drivers for diversity management at global, regional and national, sectoral, organisational and individual levels. Women, men and management in international organisations Policy responses: individual, organisation, government, civil society Employment law in a global context Rationale and effectiveness of employment law Diversity and the law A future perspective on labour migration Demographic change and the international labour market A global war for talent Consequences for developed and developing economies Case examples National contexts: the UAE, Singapore A transnational context: Western Europe post 2004 Sectoral perspectives: Domestic service; international hotel chains; oil and gas technology; medical, para-medical and care work 2

15 Indicative Reading List There is no specific text for this class. Students are expected to read and research widely around the topic and the reading list below is indicative of the material available. You are encouraged to explore aspects of the class that are of particular interest, especially in relation to countries/ environments with which you are familiar. Additional suggestions for reading will be provided on a week-by-week basis. Adler, P.A. and Adler, P. (2004) Paradise Laborers. Hotel Work in the Global Economy Ithaca: Cornell University Press Amit, V. (ed) (2011) Going First Class? New Approaches to Privileged Travel and Movement, Oxford: Berghahn Books Anderson, B. (2000) Doing the Dirty Work? The Global Politics of Domestic Labour, London: Zed Books Bales, K. (2000) Disposable People: New Slavery in the Global Economy, London: University of California Press Bauder, H. (2006) Labor Movement. How Migration Regulates Labor Markets Oxford: OUP Baum, T. (2011), Migrant Labour in the International Hotel Industry, Geneva: International Labour Organization Glyn, A. (2006) Capitalism Unleashed: Finance, Globalization and Welfare Oxford: OUP Kuptsch, C. (ed) 2006) Merchants of Labour Geneva: International Labour Organization/ International Institute for Labour Studies Ozbilgin, M. and Tatli, A (2008) Global Diversity Management London: Palgrave Macmillan Rodriguez, M.R. (2010) Migrants for Export. How the Philippine State Brokers Labor to the World, Minneapolis: University of Minnesota Press Ruhs, M. and Anderson, B.(eds) (2010) Who Needs Migrant Workers?: Labour Shortages, Immigration, and Public Policy, Oxford: OUP Rubery, J., Smith, M. and Fagan, C. (2000) Women s Employment in Europe: Trends and Prospects London: Routledge Urry, J. (2007) Mobilities Cambridge: Polity Module participants will also be required to draw heavily from current research evidence and debates in academic journals. These journals would include, for example; International Human Resource Management Journal, Work, Employment and Society and Organisation, International Migration, Gender, Work and Organization, Cross Cultural Management etc.. Relevant resources to support the class are currently available in the Library and will be supplemented as required from the Departmental book allocation. 3

16 Assessment The assessment will be an individual essay assignment and an end of semester examination. The exam will be a three hour paper based upon answering three essay style questions selected from a total of approximately six questions. The overall assessment will be: Individual essay 40% Examination 60% Important Information about assessment (coursework and examinations) Further information about assessment is available in the relevant section of the Course Handbook which was provided to you at the start of the course. An electronic copy of the Course Handbook is also available on the general course page in My Place. It is extremely important that you re-read the following relevant sections when preparing and submitting all coursework Academic Dishonesty and Plagiarism Submission and the use of Turnitin Penalties for Late Submission Pass Mark and re-assessment in the event of failure in coursework or examination Examinations 4

17 HR919 Module Descriptor: Comparative Employment Relations This is a core class for students on: MSc International Human Resource Management 20 credits

18 Module Co-ordinator : Professor Paul Stewart Contact Information: Room 9.08, Graham Hills Building Direct telephone: +44(0) [email protected] Consultation times: to be advised Pre-requisites: Exemptions: None required None available Aims of the module To examine current issues in the field of comparative employment relations including from a political economy perspective. To outline and examine comparative employment relations in the context of the international political economy together with the strategies and practices utilised by international firms. To analyse comparative employment relations from a range of social and institutional perspectives and from a range of distinct environments. Objectives One of ways to understand the development of employment relations is by grounding them in an international comparative context which in turn requires an understanding of three interrelated processes: the social and historical development of what is known as the political economy of contemporary international business organisation in its various contexts; the employment relationship itself and the conflicts that surround it including the mechanisms utilised by management and labour to negotiate or manage relationships that may or may not be conflictual; the nature of contemporary political economy for employment and employees more widely whether in terms of those considered to be outside the orbit of multinational firms or those on their margins impacted by the consequences of international business. Comparing employment relationships in a variety of international contexts will offer illustration of the ways in which these three interrelated processes. Teaching methods A flexible and interactive approach will be employed, combining lectures and studentled class discussions. Students should not expect a purely didactic approach to learning but must be willing to engage teamwork and contribute to discussion and debate in class. Class Discussion Most sessions will feature a lecture followed by a student-led class discussion. Small groups of students will be selected to work together to lead discussion and debate in the class centred on a problem related to either a class reading or a hypothetical but realistic scenario provided by the course tutor. 1

19 The presenting students will need to demonstrate critical thinking and engagement with other students. Critical thinking is a questioning approach based on logical thinking, hypothesizing, problem-solving, information processing and evaluation. In many instances thinking outside the box will be needed. To help with your reading and thinking, there are supplementary guides. The other students will need to be drawn into the discussion both to bounce off ideas and to generate other ideas by spiralling. Key Texts: Rubery, J and Grimshaw, D (2003) The Organisation of Employment, London: Palgrave. Beynon, H,Grimshaw, D, Rubery, J. and Ward, K. (2002) Managing Employment Change: The New Realities of Work. Oxford University Press: Oxford. Marchington, M, Grimshaw, D, Rubery, J. and Willmott, H. (eds.) (2004) Fragmenting Work: Blurring Organizational Boundaries and Disordering Hierarchies. Oxford: OUP. Rubery, J. (2005) 'Labour markets and flexibility' in S. Ackroyd, R. Batt and P. Thompson (eds.), Handbook on Work and Occupations. Oxford: OUP. Hall, P and Soskice, D (eds) (2001) Varieties of Capitalism: The Institutional Foundations of Comparative Advantage. Oxford: OUP Amable, B (2003) The Diversity of Modern Capitalism. Oxford: OUP Coates, D. (2000) Models of Capitalism: growth and stagnation in the modern era. Cambridge: Polity Press Bauman, Z (2004) Wasted Lives, Modernity and its Outcasts. Cambridge: Polity Hirst, P and Thompson, G (1996), Globalization in Question, Cambridge: Polity Press. Stewart, P, Richardson, M Danford, A, Murphy, K, Richardson, T and Wass, V (2009) We Sell Our Time No More. Workers Struggles Against Lean Production in the British Car Industry. London: Pluto. Reading As a Master s student you are required to gain the knowledge that covers most, if not all of the main areas of the subject. As part of this learning you must understand the principal theories, principles and concepts related to the subject as well as the range of theories, principles and concepts. A number of books cover different issues, topics and developments for this module. There are readings to accompany each lecture plus general recommended reading that contributes to lectures throughout the class. Neither set of lists are exhaustive; you will come across additional reading yourself. 2

20 General Reading Dicken, P (2006), Global Shift (4th edition), London: Paul Chapman Callinicos, A (2010) Bonfire of Illusions. The twin crises of the liberal world. Cambridge: Polity Edwards, T and Rees, C (2006), International Human Resource Management, London: Prentice Hall. Harzing, A-W and Van Ruysseveldt, J (2004), International Human Resource Management (2 nd edition), London: Sage. Keating, M and Thompson, K (2004), International human resource management: overcoming disciplinary sectarianism, Employee Relations, 26:6. Mason, P (2009) Meltdown. The end of the age of greed. London: Verso. Mészáros, I (2010) The Structural Crisis of Capital. (2010) New York: Monthly Review Press (Introduction & 1,2 & 7) Rubery, J and Grimshaw, D (2003), The Organisation of Employment, London: Palgrave. Tayeb, M (2003), International Management, London: Prentice Hall. Thompson, P. (2003) Disconnected Capitalism: Or, Why Employers Can t Keep Their Side of the Bargain, Work, Employment and Society, 17:2, Sluther, L (2009) Clean Clothes: a global movement to end sweatshops. London: Pluto Press (esp chapters 1,3,5 and 7-10) (*If you get the chance, try to see the movie Gomarrgh based on the book by award winning journalist Roberto Saviano. This is an expose of the links between the apparel industry in southern Italy and the mafia. Saviano is still in hiding!) There are various chapters in the above books that are useful for particular lectures and you should consult these books regularly. It is also important that you read articles in journals. These journals can provide more up-to-date material and case study material. There are a range of employment and comparative employment related journals relevant for this course, including; Industrial Relations Journal; International Journal of Human Resource Management; Work, Employment and Society; Economic and Industrial Democracy; British Journal of Industrial Relations; Journal of International Business; Employee Relations; European Industrial Relations Review, le Monde Diplomatique. You should also regularly read a relevant broadsheet newspaper and popular business journal such as the Financial Times and The Economist. Indicative Content Managing the Employment Relationship in an International Context and the comparative analysis: concepts and methods Countries, Companies and Culture Perceived Best Practice: The American Model The Transfer of HRM: Lessons from Japanisation 3

21 Understanding the employment relationship in Developing Countries Internationalising organisations International management From Japanisation to Lean Production to High Performance Work Organisation: to what extent is HPWO just a development of the idea of Japanisation? The changing character of the employment relationship. What about the Workers? What about the unorganised and the migrant labour force? Assessment The assessment comprises three pieces of work: ONE ESSAY (2,000) 30% Mid semester piece of mini collective group work 10% End of module examination. 60% The written assessment and mid semester mini group work together comprise 40% of the total assessment and the examination 60%. The essay should be submitted by 4.00 pm on Friday 14 th December. The examination will take place during the January examination a diet and details will be available nearer the time. The examination will require you to answer three questions from a wider number. All will be answered in essay format. Questions will be drawn from the whole class. The assessment comprises of three pieces of work: a mini group presentation, an individual essay and an end of module examination. The examination will require you to answer three questions from a wider number. All will be answered in essay format. Questions will be drawn from the whole class. The overall assessment will be: Group based assessment 10% Essay 30% Examination 60% Important Information about assessment (coursework and examinations) Further information about assessment is available in the relevant section of the Course Handbook which was provided to you at the start of the course. An electronic copy of the Course Handbook is also available on the general course page in My Place. 4

22 It is extremely important that you re-read the following relevant sections when preparing and submitting all coursework Academic Dishonesty and Plagiarism Submission and the use of Turnitin Penalties for Late Submission Pass Mark and re-assessment in the event of failure in coursework or examination Examinations 5

23 HR943 Module Descriptor: Research Methods for HR Professionals This is a core class for students on: MSc International Human Resource Management Eligible students may be exempt from this module.

24 Module coordinator : Dr Colin Lindsay Contact information: Room 8-38 Graham Hills Building Direct telephone: +44(0) [email protected] Consultation times: to be advised Pre-requisites: None required Exemptions: Students who possess the WSQ Specialist Diploma in Human Capital Management awarded by HCS Singapore shall normally be granted exemption from this class. Introduction This module is designed to increase critical awareness of the ways in which research in social science practice relates to theories of research method. It is concerned with exploring the strengths and weaknesses of particular research designs and techniques relevant to human resource issues and developments. The overall concern of this module is to equip students with the ability to design and execute methodologically rigorous research projects. Objectives This module is designed to provide a framework for the understanding of research methodology thereby providing an introduction to the basics of the research process, which can be applied to the management report and dissertation. Key Knowledge and Understanding : to provide a basic understanding of research approaches, theories and designs; to understand the philosophical positions associated with research techniques; to understand the processes and practices involved in designing a research project; Applied Knowledge and Understanding : to locate a research topic within the wider literature; to be able to select and utilise appropriate methods of data collection; to understand how to generate, analyse and interpret qualitative data; to understand how to generate, analyse and interpret quantitative data; to be able to present theory and data in a way that is suitable for the dissertation 1

25 Teaching Methods The key aim of the class is to establish and progress students formulation and final proposal(s) for their dissertation. Students will be encouraged to develop their understanding of the research process in a supportive climate. This will be achieved through an appreciation and understanding of the many issues, problems, research designs and methods constituting any research undertaking and it s final completion in terms of a rigorously and effectively produced management research report and dissertation. Indicative Content Introduction to the Research Process Methodology, methods and research philosophy Critical literature review methods Qualitative Research - Methods of Analysis Interviewing; Focus Groups and Case Study Research Participation, Ethnography and Observation Quantitative Research Questionnaire Design and Analysis Writing, reporting and presenting research to stakeholder groups Recommended Reading : Core Texts Saunders M, Lewis P, Thornhill A (2012) Research Methods for Business Students, 6th edition. Pearson Education (available online through Suprimo) Bryman, A and Bell, E (2011), Business Research Methods, 3rd edition, Oxford University Press Potter, S (2006), Doing Postgraduate Research, 2nd edition, Sage Gilbert, N (2008) Researching Social Life, 3rd edition, Sage Assessment The assessment comprises of two pieces of work: an individual essay of 2,500 words and an individual research proposal of 3,000 for the dissertation project. The overall assessment will be: Individual Essay 40% Individual Research Proposal 60% 2

26 Important Information about assessment (coursework and examinations) Further information about assessment is available in the relevant section of the Course Handbook which was provided to you at the start of the course. An electronic copy of the Course Handbook is also available on the general course page in My Place. It is extremely important that you re-read the following relevant sections when preparing and submitting all coursework Academic Dishonesty and Plagiarism Submission and the use of Turnitin Penalties for Late Submission Pass Mark and re-assessment in the event of failure in coursework or examination Examinations 3

27 HR924 Dissertation Guidelines This is a core class for students on: MSc International Human Resource Management 60 credits

28 Introduction Successful completion of the Dissertation is a requirement for the award of the MSc International Human Resource Management. The pass mark for the Dissertation is 50%. Students who fail to reach a pass mark on the first attempt will be permitted to resubmit the dissertation. The maximum mark that can be awarded for a resubmitted dissertation is 50%. This document is designed to provide a framework for the completion of the MSc Dissertation. It is definitive in some areas, but it also provides more general guidance, which students will have to interpret in the context of their own chosen projects. Pinning down what is expected in a good MSc Dissertation is no easy task. The Regulations contained in the University Calendar simply state that students must complete a Dissertation of between 10,000-15,000 words on a topic approved by the Course Director. 1. Nature and Objectives Dissertations are the result of a period of independent study and research within a specific time frame. The MSc Dissertation is a substantial piece of academic work. It will undoubtedly be an in-depth, academically rigorous and challenging piece of work. As such it provides you with the opportunity to illustrate your understanding of HRM with greater breadth and depth. Dissertations should contain an element of originality expressed either as a small case study, survey or an original analysis/critique of the literature. The MSc Dissertation provides the opportunity to demonstrate qualities of independent scholarship; such as the discriminating use of reading and engagement with prevailing academic debates; the generation of empirical data; and the presentation of well researched, coherent and well supported analysis. This involves developing and applying research skills particularly in the areas of literature search, problem definition, data collection, analysis and argument. Objectives To demonstrate academic scholarship at Masters level To enable students to deepen and widen the academic content of the course. To develop research and analytical skills particularly in the areas of literature search, problem definition, data collection, analysis and argument. Nature of dissertations Although there are similarities between a dissertation and an organisational report there are some substantial differences. The most substantial 1

29 difference is that the dissertation is academically rather than practice orientated. This being the case the literature review is more substantial in the dissertation and plays a more significant part of the dissertation (see section on literature review for further information). Another significant difference is that the conclusions that can be drawn from your study should be more academically rather than practice focused and there is no requirement for recommendations If however there are implications for organisations that follow from your conclusions you may wish to add them and you will not be penalised for so doing. Dissertations may still have a practical focus, but in a different way than an organisational report. The latter takes as its starting point an employerdefined problem/issue in which the ultimate product includes a series or recommendations. The MSc Dissertation offers students the opportunity to follow up their own interests, with more emphasis on analysis and explanation, though of course, there may be policy implications from the findings. The vast majority of students undertake a case study based dissertation. This approach best allows for a combination of theory (through reviews of literature) with the collection of primary data. An alternative type of dissertation is one that provides an extensive literature review (that is they are desk based research that examines issues by analysing and comparing literature to address the particular objective and forming conclusions based on the analysis. Generally it is more difficult for students to develop a sufficiently distinctive contribution entirely through desk-based research, though the use of large data sets would provide for original investigation of empirical data. Choosing a Topic Students are required to complete a Dissertation in the field of International Human Resource Management. The field is now widely defined and the ethos of the Department reflects this approach. There is therefore scope for bringing a variety of perspectives to bear on the choice of topic. Your choice of topic is likely to be based on a number of issues. For example a good topic may be one that fits in with an existing research interest in the Department. A list of staff research interests are available in your course handbook or on the Department s website Alternatively you may wish to explore another area of interest. You may have secured access to a particular organisation, which has a particular issue you may wish to explore. Alternatively you may wish to explore a particular theoretical or conceptual concern. 2. Your Supervisor Your supervisor is there to provide general guidance throughout the dissertation process. It is important that you recognise that you have overall responsibility for producing a document, which satisfies the Examination Board. It is particularly important that you arrange suitable dates for meetings and submitting drafts (and stick to them). 2

30 It is Department policy that your supervisor will only comment substantively on one draft of your chapter(s). Once detailed feedback has been made on a chapter it is up to you to satisfy yourself that you have made appropriate amendments. Your supervisor does not give you a definitive judgement on the quality of the whole draft. The supervisor s role at that stage is to give you an indication that all the required parts sections are present and combine together in an appropriate way. It is your responsibility to stay in touch with your supervisor and request appointments in good time for the supervisor to read through your work. This is particularly important as the deadline approaches, it is important that students give the supervisor sufficient time to comment and that you have planned for times when your supervisor may be unavailable. Please note that your supervisor cannot indicate marks on your work. Even if this were possible your dissertation will be double marked, by your supervisor and a second marker and possibly the external examiner. 3. Assessment Guidelines a. Coverage and Scope: is the Dissertation on a well-balanced and defined topic or is it too general or too narrow in focus? Is there a set of objectives laid out in terms of what the Dissertation is trying to achieve? Have you located the topic in a wider theoretical/ organisational context? b. Methodology: appropriateness of research questions; use of a suitable methodology of enquiry, which should be explained, justified and evaluated. Is this adequately explained, justified and evaluated? Advisors will expect this to reflect knowledge and skills gained from attending class on Methods of Professional Inquiry; as well as readings on Research Methodology textbooks and relevant journal articles. c. Structure: effective organisation; use of introduction and conclusions. You need to think about how the material is best divided into interlocking chapters. d. Clarity and Fluency: always think about how you express yourself is it clear what you are saying? People can have different views about good style but remember that a Dissertation is not a short but a substantial piece of written work and how the overall product reads is very important. e. Understanding and accurate presentation of main arguments/literature in the area. We look for evidence that you have read and can demonstrate an understanding of the relevant ideas in the topic of your choice. f. Fieldwork where appropriate. It is often highly appropriate and feasible to conduct some original research to develop your topic, eg a survey or interviews. However, this may not always be the case, so it is important you discuss any ideas you have with your advisor. 3

31 g. Analysis: it is important that your arguments are supported by the evidence provided. Whilst there may be no right answer, this is not the same as saying every view is worthwhile. We expect you to back up your interpretation in the light of theoretical and empirical material. It is always important to use and to cite the sources you rely on to support your arguments. This enables us to judge how you have interpreted material. h. Originality and analysis: this is particularly important and often marks the distinction between a reasonable Dissertation and a good one. Use your reading and your own research data to develop well argued reflections on issues and themes rather than simply describe or summarise material. 4. Structure and Layout The subjects of student dissertations vary greatly and no single model of layout can be suitable for all topics. Nevertheless the model suggested below should be a useful starting point. Introduction and statement of the intentions of the study. This is a very important section since all the rest depends on it. It should be specific rather than vague and should contain initial research objectives. It should also provide guidance on the structure of the dissertation as a signpost to the reader with a rationale. A review of the relevant academic and other literature from which theories and empirical findings can be brought to bear on the subject of the study. You may find it useful at the start to state what your aims are for the literature review and this of course should relate to your objectives. Somewhere (either here or in the methods section) there should be a statement on the way in which you approached your literature review, the search for relevant material, a brief indication of the range of the literature available and the gaps if any your found in the literature. Whether you are doing a desk based dissertation or one based on primary research your literature review should not be simply descriptive it should contain a critical analysis of the literature. At this stage you may wish to reflect on your original objectives through the lens of your literature review and make any changes that you feel are necessary. Finally the literature review should provide the material for a model or a conceptual/ framework, which forms the intellectual basis of the study. An explanation of the methodology of the enquiry. This should outline the research questions that provide a framework for interrogating the data; make clear what techniques were used to collect the data and should advance arguments to justify the use of these particular techniques. These methods should be explained in some detail. Students should also indicate their engagement with the appropriate research method academic literature. Students should demonstrate an awareness of their research limitations here which should be taken into account when reaching a conclusion. 4

32 Presentation of data and its analysis. Data should be presented in such a way that a reader can examine it to see if the conclusions drawn by the writer are valid or not. Tables, charts, and diagrams can often be used to present the data. Where a conceptual framework or model has been constructed (under (b) above) this should be used to order the data and shape the analysis. A wide-ranging discussion of the findings should then follow. Conclusions. Conclusions must flow logically from the data and its analysis and take account of any weaknesses/ limitations in methods. For a Masters Dissertation there is no requirement to include a set of recommendations. If you wish to explore policy implications however, they should be developed and presented succinctly. 5. Style and Referencing Dissertations are academic in nature and the style of writing and presentation should reflect this. You should check your dissertation for typing, spelling and grammatical errors and remember that a spell check should be manual as well as computerised checkers do not find all errors. Proper academic conventions must be observed throughout the Dissertation. All material used in the Dissertation must be acknowledged and the source or evidence for every assertion should not be taken as common knowledge. Thus every Dissertation must have an approved reference system and a bibliography. Remember that whenever you quote directly (either words or numbers) you are required to give the exact source including the page or table number from which the quote was taken. Whatever method you choose, be consistent and clear. The following simple method is recommended to avoid a surfeit of numbered footnotes or endnotes. (a) In the text When you refer generally to the work or arguments of an author, state the authors name and the date of the publication eg : As Sisson (1989) argues, personnel management is in transition. Or Author (Sisson, 1989) argues that personnel management is in transition. When you quote an author directly, either by repeating text or referring to statistics given, state the author s name, date of publication and the page number eg: It has been suggested that employers are "...getting increasingly desperate and in their hour of need are turning to some ingenious and, in many cases, highly enlightened policies" (Pickard 1989, p 46) or (Pickard 1989:46). (b) In the References 5

33 Journal Articles Scholarios, D, Johnson, C, & Zeidner, J (1994). Selecting predictors for maximizing the efficiency of a battery. Journal of Applied Psychology, 79, 412,424. Warhurst, C (1998). Recognizing the possible: The organization and control of a socialist labour process. Administrative Science Quarterly, 43, Magazine Articles Gennard, J & Kelly, J (2002, May 30). Top guns. People Management, Books Thompson, P & Warhurst, C (1998). Workplaces of the future. London : Macmillan. Book Chapters Baldry, C, Bain, P & Taylor, P (1997). Trade unions, management and sick building syndrome: Contrasting strategies in the struggle for workers health. In J Wallace, T Dalzell & B Delany (eds), Fifth IIRA European Regional Industrial Relations Congress : Vol 1. Continuity and Change in the Employment Relationship, (pp 53-76). Dublin: Oak Tree Press. Conference Papers Newsome, K, Gennard, J & Baldry, C (2000). The organisational structure of the graphical industries: Trends and patterns. Paper presented at the Conference on Strengthening Social Dialogue and Cross Border Trade Union Networks in the Graphical Industry, Quorn Grange, Leicestershire, UK. Newspaper Articles Schwartz, J (1993, September 30). Obesity affects economic, social status. The Washington Post, pp A1, A4. Electronic Journal or Magazine Example: Author, I (date). Title of article. Name of Periodical [On-line], xx. Available: Specify path. Internet Site/Page Miller, K (Sept 21, 1999). Mentoring via Mouse, Available online at Accessed insert date Please note that unlike other media your source document may disappear and it is useful to print out any page from which you are quoting and you may place this in the appendices. It should be pointed out that this should not result in more than a few pages as it only refers to pages that you have quoted statements or statistics from and your literature review is normally expected to contain more academic literature than web based material. 6

34 Note: Underline the titles of books and journals; Put titles of journal articles, chapters and unpublished papers into quotation marks; Include the page numbers of any articles. Plagiarism Students should be aware that lifting of work from texts, papers, other Dissertations or any other materials without reference will result in a fail. You must cite all references in your Dissertation and acknowledge any assistance given verbally or in writing. Futher information about plagiarism is available on MyPlace. Dissertation Format Two bound copies of the Dissertation are required, enclosed in a black hard cover. The department will retain one copy of the Dissertation and the other returned to the student. The Dissertation must be typed in double spacing on A4 sized paper with a left hand margin of 1.5 inches and a right hand margin of 1 inch and pitch 12 minimum. Each page must be numbered. Title Page (See Appendix 1) Acknowledgements Declaration of own work : This Dissertation is wholly and exclusively my own work and following the normal academic conventions, I have made due acknowledgement to the work of others. Signed... Date... Table of Contents: chapter headings with page number references. Make sure that chapter headings in the contents page and the text correspond. List of figures and tables, with page number references. Main body of the Dissertation. Appendices (these should not contain transcripts of interviews). Bibliography and References - cited texts. 6. Ethics form You are a required to submit a Research Ethics Form before you start to collect any primary data from people (e.g. through interviews, questionnaires, focus groups, observation). Ethics Approval Forms are available on My Place. 7

35 7. Completion and Submission Submission dates will be advised on your Key Dates schedule on MyPlace. We cannot guarantee that work which is handed in after the deadline will be marked in time for the Examination Board. The length of a completed Dissertation will be 15,000 words, exclusive of references and appendices. The maximum deviation allowed from this limit is 10% on either side. Violation of this limit will lead too a less favourable assessment. The mark to be achieved for the award of the MSc is 50%. All assessed work is uploaded through Turnitin. There will be two uploads for your dissertation available to you on MyPlace. One for drafts and then a final upload for marking. The draft upload will allow the you to check the Turnitin report ahead of the final submission to ensure that you have acknowledged references correctly before making the final upload that will have a formal turnitin report which should accompany the bound copy of your final submission Completed Dissertations must be submitted to the Department Office either in person or, if you are unable to do so, dissertations can be submitted by post or courier using a method where delivery can be tracked and signed for. If you find that due to changes in circumstances or other causes you are unable to meet the deadline you must communicate it to your supervisor on time. If you are unfortunate enough to have a genuine emergency (such as a serious illness or family crisis), which interferes with the completion of your Dissertation, you should contact your supervisor as soon as possible explaining the nature of your difficulty. A formal letter enclosing a completed Extension Request Form (Appendix 2) and attaching relevant documentary evidence (eg a doctor s note) and requesting a specific extension of time should then be submitted through the departmental office. Please note, that engaging in employment (ie full-time or part-time work paid or unpaid) is not considered, under any circumstances, a valid reason for failure to complete on time or for failure to meet the required standards. In such a case, you may have to be transferred to the Postgraduate Diploma. 8

36 Appendix 1 TITLE PAGE Dissertation Title Name Presented in partial fulfilment of the requirements for the degree of MSc in International Human Resource Management, Department of Human Resource Management, University of Strathclyde. Date 9

37 Appendix 2 Dissertation Extension Request Form Students should complete Sections 1 and 2 below: have both sections authorised by the Course Director. Section 2 should then be detached and handed into the Department Office (Room 8.30, Graham Hills). Section 1 should be attached to the Dissertation when submitted. PLEASE NOTE YOU WILL BE REQUIRED TO PROVIDE EVIDENCE TO SUPPORT YOUR REQUEST AND ANY REQUEST WILL BE MORE CREDIBLE IF YOU CAN PROVIDE THIS. Section 1 (To be completed by student and signed by course director and attached to appropriate coursework when submitted) Name:... Registration No:... Submission Date:... New Submission Date Agreed:... Student s Signature:... Date:... Course Director s Signature:... Section 2 (To be detached and handed into the Department Office after authorisation has been granted) Name:... Registration No:... New Submission Date:... Student s Signature:... Date:... Course Director s Signature:... 10

38 41910 Module Descriptor: Employment Issues & the Law This is an elective class for students on: MSc International Human Resource Management Eligible students may be exempt from this module. 10 credits

39 Module coordinator: Kay Gilbert Contact Information: Room 8.28 Graham Hills Building Direct telephone: +44(0) Consultation times: Appointments can be made with the Module Co-ordinator by . Teaching Team: Consultation times: Dr David Hume to be advised Pre-requisites: None required Exemptions: Students who possess the WSQ Specialist Diploma in Human Capital Management, the WSQ Professional Diploma in HRM or the WSQ Advance Certificate in HRM awarded by HCS Singapore shall normally be granted exemption from this class. Introduction Employment law plays a role in shaping the work of personnel specialists. This module aims to introduce important aspects of UK employment law to the students with the aim of examining the nature and extent of its impact on employment relationships, policies and practices. This is an elective class for the PG Diploma/MSc in HRM. Aims and Objectives Aim of the module: To enable the students to understand the principles of UK employment law and its impact the employment relationship, policies and practices. Objectives: General Knowledge based objectives include developing knowledge and understanding of: the way in which employment law is formed through European and UK legislation and directives; the principles of employment law and implications for policies and practices; the processes of employment tribunals and their relationship with other forms of legal and conciliated and arbitrated settlements. Specific objectives are given for each week in the detailed programme. 1

40 Skills based objectives include developing the ability to: listen, learn and communicate in relation to the content of the module; reflect individually and in the context of class based group work on the substantive content of the module; gather relevant information and research particularly appropriate to the coursework assignment and set questions for this module; integrative analytical capacities through class based activity and individual work; identify key elements of case law. At the end of the module students should: Demonstrate a knowledge and understanding of: the way in which employment law is formed through European and UK legislation and directives (assessed through assignment); the principles of employment law and implications for policies and practices (assessed through Assignment); the processes of employment tribunals and their relationship with other forms of legal and conciliated and arbitrated settlements (assessed through Assignment). In terms of practice: Demonstrate ability to research statutes regulations, cases and employment issues (assessed through case study). Demonstrate an ability to critically examine specific employment issues related to the law and develop solutions (assessed through case study. Generic cognitive skills: Demonstrate ability to critically analyse and evaluate (assessed through Assignment). Communication, ICT and numeric skills: Present written communications (assessed through Assignment) Orally communicate during class case studies Autonomy, accountability and working with others: Working with others to solve problems (practiced through case studies in classes) 2

41 Teaching Methods Teaching and learning statement The learning methods will combine elements of formal lectures, individual reading, group discussions and plenary feedback sessions. Learning and development in this class is designed to appeal to a range of learning styles, and to integrate argument, action and reflection. This means that the format of the teaching periods combines formal lecturing, group work on case studies and discussion. Additionally a visit to an Employment Tribunal will be organised on one Wednesday morning date tbc A key element to the study approach is the emphasis on individual and collective learning, including reflections on personal experiences and knowledge. Building upon your knowledge of the literature in employment law and relations in the business and management context. Developing knowledge of the best practice design of systems, and their strengths/weaknesses. Developing and practicing problem solving skills applied to employment issues in business and management. An important aspect of this module is its links with other modules that you will have studied on this course and you should be using reading material not only from this class but also with others where appropriate. Indicative Content Overview of legal intervention Employment Contracts Work life balance /Family friendly legislation Health and safety Bullying and harassment Pay equality Equality and diversity Due process, unfair dismissal and grievances Redundancy Trade unions and the law in the workplace Core Reading The following key texts are recommended. You are strongly advised to obtain either: OR Willey, Brian (2012) Employment Law in Context: An Introduction for HR Professionals, 4/e, Pearson (in short loan) Lewis, D. Sargeant, M and Schwab, B. (2011) Employment Law: The essentials 11e, London: CIPD Sargeant, M. and Lewis, D. (2012) Employment law 6th ed. Pearson is also a useful text which provides details on the law (electronic access through library ) 3

42 A general introduction to the range of legislation for those wishing to gain an initial overview can be found in: Kessler, S & Bayliss, F (1998), Contemporary British Industrial Relations, Macmillan Press, Chapter 5 The Law and Industrial Relations And a link to the Institute of Employment Rights timeline of more current events is available on myplace Students should also refer to the following journals to keep up to date of developments: Industrial Law and Relations Reports Industrial Court Reports Industrial Law Journal -available as e-journal Equal Opportunities Review available in the Law library Incomes Data Services There are a number of electronic services that provide legal information, updates on cases and the legislation available to you as a registered student at the University for example try westlaw and lexisnexis. You will need your password if you are accessing these sites off campus. This is a list of web sites that you may find helpful, it is no means exhaustive and you should try to develop this list as you go through the course: This is the government web site to find out about employment regulations. This is the web site for the Advisory and Conciliation and Arbitration Service that contains guidance documents and a number of codes of practice. This is the central arbitration committee s web site. The CAC deals with applications for disclosure of information and recognition for trade unions under the Employment Relations Act. This is a web site where you can search for decisions from the employment appeal tribunals. From which you can find Scottish appeal court decisions. This web site has pages on personal injury and accidents at work that might prove useful. Is the home of the Equalities and Human Rights Commission is the Health and Safety Executives home page for H&S legislation The Industrial Law Society also has a web page that you may find useful at Apart from its use for finding relevant publications this also has a links page to other useful legal sites. And the journal is available from the library 4

43 Assessments The assessment for this module will be 100% case study in two parts. There will be no examination for this module for those who pass the written assessment Important Information about assessment (coursework and examinations) Further information about assessment is available in the relevant section of the Course Handbook which was provided to you at the start of the course. An electronic copy of the Course Handbook is also available on the general course page in My Place. It is extremely important that you re-read the following relevant sections when preparing and submitting all coursework Academic Dishonesty and Plagiarism Submission and the use of Turnitin Penalties for Late Submission Pass Mark and re-assessment in the event of failure in coursework or examination Examinations 5

44 Foreign words and phrases commonly used in law texts: ab initio ad hoc ad infinitum ad valorem a fortiori alio intuitu aliter a priori bone fide caveat cadit quaestio certiorari cestui que trust contra coram corpus ejusdem generis et al et seq ex abundanti cautela ex debito justiatiae ex gratia ex parte hic ibidem (ibid) infra in limine in loca parentis in re in situ in specie inter alia inter partes inter se inter vivos in toto intra vires lis locum tenens modus operandi mutates mutandis nisi nisi prius obiter dictum passim per alium per curiam per diem from the beginning arranged for this purpose to infinity according to value with stronger reason with a motive other than the ostensible and proper one otherwise deductively in good faith warning proviso admitting no further argument a writ (replaced by judicial review) a person for whom another is trustee against before, in the presence of the capital of a fund, as contrasted with the income of the same kind and others and the following from excess of caution a remedy applicable as of right as a favour an application in a judicial hearing made by one party in the absence of another this, here in the same place below at the outset in the position of a parent in the matter of in place in its actual state among other things between or among the parties among themselves from one living person to another entirely within the powers of, eg a company legal action a substitute a plan of working in the same manner with appropriate changes for the context unless unless before a judicial expression of opinion on a matter, not essential to the decision and therefore not of binding authority throughout by means of another by the court daily 6

45 per se prima facie pro rata quantum quid pro quo re res judicata semble scil sic simpliciter sine qua non stricto sensu sub judice sub nom sub voce supra ultra vires vide Videlicet (viz) by itself, taken alone at first sight in proportion a concrete quantity, amount consideration in the matter of an issue already decided judicially it appears that is to say, namely thus without addition or qualification an indispensable condition in its strict meaning under consideration by a court under the name of under a specified word above beyond the powers see In other words, namely Source : CCH (1987), British Equal Opportunity Cases, Vol 1 ( ): xvii-xviii 7

46 41937 Module Descriptor: Employee Relations This is an elective class for students on: MSc International Human Resource Management Eligible students may be exempt from this module. 10 credits

47 Module coordinator and main lecturer: Dr Kirsty Newsome Contact information: Room 8-52 Graham Hills Building Direct telephone: +44(0) Consultation times: to be advised Teaching Team: Professor Ian Cunningham Contact information: Room 9-13 Graham Hills Building Direct telephone: +44(0) Consultation times: to be advised Pre-requisites: None required Exemptions: Students who possess the WSQ Specialist Diploma in Human Capital Management, the WSQ Professional Diploma in HRM or the WSQ Advance Certificate in HRM awarded by HCS Singapore shall normally be granted exemption from this class. Introduction The aim of this class is to provide a critical understanding of current developments in employee relations in the UK. It aims to provide a conceptual and theoretical understanding of the dynamics and the contours of the employment relationship. Particular attention will be focused on exploring the resilience of the traditional institutions and modes of employment regulation, as well as exploring current attempts to recast the dynamics of employee relations. Throughout the class, our concern will be to explore the extent to which the existing forms of collective employment regulation remain intact, or are being superseded by a greater emphasis on the individual within the employment relationship. This will be achieved by exploring key issues such as changes in workplace regulation, representation and management strategies, as well as considering current trends within employee relations. Objectives To analyse the common and different interests of the actors within the employment relationship. To explore the changing dynamics of workplace regulation. To recognise and evaluate important trends in the employment relationship in the UK, displaying awareness for the contextual environment within which it operates. To critically evaluate theoretical perspectives on the employment relationship. To provide an opportunity for course members to focus on particular aspects of Employment Relations relevant to their backgrounds, interests and career aspirations. 1

48 Learning Outcomes At the end of this class you will be able to: develop a theoretical understanding of Employment Relations and an ability to draw on current research in the area acquire an understanding of changes in the contours of employment relations, coupled with an awareness of competing interpretations of attempts to recast the employment relationship display an ability to conduct research in issues specific to employment relations which contributes to the production of high quality assignments provide advice on the appropriate employee relations processes to be used in particular circumstances, for example on union recognition/de-recognition, on appropriate forms of employee participation etc. Teaching and Learning Methods A flexible and interactive approach to teaching and learning will be employed. The teaching methods adopted will comprise of a mixture of lecture inputs, group discussions and case studies. Our concern is to secure your active involvement in the subject; as such, your participation within and preparation for the sessions will be essential. Indeed, the lecture programme particularly is designed to facilitate your understanding of the subject and the competing academic debates. You will be expected to read academic articles as well as textbooks to ensure you are familiar with the debates and key issues. Thus, it is essential that you engage in prior preparation and reading before each session. Following the introductory session, the lecture programme is divided into two parts. Part One is concerned with exploring the actors within the employment relationship and the dynamics of workplace regulation. Part Two is concerned with exploring some of the contemporary developments within the subject, and highlights the continued pertinence of Employee Relations as a discrete area of study. Indicative Content Part One : Employee Relations Parties and Workplace Regulation The Representation of Employee Interests Management Styles & Strategies Collective Bargaining The Role of the State The European Dimension Part Two: Contemporary Issues Conflict at Work Multi-nationals and Employee Relations Employee Involvement & Participation Employee Relations in Small firms Social Partnership De-Collectivisation Debates/Revision 2

49 Core Reading Module Key Texts The books listed below provide a very useful overview of the subject and correspondingly cover most of the topics discussed in the sessions. Clearly you would be advised to buy one of these books. Williams, S and Adam Smith, D (2010), Contemporary Employment Relations, Oxford University Press, (2 nd ed) Oxford. Colling T and Terry M (2010) (3 rd edition) Industrial Relations: Theory and Practice Wiley Chichester, West Sussex. Blyton, I & Turnbull, P (2004) (third edition) The Dynamics of Employee Relations, Macmillan, London. Additional Sources Additional information can be gained from a variety of sources, some of these are covered in the list below: Advisory, Conciliation and Arbitration Service (ACAS), Annual Reports, London. Confederation of British Industry (CBI), Annual Reports. Chartered Institute of Personnel and Development (CIPD), Statement on Employment Relations, London. IRS, Employment Review (published fortnightly). Incomes Data Services Report (fortnightly). Office for National Statistics, Labour Market Trends, Incorporating Employment Gazette (published monthly). Office for National Statistics, New Earning Survey (published in six parts). In addition the internet clearly provides a plethora of information sources. Journals There are a number of academic journals operating in the Employment Relations arena. It is absolutely essential that you familiarise yourself with them. Many of them are now available as ejournals from the library. Journals you should familiarise yourself with include: Industrial Relations Journal British Journal of Industrial Relations Human Resource Management Journal Employee Relations Work, Employment and Society New Technology, Work and Employment 3

50 Assessment The assessment comprises of two pieces of work: a coursework assignment and an end of module examination. The coursework assignment will consist of an essay of 3,000 words. The examination will require you to answer three questions from a wider number. All will be answered in essay format. Questions will be drawn from the whole class. The overall assessment will be: Coursework assignment 40% Examination 60% Important Information about assessment (coursework and examinations) Further information about assessment is available in the relevant section of the Course Handbook which was provided to you at the start of the course. An electronic copy of the Course Handbook is also available on the general course page in My Place. It is extremely important that you re-read the following relevant sections when preparing and submitting all coursework Academic Dishonesty and Plagiarism Submission and the use of Turnitin Penalties for Late Submission Pass Mark and re-assessment in the event of failure in coursework or examination Examinations 4

51 41938 Module Descriptor: People Resourcing This is an elective class for students on: MSc International Human Resource Management Eligible students may be exempt from this module. 10 credits

52 Module coordinator : Charlie Ford Contact information: Room 8-35 Graham Hills Building Direct telephone: [email protected] Consultation times: to be advised Pre-requisites: None required Exemptions: Students who possess the WSQ Specialist Diploma in Human Capital Management, the WSQ Professional Diploma in HRM or the WSQ Advance Certificate in HRM awarded by HCS Singapore shall normally be granted exemption from this class. Aim of the Module To help students to understand People Resourcing issues within organisations and related concepts in order that they can become thinking practitioners in the field. Objectives General Knowledge based objectives include developing knowledge and understanding of a number of issues facing practitioners within organisations who are responsible for ensuring that the organisation is effectively resourced with people. Students will be expected to be able to critically review practices and concepts covering issues such as: Jobs - their context, change, specification and determination Recruitment and selection Managing performance Managing equality and Managing careers Skills based objectives At the end of the modules students should: In terms knowledge and understanding Demonstrate a critical understanding of the above areas of study and generic cognitive skills In terms of practice Demonstrate an ability to assess recruitment and selection practices and procedures Demonstrate interviewing skill Communication, ICT and numeric skills Demonstrate written communication Demonstrate oral communication Assessed through: Essay and Examination Professional skills development exercises not formally part of this module Class discussion Examination 1

53 Autonomy, accountability and working with others. Demonstrate an ability to: Manage working time Work professionally with others Meet deadlines Working in groups to develop understanding of equality and diversity issues, meeting deadlines for assessments Teaching methods Teaching and learning statement The learning methods will combine elements of formal lectures, individual reading, group discussions and plenary feedback sessions. Learning and development in this class is designed to appeal to a range of learning styles, and to integrate argument, action and reflection. This means that the format of the teaching periods combines lecturing, group work on case studies and discussion. A key element to the study approach is the emphasis on individual and collective learning, including reflections on personal experiences and knowledge, not simply listening to the lecturers. Indicative Content Introduction to People Resourcing Managing Diversity HR Planning Recruitment and Selection 1 Recruitment and Selection 2 Reading Week/Essay Preparation Performance Management - Employee engagement Wellbeing and Worklife Balance Managing Careers Downsizing Reading There is no single text recommended for this class. However, the texts listed below provide useful reading: Pilbeam, S and Corbridge, M (2010) People Resourcing, Harlow: Prentice Hall/Financial Times, 4 th Edition. This book is available as an e-book at the Andersonian Library website. Redman, T and Wilkinson, A (2009) Contemporary Human Resource Management, 3rd edition, Harlow, Essex: Pearson Education Ltd. Storey, J (Ed) (2001) New Perspectives on Human Resource Management, London: Thomson. Storey, J (2007) Human Resource Management, 3 rd edition, London: Thomson. 2

54 Suggested Journals (please note this list is indicative and not exhaustive) British Journal of Management British Journal of Industrial Relations Employee Relations Equal Opportunities Review Equal Opportunities International Gender and Education Gender, Work and Organisation Human Resource Management Journal Incomes Data Services (IDS) Reports Industrial Relations Journal International Journal of Human Resource Management Work, Employment and Society New Technology, Work and Employment Personnel Review Useful web sites This is the government website for the Department of Business, Innovation and Skills (BIS) previously Department for Business, Enterprise and Regulatory Reform (BERR). This is the website for the Chartered Institute of Personnel and Development. This is the site for the Equality and Human Rights Commission. This is the site for an independent research organisation that provides information and analysis on employment law, diversity, pay and reward, HR and pensions. Assessment The assessment comprises of two pieces of work: a coursework assignment and an end of module examination. The coursework assignment will consist of an essay of 3,000 words. The examination will require you to answer three questions from a wider number. All will be answered in essay format. Questions will be drawn from the whole class. The overall assessment will be: Coursework assignment 50% Examination 50% Important Information about assessment (coursework and examinations) Further information about assessment is available in the relevant section of the Course Handbook which was provided to you at the start of the course. An electronic copy of the Course Handbook is also available on the general course page in My Place. 3

55 It is extremely important that you re-read the following relevant sections when preparing and submitting all coursework Academic Dishonesty and Plagiarism Submission and the use of Turnitin Penalties for Late Submission Pass Mark and re-assessment in the event of failure in coursework or examination Examinations 4

56 HR911 Module Descriptor: Employee Reward This is an elective class for students on: MSc International Human Resource Management Eligible students may be exempt from this module. 10 credits

57 Module coordinator: Kay Gilbert Contact Information: Room 8.28 Graham Hills Building Direct telephone: +44(0) Consultation times: Appointments can be made with the Module Co-ordinator by . Teaching Team: Consultation times: Dr David Hume please for an appointment Pre-requisites: None required Exemptions: Students who possess the WSQ Specialist Diploma in Human Capital Management, the WSQ Professional Diploma in HRM or the WSQ Advance Certificate in HRM awarded by HCS Singapore shall normally be granted exemption from this class. Aims and Objectives The aim of the course is to develop a critical understanding of pay systems and structures. In order to do this, students will become familiar with different pay systems and structures and will develop an understanding of the interdisciplinary nature of the foundations of pay. Learning Outcomes After studying on this course students should be able to: 1. Demonstrate a critical understanding of: the contribution of employee reward to organisations different theories and philosophies related to pay determination, (economic, psychological, legal, political, gender and power explanations) in relation to contemporary trends in employment policy and employee relations pay and reward strategies within different organizations - reasons for pay differentials and pay gaps for disadvantaged groups in the labour market including the social definition and measurement of skill. - methods and techniques of job analysis and job evaluation and their role in pay determination - pay structures - performance management. 2. Demonstrate ability to: research and critically assess approaches to payment systems, market rates of pay for different regions and occupations, the law and its operation in relation to pay use appropriate methods and techniques to appropriately analyse jobs

58 for pay determination (data analysis). critically evaluate employee reward strategies. communicate clearly and precisely in writing and present documents. Teaching and Learning Methods A variety of teaching methods will be adopted including lecture input, student presentations, group and individual participation and applied exercises. The reading forms an integral part of the learning process and it is your responsibility to read from the articles and chapters referred to in the class outline. Indicative Content/Structure of Class/Lecture Programme This class presents different theories and philosophies related to pay determination, (economic, psychological, legal, political, gender and power explanations) in relation to contemporary trends in employment policy and employee relations. It examines pay and reward strategies within different organizations. It examines the legal constraints in relation to determining pay for workers within the UK and will highlight some of the difficulties with the law for employers and their workers. The class will also examine the reasons for pay gaps for disadvantaged groups in the labour market including the social definition and measurement of skill and will require students to make a detailed study of reward in an occupation or sector. It will also enable students to explore the dynamics of effective performance management. Managing Reward Systems in context The influence of the Markets Pay distribution and relativities Legal & ethical issues for pay systems in UK Rewarding work Skills responsibilities & job analysis Job Evaluation Schemes Motivation, pay and performance-theoretical issues Non pay rewards Motivation, pay and performance practical issues of PRP and bonuses, etc Pay for Particular Groups - Executives pay Pay for Particular Groups - Expatriates pay Page 1

59 Indicative Content and Readings Students are recommended to read a minimum of the relevant reading placed on myplace for this class and in addition any relevant chapter from: Perkins, S.J. & White, G. (2011) Employee Reward: Alternatives, Consequences and Contexts The CIPD Thorpe, R. & Homan, G. (2000) Strategic Reward Systems, Harlow, Financial Times, Prentice Hall is also useful In addition there are various publications that students of pay should be aware of and research from - these are: Incomes Data Services for example specialist publications on particular topics such as IDS Studies (2003), Bonus Schemes, Income Data Services, Jan No IDS also provide updates on pay as do- Industrial Relations Services and Labour Research For the UK Government produce publicly available information on pay on National Statistics online and this can be found on A quick search on pay will provide you with several choices so just follow the links. A more detailed list of reading for particular topics can be found below and additional reading is provided online for some topics where the text books coverage is weak. Assessments The assessment comprises of two pieces of work: a coursework assignment and an end of module examination. The coursework assignment will consist of an essay of 2,000 words. The examination will require you to answer three questions from a wider number. All will be answered in essay format. Questions will be drawn from the whole class. The overall assessment will be: Coursework assignment 40% Examination 60% Important Information about assessment (coursework and examinations) Further information about assessment is available in the relevant section of the Course Handbook which was provided to you at the start of the course. An electronic copy of the Course Handbook is also available on the general course page in My Place. It is extremely important that you re-read the following relevant sections when preparing and submitting all coursework Page 2

60 Academic Dishonesty and Plagiarism Submission and the use of Turnitin Penalties for Late Submission Pass Mark and re-assessment in the event of failure in coursework or examination Examinations Page 3

61 HR913 Module Descriptor: Human Resource Development This is an elective class for students on: MSc International Human Resource Management Eligible students may be exempt from this module. 10 credits

62 Module coordinator : Dr Stephen Gibb Contact information: Room 834, Graham Hills Building Direct telephone: +44(0) [email protected] Consultation times: to be confirmed Lecturer: Professor Tom Baum Contact Information: Room 837,Graham Hills Building Direct telephone: +44(0) [email protected] Consultation times: to be confirmed Pre-requisites: None required Exemptions: Students who possess the WSQ Specialist Diploma in Human Capital Management, the WSQ Professional Diploma in HRM or the WSQ Advance Certificate in HRM awarded by HCS Singapore shall normally be granted exemption from this class. Introduction This course provides a comprehensive view of the field of human resource development, learning for individuals and organisations in work. The course considers theories and practice in the organisation of workplace learning and development. We encourage the development of a critical view of HRD theory and practice, to develop your capabilities as HR professionals. HR professionals who are able to think critically about HRD are better problem-solvers and decision-makers. Objectives Knowledge and understanding Describe the HRD process in employment for assessing needs, designing interventions, delivering and evaluating learning and change. Explain how the organisational, technological, social and political contexts shape the management of learning and change at work. Apply critical analysis of the theory and practice of HRD to problemsolving and decision-making in professional HR work Intellectual skills Demonstrate the ability to reason critically. Apply concepts to explore organisational case studies. Identify how business problems may be solved by HRD methods. Demonstrate and exercise independent and ethical thinking. Practical skills Observe the HRD needs of individuals, groups and organisations. Design and deliver effective and creative HRD experiences. 1

63 Transferable skills Structure and communicate ideas effectively both verbally and in writing. Manage time and work to deadlines. Participate effectively in groups. Work independently. Be self-reliant. Assess the relevance of the ideas of others. Teaching and Learning Methods The teaching and learning methods used in this module include lectures, group discussion, case studies, and individual assignment. References for guided reading and web site resources are provided to assist with these methods. The lectures are designed to support learning by Providing overviews of concepts, processes, practices and perspectives derived from the literature and research about HRD at work. Presenting cases, issues and problems for discussion and analysis in class. Outlining and exploring HRD using case studies and exercises. Reviewing the organisational, professional, and policy contexts which are relevant to understanding HRD theory and practice. Guided reading is enabled by the provision of a set of references for each class in the module. These are helpful sources to extend your study and professional development. Indicative Content Introduction Introduction to HRD: Success, Learning and Change National HRD Policy Knowledge Bases and Theory Concepts and Methods Learning Styles Assessment of Needs and Design Interventions and Evaluation Coaching and Coaching skills Contexts Comparative HRD Technological Innovation and HRD Investors in People 2

64 Reading We will adopt the following as a core text in the area; Gibb, S. (2011), Human Resource Development: foundations, process, contexts, 3 rd edition, Basingstoke: Palgrave. Books Keeley, B. (2010) Human Capital; How What You Know Shapes Your life, OECD, Deneulin, S., Shahani (eds) (2009) An Introduction to the Human Development and capability Approach, London, Earthscan Journals All journals in this list are available via the library website as e-journals (except Advances in Developing Human Resources). You must make sure you have the appropriate username and password at hand when attempting to access them. Also, keep in mind that many journals are originally published in the US and spelling is americanised --for example, Organization Studies must be spelled with a z, otherwise it does not appear on the system. As such, it is always worth checking to make sure before assuming the university does not have access to the resource. Sources that directly cover HRD are: Career Development International Development and Learning in Organizations: An International Journal Education + Training Industrial and Commercial Training Human Resource Development International Human Resource Development Quarterly International Journal of Training and Development Management Development Review Management Learning The Career Development Quarterly Training Other sources that include HRD coverage: Employee Relations Human relations Journal of Management Education Leadership & Organization Development Journal Management Education and Development Organization Development Journal Professional Bodies CIPD Academy of HRD University Forum for HRD 3

65 Assessment The assessment comprises of two pieces of work: a coursework assignment and an end of module examination. The coursework assignment will consist of an essay of 3,000 words. The examination will require you to answer three questions from a wider number. All will be answered in essay format. Questions will be drawn from the whole class. The overall assessment will be: Coursework assignment 40% Examination 60% Important Information about assessment (coursework and examinations) Further information about assessment is available in the relevant section of the Course Handbook which was provided to you at the start of the course. An electronic copy of the Course Handbook is also available on the general course page in My Place. It is extremely important that you re-read the following relevant sections when preparing and submitting all coursework Academic Dishonesty and Plagiarism Submission and the use of Turnitin Penalties for Late Submission Pass Mark and re-assessment in the event of failure in coursework or examination Examinations 4

66 HR931 Module Descriptor The Psychology of Risk M t This is an elective class for students on: MSc International Human Resource Management Eligible students may be exempt from this module. 10 credits

67 Module coordinator : Dr Calvin Burns Contact information: Room GH 8.32 Graham Hills Building Direct telephone: +44(0) [email protected] Consultation times: appointments can be made by Pre-requisites: None required Exemptions: Students who possess the WSQ Specialist Diploma in Human Capital Management, the WSQ Professional Diploma in HRM or the WSQ Advance Certificate in HRM awarded by HCS Singapore shall normally be granted exemption from this class. Introduction This module is offered as an elective class for students on the Postgraduate Diploma/MSc in Human Resource Management (full-time and part-time) and the MSc International Human Resource Management. Aims and Objectives The aim of this module is to enable students to use psychological methods to assess and manage organizational and occupational risks. Learning Outcomes 1. Subject specific knowledge and skills Appreciate the methods psychologists use to study risk Appreciate the factors which affect risk perception, especially in relation to occupational safety Understand how measuring safety climate can be used as a risk management tool Understand the determinants of risk-taking behaviour and how to change it Understand the mental models approach to risk communication and how to change attitudes about risk Appreciate the role of trust in successful risk communication Appreciate issues involved in risk reputation management 2. Cognitive abilities and non-subject specific skills Critical thinking, shown in the application of psychological theory to risk management problems Research, information-retrieval and problem solving skills developed through coursework assignments aimed at analysing data and the application of existing theories 1

68 Writing skills developed in the analysis of theories and applied issues through coursework Teamworking and presentation skills developed through coursework Oral communication skills in small group discussions related to the application of psychological theories to the analysis of risk management problems Teaching and Learning Methods This class will be delivered primarily by interactive lectures. Students will have the opportunity to work in small groups for coursework assignments, and listen to guest speakers from industry (risk managers). Learning material (e.g. lecture slides, required reading, case studies, videos) will be posted on MyPlace. Indicative Content Introduction to Theory, Research, and Practice in Psychology -What is risk? -Research design and Psychological research methods to study risk -Introduction to risk perception Risk Perception -Risk perception, heuristics, and biases -Occupational risk perception studies -Risk and group decision making Safety Culture -The role of risk perception in organizational safety culture -Safety climate surveys as risk management tools Safety Behaviour Modification -Risk-taking behaviour (antecedents, behaviour, consequences) -How to conduct an organizational behaviour modification programme Mental Models Approach to Risk Communication -How to conduct a mental models interview -Influence diagrams -Attitude change Trust and Risk Communication -Social amplification of risk framework -The psychology of trust -Trust asymmetry -Trust repair Risk Reputation Management 2

69 Indicative Readings Arnold, J. (2005). Work psychology: Understanding human behaviour in the workplace, 4 th edition. New York: Financial Times / Prentice Hall. Breakwell, G.M. (2007). The psychology of risk. Cambridge: Cambridge University Press. Morgan, M.G., Fischhoff, B., Bostrom, A. & Atman, C.J. (2002). Risk communication A mental models approach. Cambridge: Cambridge University Press. Slovic, P. (2010). The Feeling of Risk: New Perspectives on Risk Perception. London: Earthscan. Selected Journal Papers Assessment The assessment comprises of two pieces of work: a group presentation and an individual consultancy report. The overall assessment will be: Group Presentation 40% Individual Consultancy Report 60% Important Information about assessment (coursework and examinations) Further information about assessment is available in the relevant section of the Course Handbook which was provided to you at the start of the course. An electronic copy of the Course Handbook is also available on the general course page in My Place. It is extremely important that you re-read the following relevant sections when preparing and submitting all coursework Academic Dishonesty and Plagiarism Submission and the use of Turnitin Penalties for Late Submission Pass Mark and re-assessment in the event of failure in coursework or examination Examinations 3