incorporating
Postgraduate Certificate in HRM
Postgraduate Diploma in HRM
Contents
MA Human Resource Management
Rationale
Human resource management (HRM) is the strategic and coherent approach to the management of an organization's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business. The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations. Human Resource management is evolving rapidly. Human resource management is both an academic theory and a business practice that addresses the theoretical and practical techniques of managing a workforce .
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The Programme
The design of the MA in HRM Programme largely follows the The Chartered Institute of Personnel and Development (CIPD) guidelines with the students completing the Graduate Certificate & Diploma in Human Resource Management prior to starting the Masters programme. Successful completion of the two phases lead to the Masters Programme provided by a British or local University.
The Programme aims to:
1. provide a broad knowledge and skills base in this field
2. develop a wide range of professional skills
3. encourage critical thinking and self-awareness
4. generate a lifetime enthusiasm and motivation for the learning process for meeting the challenges presented by a rapid change in global business environment
5. equip students for a career that ideally will take them to the top of the HR profession
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Learning Outcomes
After completing the programme, the students will be able to
1. Describe the specific human resource management functions
2. Understand the scope of HRM and be able to explain a range of theories which underlie it.
3. Contrast, compare and criticise various theories of motivation at work and demonstrate an awareness of the implications of change for future employment.
4. Apply forecasting and planning techniques to Human Resources and demonstrate a knowledge of the factors affecting the supply and demand for labour.
5. Understand the application of job analysis and performance appraisal and be able to compare and contrast various forms of remuneration.
6. Explain the processes of recruitment and selection and demonstrate a theoretical and practical understanding of interviewing and selection techniques.
7. Show an understanding of staff training and development and the application to modern competitive Business.
8. Apply the law to aspects of the setting of employment and the workplace.
9. Describe recent development, essential issues, and current/future challenges in managing human resources through actual case incidents.
10. Identify and describe the processes by which the human resource functions are impacted by country and organisational culture.
11. Develop skill sets to enhance problem solving, making effective presentations, and interpersonal communications.
12. Participate in the application of technology to the human resource function.
Courses
The Programme is available in three independed units:
- Postgraduate Certificate in Human Resource Management
- Postgraduate Diploma Human Resource Management
- MA Human Resource Management
Each award can be studied at the recognised local Universities, HE Institutions, other Learning Centres or similar institutions in the UK or other countries. Students successfully completing stages 1 and 2 will receive the Postgraduate Certificate and/or Postgraduate Diploma in Human Resource Management and/or their own University's learning centre's equivalent awards.
The MA can be taken locally at a University with appropriate awarding powers, HE Institution or any other centre holding full degree awarding powers or an authorisation to deliver degree level courses on behalf of such institutions. Students may also apply to Universities or HE Institution to complete their studies in the UK or other countries. The students taking the MA stage locally will be awarded the degree by the University or Institution concerned. The students completing their studies in the UK or other country will receive their MA degree from the University or Institution concerned.
Icebreakers
Postgraduate Certificate in Human Resource Management
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This course covers the core management topics and introduces and enhances the students' existing understanding of these fundamental management areas in the main national and international contexts.
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Contemporary
Business Management
Rationale
The term "Management" characterizes the process of and/or the personnel leading and directing all or part of an organization (often a business) through the deployment and manipulation of resources (human, financial, material, intellectual or intangible). The word "manage" comes from the Italian maneggiare, which in turn derives from the Latin manus, hand.
This course covers the core business management topics and introduces and enhances the students' existing understanding of these fundamental management areas in the main national and international contexts.
This module presents a systematic coverage of management theory and practice. It focuses on the basic roles, skills and functions of management, with special attention to the change in business environment and introduces the basics in management information systems, operations, marketing and corporate finance. The readings sections of the module focuses heavily on the change and trends in public sector management.
- Business management
- Historical development
- Nature of the work
- Notes and References
- Areas of management
- Adhocracy
- Administration
- Corporate governance
- Design management
- Engineering management
- Futures Studies
- Knowledge visualization
- Leadership
- Management consulting
- Management development
- Management fad
- Management styles
- Management Technology
- Managerialism
- Managing upwards
- Micromanagement
- Middle management
- Music management
- Organizational studies
- Predictive analytics
- Public administration
- Scientific management
- Senior management
- Social entrepreneurship
- Virtual management
- Peter Drucker's management by objectives
- Eliyahu M. Goldratt's theory of constraints
- Pointy Haired Boss — a negative stereotype of managers
- Lists
Organisation Theory and Behaviour
Rationale
Organizational studies, organizational behavior, and organizational theory are related terms for the academic study of organizations, examining them using the methods of economics, sociology, political science, anthropology, and psychology. Related practical disciplines include human resources (HR) and industrial and organizational psychology.
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Organisational Development and Change
Rationale
Organization Development, according to Richard Beckhard, is defined as:
(1) a planned effort (2) organization-wide (3) managed from the top (4) to increase organization effectiveness and health (5) through planned interventions in the organization's 'processes', using behavioural science knowledge" (Smith, 1998, p261. Training and Development in Australia.) According to Warren Bennis, organization development (OD) is a complex strategy intended to change the beliefs, attitudes, values, and structure of organizations so that they can better adapt to new technologies, markets, and challenges. Warner Burke emphasizes that OD is not just "anything done to better an organization"; it is a particular kind of change process designed to bring about a particular kind of end result. OD involves organizational reflection, system improvement, planning, and self-analysis. |
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The term "Organization Development" is often used interchangeably with Organizational effectiveness, especially when used as the name of a department or a part of the Human Resources function within an organization.
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The Society for Industrial Organizational Psychology The Organization Development Network |
Human Resource Management & Development
Rationale
Human Resources has at least two meanings depending on context. The original usage derives from political economy and economics, where it was traditionally called labour, one of three factors of production. The more common usage within corporations and businesses refers to the individuals within the firm, and to the portion of the firm's organization that deals with hiring, firing, training, and other personnel issues. This article will address both definitions.
- Human resources in political economy and social sciences
- Human resource development in relation to recruitment and selection
- Human resources within firms
- Shared Services
- Human resources in education
Postgraduate Diploma in Human Resource Management
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This field of study is designed to develop the essential ability to understand how the work of the training and development practitioner is integrated with other personnel and development specialists and covers the following areas: |
Labour Economics
Rationale
Labour Economics seeks to understand the functioning of the market and dynamics for labour. Labour markets function through the interaction of workers and employers. Labour economics looks at the suppliers of labour services (workers), the demanders of labour services (employers), and attempts to understand the resulting pattern of wages, employment, and income.
It is an important subject because unemployment is a problem that affects the public most directly and severely. Full employment (or reduced unemployment) is a goal of many modern governments.
- Two ways of analysing labour markets
- The macroeconomics of labour markets
- Neoclassical microeconomics of labour markets
- Information Approaches
- Search models
- Criticisms of labour economics and recent research
- Unemployment
- Beveridge curve
- Consumer theory
- Production theory basics
- Microeconomics
- Important publications in labour economics
- Labour power
- Monopsony
- References
Strategic Human Resource Management
Rationale
Sustainable Competitive Advantage (SCA) Competitive advantage is a concept in business competitive analysis that is very much like the legal definition of pornography, "I know it when I see it". Michael Porter posits that a competitive advantage, sustainable or not, exists when a company makes economic rents, that is, their earnings exceed their costs, especially including cost of capital. That means that normal competitive pressures are not able to drive down the firm's earnings to the point where they cover all costs and just provide minimum sufficient additional return to keep capital invested. Most forms of competitive advantage cannot be sustained for any length of time because the promise of economic rents drives competitiors to duplicate the competitive advantage held by any one firm.
A firm possesses a Sustainable Competitive Advantage when it has value-creating processes and positions that cannot be duplicated or imitated by other firms that lead to the production of above normal rents. An SCA is different from a competitive advantage (CA) in that it provides a long-term advantage that is not easily replicated. But these above-normal rents can attract new entrants who drive down economic rents. A CA is a position a firm attains that lead to above-normal rents or a superior financial performance. The processes and positions that engender such a position is not necessarily non-duplicable or inimitable. It is possible for some companies to make profits for a time above the cost of capital without sustainable competitive advantage.
A key difference between CA and SCA is that the processes and positions a firm may hold are non-duplicable and inimitable when a firm possesses a SCA. Hence a sustainable competitive advantage is one that can be maintained for a significant amount of time even in the presence of competition. This brings us to the question what is a "significant amount of time". A CA becomes SCA when all duplication and imitation efforts have ceased and the rival firms have not been able to create the same value that the said firm is creating.
Analysis of the factors of profitability is the subject of numerous theories of strategy including the five forces model pioneered by Michael Porter of the Harvard Business School.
In marketing and strategic management, sustainable competitive advantage is an advantage that one firm has relative to competing firms. The source of the advantage can be something the company does that is distinctive and difficult to replicate, also known as a core competency - for example Procter & Gamble's ability to derive superior consumer insights and implement them in managing its brand portfolio. It can also be an asset such as a brand (e.g. Coca Cola) or a patent, such as Viagra. It can also simply be a result of the industry's cost structure - for example, the large fixed costs that tend to create natural monopolies in utility industries. To be sustainable, the advantage must be:
- distinctive, and
- proprietary
See also
- Organisational strategy, structure, culture and policy
- Human Resource Management: Gaining a Competitive Advantage
Human Asset Management
Human Capital is a way of defining and categorizing peoples' skills and abilities as used in employment and as they otherwise contribute to the economy. Many early economic theories refer to it simply as labour, one of three factors of production, and consider it to be a commodity - homogeneous and easily interchangeable. Other conceptions of labor are more sophisticated.
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Employment Law
Rationale
Labour Law (American English: labor) or Employment Law is the body of laws, administrative rulings, and precedents which addresses the legal rights of, and restrictions on, workers and their organizations. As such, it mediates many aspects of the relationship between trade unions, employers and employees. In some countries (such as Canada), employment laws related to unionised workplaces are differentiated from those relating to particular individuals. In most countries however, no such distinction is made. The labour movement has been instrumental in the enacting of laws protecting labour rights in the 19th and 20th centuries. |
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Readings
- Experiences and Expectations of People Leaving Paid Work After 50
- Employers’ Federation of Hong Kong, Guide to Good Employment Practices
- People
implications of mergers and acquisitions, joint ventures and divestments
- CIPD Survey
- Contracts of Employment
- Dismissal
- Industrial Tribunals
- European Directives
- Collective/Individual Employment Law
- Speaking Up for Justice: How e-learning is helping vulnerable witnesses and victims of sexual offences
- Diversity
Excellence Model Helps Crown Prosecution Service
- Labour Law - China
- India Pakistan Trade Unit
- India Employment Law
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Essentials
of Employment Law Check the availability and buy your books from our Bookshop |
Resources
MA in Human Resource Management
Business Research Methodology
Tutorials
Readings
- Business, Society and Environment
- Conditions of Work
- Committed to Change
- Critical Management Studies Gateway
- Guides
- Health and Safety
- Industrial and Organizational Psychology
- Labour Economics
- Management and Management Training
- Motivation, Morale and Discipline
- Organizational Behaviour
- Organisational Management
- Personnel Management and Selection and Training
- Personnel Management (human resource management)
- Promoting Change Through Research: The Impact Of Research On Local Government
- Qualitative Research: Telephone Focus Groups, Face-to-Face Focus Groups
- Research Methods & Statistics Links
- Recruitment (including training)
- Research Methods (Basic Business)
Journals (Full text)
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Advances
in Developing Human Resources Published on behalf of The Academy of Human Resource Development |
HRM Application Project
Related Modules
Recommended Texts
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Organization
Development and Transformation: Managing Effective Change Wendell
French, University of Washington Check the availability and buy your books from our Bookshop
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Organisational
Behaviour and Management With Organisational Behaviour and Management, students become involved participants in learning about behaviour and management within work settings. The book is designed with instructional flexibility in mind. OBM combines text, readings, self-learning exercises, group participation exercises, and cases. These elements are aimed at students interested in understanding, interpreting, and attempting to predict the behaviour of people working in organisations. Check the availability and buy your books from our Bookshop
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Managing
Human Resources Check the availability and buy your books from our Bookshop |
Resources
Nottingham
Business School
This is a list of Internet resources relevant to
Human Resource Management. A version of these links but all within
one file, suitable for printing ( very long - approx. 440Kb), is
also available.
The links are checked and updated on a regular basis. If you find
any links which no longer work (or have changed), if you want me
to add a link to your favourite HRM site, or if you just want to
comment, then please take some time to fill out the Comments/URL
Update form.
Human Resources, Training, and Labour Relations Managers and Specialists - US Department of Labour
