Human Resource Management (MSc and Postgraduate Diploma)

An overview of the different levels of analysis within organizational research. Emphasis will be placed on the different paradigms from which to analyse organizations, and the roles of theories and facts. Evidence-based and reflexive practice will be evaluated, as well as some specific focus on analysing power, gender and ethics. The aim of this module is to provide a sound basis from which to explore, evaluate and critique any issue within occupational psychology or organizational behaviour.

Introduces the areas of knowledge which are necessary to critically evaluate research reports and papers, and provides the knowledge needed to carry out a quantitative or qualitative research project. Areas covered will include: research design; sampling; both qualitative and quantitative approaches to data collection; the statistical analysis of quantitative data; the preparation of research reports and the use of different paradigms in research.

This module discusses different approaches to managing and leading people at work. In particular two main topics are covered: first, Human Resource Management, which focuses on theory and practice of the management of employment or people in organizations. Second, Leadership, which focuses largely on the management of “soft factors” at work from the perspective of leader and followers and the processes evolving between them.

This module provides an overview of current developments in employee relations. It considers the influence of employers, employees, trade unions and the state in shaping the employment relationship. Areas covered include the issues of management strategy and strategic choice; flexibility in employment and managing diversity; the reform of pay determination and performance management; the role of trade unions and the management of conflict; and the role of the state as an employer. The aim of the course is to develop a critical understanding of changing patterns of employee relations.

This module addresses the issues raised by international and comparative Human Resource Management. It explores the impact of national culture, the debates in the comparative HRM literature and examples of differences in the way HRM is conducted around the world. It also examines how international organizations deal with the extra complexity that operating internationally brings to HRM.

This module is concerned with the practice of human resource management in organisations. It considers issues relating to the links between HRM strategy, policy and practice, highlighting potential models of best practice and barriers to successful implementation, where appropriate. It discusses HRM policy and practice concerning recruitment and selection, organizational exit, performance management, careers, training and development, job design and reward. It examines employee relations and equal opportunities in the context of their relationship with HRM.

This module is designed to cover the key issues involved in selecting and assessing people at work. Various selection methods are described, and the criteria used for evaluating them are discussed. The nature and causes of good job performance, and issues relating to the process of job selection, are considered. A discussion of the validity of various job selection methods is followed by an examination of the psychological processes involved in selection. Finally, the fairness of selection systems is considered.

This begins by examining the concept of career from a variety of perspectives. It considers the process of occupational choice and occupational socialisation and different types of career path. Various ways of representing people's careers and ways of intervening in career development are discussed. Students are helped to understand their own life-career development and consider ways in which they can help themselves and others make role transitions.

Examines contemporary work motivation theories within a coherent framework and the causes of high performance. Areas to be covered will include: content, need, process, and cognitive theories of work motivation; the identification and measurement of performance criteria; explanations for high performance; and the relationship between performance and a variety of organizational variables including pay, leadership, groups, job design, work systems, technical change, involvement and commitment, attribution and self-efficacy, and goal setting.

The meaning of training and development is explored. Several models of effective training are introduced, and ways of identifying training needs are examined. Theoretical approaches to learning are discussed. Various training methods are covered in relation to both theoretical aspects of learning and the nature of the material to be learnt. Finally, the ways in which training can be evaluated are considered.

New forms of computer-based technology present both opportunities and challenges for organizations. How can this technology be designed to facilitate effective use? What new ways of working are implicated by advanced technologies? This module covers a range of psychological and organizational issues pertaining to the use of new technology at work, from designing and evaluating the human-machine interface to analysing the management of technological change.

The dissertation takes that form of an empirical study, quantitative or qualitative, conducted by the student on some aspect of Organizational Psychology and Human Resource Management. The study is written up as a scientific report of not more than 10,000 words, including bibliography and notes but excluding appendices.