MSc International Human Resource Management

The Role and Nature of Strategic Management; Analysing the External Environment: macro-environment, industry and competitor analysis; Analysing internal resources, capabilities and core competencies; Business level and corporate level strategy; International business strategy; Strategic development: mergers and acquisitions, alliances and joint ventures; Strategy Implementation: Structure, Culture and Change.

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Research methodologies, critically reviewing literature, research design and ethics, data collection methods (qualitative, quantitative and mixed), analysis methods, research writing and dissemination. Individual research, production of a dissertation, reflection on work undertaken.

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After a brief introduction to models of national culture, the focus of the module is the HR issues and practices of organisations operating across national boundaries with a multi cultural workforce. It covers a range of key HRM areas: (1) global manpower planning, recruitment & selection (3) international performance management, training and development; (3) comparative employment regulation, employee voice and the management of conflict (4) the ethical considerations specific to international operations. These are explored through the use of examples and cases drawn from a range of international contexts and MNC practice. Students are encouraged to reflect on the approach to HRM in their own culture/country and contribute to the consideration of similarity and difference.

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This module will provide you with a thorough understanding of specific theories of
culture and communication, cultural systems and dimensions offered by major
intercultural researchers and the critiques they have received in order to contribute to
a more widening debate of intercultural theory and research. Taught sessions will
address the notions of culture and intercultural business communication, and
theoretical frameworks about cultural systems, cultural complexity and acculturation.
There is also one session devoted to an intercultural workshop that helps you
rehearse, through practical activities, the input from the previous taught sessions.

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Framed within the wider context of strategic HRM, this module includes critical examination of the impact of people management practices on organisational and individual behaviour. The module begins with an exploration of the managerial and business environments within with HR professionals work and evaluates how HR
strategy is shaped by and developed in response to internal and external environmental
factors. The focus then narrows to examine the changing role of the HR function, its
influence on achieving competitive advantage, and the broader context in which it operates. Further to this, you will explore the application of key contemporary people practices relating to fields of Organisational behaviour (motivation, engagement, employee wellbeing etc...) and Organisational Development, and their impact on both individuals and teams. The module is also concerned with your development as a learner, of a business orientation, a concern with adding value through HR practice, and a range of
skills pivotal to successful people management practice and effective leadership. This
includes critical reflection, problem solving and decision-making skills; enhanced IT
proficiency; a range of team working and interpersonal skills and others associated with
developing personal effectiveness and credibility at work.

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Research methodologies, critically reviewing literature, research design and ethics, data collection methods (qualitative, quantitative and mixed), analysis methods, research writing and dissemination.

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The module begins with an overview of the various internal and external environmental contexts which shape organisational action (PEST forces) and consideration of organisational objectives. The module then moves onto review competing conceptions of the role and function of management and their implications for practice. Next, an introduction to the links between strategic HRM and organisational strategy is followed by a concise overview of strategic management models. The module then examines the concept of strategic HRM, the variety of ways strategic HR decisions are made within different organisations, the implications for the HR function and critically evaluates the different approaches to aligning organisational strategy with people management practices. In doing so, the module provides a critical understanding of strategic HR. Distinctions are drawn between the different levels of HR strategy and the diverse directions of growth and international strategic choice in a globally competitive environment. The potential ethical issues arising from strategic choices to internationalise the organisation are also considered.

The impact of the increasing use of technology within HR as the function attempts to strategically reposition itself within the organisation is critically evaluated. Mindful of emergent strategies adopted by organisations to quantify the contribution of the HR function to organisational profitability the module also offers an introduction to Human Capital Management. To support this end and in recognition of the centrality of financial planning to organisational success this module provides instruction on the preparation and interpretation of financial statements and data, including profit & loss accounts, balance sheets, cash budgets, capital investment appraisal and break-even analysis.

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