MSc International Human Resource Management

This module looks into the workings of Strategic Management and offers a thorough insight into its significance and core elements. During the module, you will investigate the business landscape by examining macro level influences, industry patterns, and competitor actions. This overview forms the basis for assessing assets and capabilities that are crucial in crafting successful strategies. The Role and Nature of Strategic Management explores these fundamentals, leading into a detailed analysis of the External Environment, covering macro-environment, industry and competitor analysis. This connects directly to analysing internal resources, capabilities and core competencies, followed by examination of business level and corporate level strategy. The module then moves to International business strategy, while dealing with routes to competitive advantage through Strategic development, including mergers and acquisitions, alliances and joint ventures. It equips you with knowledge and abilities in overseeing corporate connections and expansions. Finally, it addresses strategy implementation by examining structure, culture, and change, giving you insight into executing strategy by adjusting structures, nurturing a conducive environment culture, and handling strategic organisational change.

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In this module you will work with your assigned supervisor to complete your MSc dissertation. The focus of this module is to develop critical thinking and problem solving skills to prepare you for your professional career.The module will utilise the research methods content from the previous Research Methods module. The topic chosen for the dissertation should align with your degree pathway but the focus is decided by you. The research can be qualitative, quantitative or mixed. There are no lectures within the MSc Dissertation module format, instead there will be meetings and guidance from your supervisor.

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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 majorintercultural researchers and the critiques they have received in order to contribute to a more widening debate of intercultural theory and research. Taught sessions willaddress 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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The focus of this module is for you to develop an understanding of research method approaches. The emphasis is on developing research skills that will equip you with the expertise to undertake relevant and topical research required for your future dissertation. The module will work logically through the techniques for writing a critical literature review Then offer sound insights into methodological considerations, along with the importance of the research design elements and ethics. The data gathering for both qualitative and quantitative will be explored, along with appropriate analysis techniques. Lastly, there will be a focus on how to evaluate and communicate your research.

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This proposal is for the development of a new Research Methods/Skills module that will provide you with an alternative 20 credit module to the existing SOE11131: Research Methods. This would be taught during a your second trimester and will develop skills and knowledge in: literature reviewing, secondary data gathering and analysis, approaches to personal reflection, business/research ethics, use of artificial intelligence, sustainability, equality, diversity and inclusion (EDI), etc.

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Module is designed to ensure you are equipped with a longitudinal induction which ensures ‘How to be here’ foundation moves through Professionalism in classroom and beyond to Careers awareness and guidance as part of pass/fail attended module. This ‘levelling-up’ will provide an you with an enhanced experience if you have an identified skills gaps, and provide more skills balances for you within individual cohorts.

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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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