msc in human resource management - nui galway · iv. chartered institute of personnel &...
TRANSCRIPT
Discipline of Management
J. E. Cairnes School of Business & Economics
National University of Ireland Galway
MSC IN HUMAN RESOURCE MANAGEMENT
Programme Handbook 2014/15
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Table of Contents I. Programme Overview and Learning Outcomes ..................................... 4
II. Programme structure and assessment weightings ................................ 4
III. Contact Staff .......................................................................................... 6
IV. Chartered Institute of Personnel & Development (CIPD) Accreditation . 6
V. Important dates for academic year (2014-2015) .................................... 8
VI. University resources ............................................................................... 9
a. Library ....................................................................................... 9
b. Computer Facilities & ISS ......................................................... 9
c. Academic Writing Centre (AWC) ............................................ 10
d. SID (Student Information Desk) .............................................. 10
VII. Student Services .................................................................................. 11
a. Student Counselling Service ................................................... 11
b. Housing ................................................................................... 11
c. Disability Support Service ....................................................... 11
d. Health Promotion .................................................................... 12
e. Health Unit .............................................................................. 12
f. Career Development Centre ................................................... 13
VIII. Other University Opportunities ............................................................. 13
a. Societies ................................................................................. 13
b. Volunteer ................................................................................. 14
IX. Policy Statements and Requirements .................................................. 14
a. Attendance Policy ................................................................... 14
b. Plagiarism Policy ..................................................................... 14
c. Complaints .............................................................................. 15
d. Appeal Policy .......................................................................... 15
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e. Deferral Policy ......................................................................... 16
X. Indicative course syllabi and outlines ................................................... 16
MG6102: Leading Managing and Developing People (MG544) ................... 17
MG6101: Global Business & HR in Context .................................................. 19
MG 6103: Employment Relations and Law ................................................... 21
MG6104: Business Ethics and Corporate Social Responsibility (option) ...... 23
MG6107: Learning and Development ........................................................... 25
MG 6106: Reward Management ................................................................... 27
MG 6108: International Human Resource Management ............................... 29
MG6105: Research Methods ........................................................................ 31
MG 625: European Labour Markets (option) ................................................. 33
MG6109: Research Project ........................................................................... 35
Continuous Professional Development (CPD) ............................................... 37
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I. PROGRAMME OVERVIEW AND LEARNING OUTCOMES
The M. Sc. in Human Resource Management is designed for those interested in human resource management, trade union and/or management consultancy careers. The programme examines the nature of work and explores industrial relations and human resource management in changing national and international markets. The focus is on the people aspect of business and explores how the relationship between employers and employees can be managed to the best advantage of both parties. It is one of a small number of Irish programmes accredited by the Chartered Institute of Personnel & Development (CIPD) which is the professional body for human resource practitioners. This programme is designed to develop a thorough knowledge and applied competence in the fundamentals of industrial relations and human resource management. Upon graduation, you will have developed skills to:
Analyse and evaluate the social, economic and political factors that
influence the way that people are managed
Practice HR in a generalist and specialist capacity
Work as a member of an HR or management team
Conduct relevant research to resolve business problems
Improve your knowledge base and practice through continuous
professional development
Continue your academic studies with a PhD
II. PROGRAMME STRUCTURE AND ASSESSMENT WEIGHTINGS
The MSc as a whole comprises eight taught modules and a research project and a continuous professional development (CPD) log. Each course has its own combination of assessment and learning methods. The objective is to provide the space, time and opportunity to study a particular issue at a greater level of depth, often incorporating case study assessment and presentations. The programme is structured and assessed as follows:
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Continuous
Assessment
Exam ECTS
Credit
Essay Assignment/
Presentation
Exam % %
Semester I
Global Business & HR in Context
40 60 10
Leading, Managing & Developing People
50 50 10
Employment Relations & Law
100 10
Business Ethics & Corporate Social Responsibility (option)
50 50 5
Research Methods 100 0 5
Semester II
Learning & Development
√ √ 50 50 10
Reward Management
40 60 10
International HRM
60 60 10
Semester III
European Labour Markets (option)
100 5
Research Project 100 0 20
Continuous Professional Development Log
100 0 n/a
You will be assessed using a combination of continuous assessment and examination methods. Different assessment methods are used to determine the depth, breadth and competency of key knowledge areas. There are five broad assessment parameters that cover both the masters and CIPD requirements, as follows:
Subject matter knowledge – literature; theory; appropriate use of secondary evidence
Depth and breadth of understanding – analysis; critical and questioning approach; integration of related concepts and theories
Data gathering - use of appropriate information sources; referencing
Application - implications of theory and evidence for organisations, employers, employees, unions and/or public policy
Presentation of a case - convincing arguments; analytical focus; synthesis; use of evidence and theory
Successful completion of all modules, the research project and the CPD log satisfies the underpinning knowledge and understanding necessary for professional grades of CIPD membership.
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If you complete all of the modules, but do not complete the research project, you can exit with the Postgraduate Diploma in Human Resource Management.
III. CONTACT STAFF
For most matters, in the first instance students should contact the staff member responsible for the particular module or service, the departmental administrator, or programme director, as appropriate, either by telephone or e-mail. Below are the contact details for some of the people involved with this programme.
Maureen Maloney, Programme Director
312 Cairnes
091-493922
Gerry Campbell, Discipline Administrator
318 Cairnes
091-493771
Dr Deirdre Curran, CIPD Co-ordinator
322 Cairnes
091-492521
Professor Tony Dundon, Head of Discipline
314 Cairnes
091-492356
Dr Alma McCarthy 325 Cairnes
091-492846
Professor Hugh Scullion
319 Cairnes
091-493079
Professor Maura Sheehan
323 Cairnes
091-495385
Dr Rachel Hilliard 315 Cairnes
091-492932
Dr Josephine Igoe 326 Cairnes
091- 495236
Geraldine Grady [email protected]
IV. CHARTERED INSTITUTE OF PERSONNEL & DEVELOPMENT (CIPD)
ACCREDITATION
Successful completion of the programme satisfies the underpinning knowledge and understanding necessary for professional grades of CIPD membership. On completion of the M,Sc. Programme students will be eligible for Associate Membership of CIPD. As they build their professional experience post-college they can progress through the professional stages of membership from Chartered Member to Chartered Fellow. In addition to course work and the research project, students are required to satisfy the CIPD’s professional standards. These professional standards include, among other things, developing skills in related HR activities and applying knowledge to real and practical situations.
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The CIPD Ireland Western Region also runs a series of events throughout the academic year. They are excellent networking events and you are encouraged to attend. You will be informed about these events throughout the academic year. Details can be found on the CIPD Ireland Western Region website. http://www.cipdwest.com/
About the CIPD The CIPD is the professional body for HR and people development. The CIPD has over 130,000 members internationally - working in HR, learning and development, people management and consulting across private businesses and organisations in the public and voluntary sectors. CIPD brings together extensive research and thought leadership, practical advice and guidance, professional development and rigorous professional standards to drive better capabilities and understanding in how organisations of all kinds operate and perform, and in how they manage and develop their people. CIPD’s internationally recognised professional qualifications are a great way to acquire the essential underpinning knowledge and skills needed to become an effective HR or L&D practitioner. Our philosophy is to embed business awareness and understanding within our qualifications which means you’ll learn how to develop and implement HR interventions and strategies in order to make an impact in the workplace.
Resources to support you If you choose to become a member of CIPD during your MSc programme you will have access to study resources that are designed to help you find what you need quickly, enabling you to study smarter. Some of the resources available to you as a member include:
HR factsheets – perfect for getting an overview of any HR topic including PESTLE analyses.
Research reports – offer in-depth analysis and commentary on current issues, with real-life case studies.
Practical tools – checklists, diagnostics and frameworks to help you plan and transform your thoughts into actions.
CIPD HR Profession Map – shows you what you need to know and do as a HR practitioner at every stage of your career.
Dedicated discussion boards – in the online Communities area you can ask questions and get study support from CIPD members and other students.
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The CIPD Ireland Western Region also runs a series of events throughout the academic year. They are excellent networking events and you are encouraged to attend. You will be informed about these events throughout the academic year. Details can be found on the CIPD Ireland Western Region website. http://www.cipdwest.com/
How to join or register On commencing your MSc programme you will be invited to join CIPD by Dr Deirdre Curran, our CIPD Co-ordinator. Deirdre will also brief you on the benefits of joining and the cost of membership. If you choose to join CIPD, Deirdre will organise a personal registration key for you that will enable you to register on-line.
If you are already a member, you will still need to register online to confirm your enrolment and ensure membership recognition upon completion. However you will not have to pay any additional fees. Once you have successfully completed your Masters qualification you will have achieved the underpinning knowledge to be awarded Associate Membership of the CIPD. Increasingly, HR professionals around the world are pursuing professional membership of the CIPD to achieve industry recognition. This professional accolade signifies someone who has gone beyond the achievement of a qualification and has a recognised track record of creating a real impact in the workplace. It demonstrates that they have been benchmarked against a set of international standards for best practice in HR and can make a difference to an organisation’s strategy and its people.
V. IMPORTANT DATES FOR ACADEMIC YEAR (2014-2015)
Semester 1 Semester begins Monday, 8
th September
Semester ends Saturday, 29th
November
Study week Monday 1st – Saturday 6
th December
Exams Monday 8th
– Friday 19th
December
Christmas holidays Saturday 20th
December – Sunday 11th
January 2015
Semester 2 Semester begins Monday 12
th January 2015 – Saturday 28
th March
Break (including Easter)
Monday 30th
March – Sunday 12th
April
Semester resumes & ends
Monday 13th
April – Saturday 18th
April
Study week Monday 20th
April – Saturday 25th
April
Exams Monday 27th
April – Wednesday 13th
May
Results release Thursday 18th
June
Autumn Exams Tuesday 4th
August – Friday 14th
August
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VI. UNIVERSITY RESOURCES
These are a few of the resources that are available to help you with your academic challenges!
a. LIBRARY
Library term-time opening times during terms Monday to Friday: 08.30 – 22.00 Saturday: 08:30 – 17.30 Sunday: 10.00 – 17.30 The opening hours are subject to change but can be checked at the following website. http://www.library.nuigalway.ie/usingthelibrary/openinghours/ Students who are unfamiliar with the James Hardiman library should attend the library tour. These are conducted often during the first weeks of the first term. You can sign up for a tour at the information desk in the front of the library. There are specialised training sessions available to faculty and students. You can sign up for these on-line at the following website. http://www.library.nuigalway.ie/support/training/ Trish Finnan is the subject librarian for Business Economics. You can contact Trish by phone (091-493564) or e-mail ([email protected]). Along with training conducted for all students that will be conducted as part of Research Methods, she is happy to provide individual information and assistance related to your research.
b. COMPUTER FACILITIES & ISS
There is computer suite for Management masters students located in the Cairnes Building. There are many wireless hotspots throughout the Cairnes Building and on campus. The locations can be found on the website. http://www.nuigalway.ie/campus-map/ Information Solutions and Services (ISS) provide user support for IT problems. You will be asked for your NUI Galway student ID number.
Location Main floor, James Hardiman Library
Term time hours Monday-Friday: 0915 - 1700
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Website http://www.nuigalway.ie/information-solutions-and-services/about/service-desk/uscintro.html
e-mail [email protected]
phone 091-495777
c. ACADEMIC WRITING CENTRE (AWC)
The AWC is a service available for all students to help them with their written work. You can stop in during their opening hours, make an appointment to talk to an AWC tutor, attend group workshops and/or enrol for an online course.
Location 2nd
floor, James Hardiman Library
Term time hours Monday-Thursday: 11.00-13.00 and 18.00-21.00
Friday: 11.00-13.00
Website http://www.library.nuigalway.ie/awc/
d. SID (STUDENT INFORMATION DESK)
SID is a ‘one-stop’ shop for important student information including:
Replacement ID
Parking
Exam transcripts
Thesis submission advice
Change of name/address
Validation and stamping of forms
Course withdrawal
NUIG statements concerning attendance, registration
Location Ground floor, Aras Ui Chathail
Term time hours Monday- Friday: 0900-1230 & 1400-1600
e-mail [email protected]
phone 091-495999 (mornings only)
Website http://www.nuigalway.ie/sid/
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VII. STUDENT SERVICES
There are many support services available to students through the Students Unions and the University.
a. STUDENT COUNSELLING SERVICE
If you are feeling under pressure in your personal and academic life, and you want to talk to someone who is not involved with this programme, consider the Student Counselling Service. There are drop-in sessions each week day from 2:15 to 4:15pm. If you need more help, they try to organise on-going counselling (about six sessions). The service is located at 5 Distillery Road (near the AIB). You can contact them at 091- 492484 or 087-6644299 or email counselling nuigalway.ie More information can be found at this website. http://www.nuigalway.ie/student_services/counsellors/index.html
b. HOUSING
To find suitable housing or to find out about tenants rights, contact the NUI Galway Accommodation Office.
Location Ground floor, Aras Ui Chathail
Office hours Monday- Friday: 1000-1245 & 1415-1645
e-mail [email protected]; [email protected]
phone 091-492364
website http://www.nuigalway.ie/student_services/accommodation_office/index.html
c. DISABILITY SUPPORT SERVICE
NUI Galway positively values the participation of students who have a disability, illness or specific learning difficulty and promotes a university experience of the highest quality for all students.
The Disability Support Service promotes inclusive practices throughout the campus community and is committed to the provision of an equitable learning environment that will enable all students to become independent learners and highly skilled graduates.
Location Room 216, Aras Ui Chathail
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Office hours Monday- Friday: 0930-1230 & 1430-1600
e-mail [email protected]
phone 091-4922813
website http://www.nuigalway.ie/student_services/disability_office/index.html
d. HEALTH PROMOTION
Health promotion is the process of enabling people to increase control over, and to improve their health. The health promotion service aims to assist students to reach their full potential by providing non-judgemental and up-to-date information to help you make informed decisions and by working to create a healthier campus.
Location Wellness Centre, back of the Hub, Aras na MacLeinn
e-mail [email protected]
phone 091-492048
website http://www.nuigalway.ie/student_services/health_promotion/index.html
e. HEALTH UNIT
The Student Health Service provides on-campus medical and psychiatric care to full time registered students of the University in a confidential, professional and courteous manner.
GP service - illness treatment. (if you have an ongoing medical condition ideally you should stay with your own doctor).
Family Planning
Ante Natal Care
Emergency Contraception
Women's Health, Contraception
Travel Advice and Vaccinations
Psychiatric Referral service. A psychiatrist attends weekly
Hospital & Consultant referral service
Physiotherapy Services
Location Upstairs, Aras na MacLeinn
Hours 0915-1230 and 1430-1630
phone 091-492604
website http://www.nuigalway.ie/student_services/health_unit/
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f. CAREER DEVELOPMENT CENTRE
Career Development Centre offers practical assistance about career options, further study, internships, opportunities abroad and much more. There are CV and LinkedIn clinics. Their website provides information about interview questions, recruitment agencies, assessment centres, psychometric testing and much more.
Location 1st floor Arts/Science Building (Go in the Bank of Ireland
entrance. Walk along the main corridor. Turn left after the Dillon lecture theatre. It is the last door on the left. Hard to find but worth the effort!)
Hours Monday-Thursday 0900-1700; Friday 1100-1700
e-mail [email protected]
phone 091-493589
website http://www.nuigalway.ie/careers/
VIII. OTHER UNIVERSITY OPPORTUNITIES
Clubs, societies and volunteer opportunities can help to keep you socially active while you study. They also can make your CV more interesting!
a. SOCIETIES
There are 85 societies with something for everyone. As part of a society you can learn new skills, explore your interests, create a community of friends with similar interests and goals and of course have great fun. Look out for the ‘Societies’ Day’ at the beginning of the first semester. You can also pick out the societies that interest you and send them an e-mail, go to one of the meetings or visit the SocBox.
Location SocBox, the Hub, Aras na Mac Leinn
Hours Monday-Friday 1000-1800 during term
e-mail [email protected]
phone 091-492852
website http://www.nuigalway.ie/student_services/societies.html
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b. VOLUNTEER
The Community Knowledge Initiative (CKI) fosters community university partnerships that aim to promote the principles and practices of civic engagement and democracy.
Become an ‘ALIVE’ volunteer! These are the steps:
Step 1: Find the best volunteer opportunity for you! View over 220 volunteer opportunities on the ALIVE Database and sign up online
Step 2: The organisation will be in touch and you can start volunteering!
Step 3: Link in with ALIVE for supports to make you volunteering experience the best it can be.
Step 4: Celebrate! Apply for the NUI Galway Presidential Award for Volunteering from the President, the ALIVE Certificate
Location The Hub, Aras na Mac Leinn
Hours Monday-Friday 1000-1800 during term
e-mail [email protected]
Twitter @CKIatNUIG
phone 091-493823
website http://cki.nuigalway.ie/site/view/113/how-to-volunteer/
IX. POLICY STATEMENTS AND REQUIREMENTS
a. ATTENDANCE POLICY
The M.Sc. in Human Resource Management is a full-time programme of study requiring students to be available for classes, project work, and any additional course activities and events (e.g. seminars, workshops) from Monday to Friday during term time. The programme spans one calendar year and students will work on their research project over the summer period. Students are expected to attend all lectures and course events. In the exceptional circumstance where a student is unable to attend college for periods during term, this must be approved through the School Office and the Programme Director must be kept informed.
b. PLAGIARISM POLICY
Plagiarism is the act of copying, including or directly quoting from, the work of another without adequate acknowledgement. The submission of plagiarised
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materials for assessment purposes is fraudulent and all suspected cases will be investigated and dealt with appropriately by the University following the procedures outlined here and with reference to the Disciplinary Code.
All work submitted by students for assessment purposes is accepted on the understanding that it is their own work and written in their own words except where explicitly referenced using the accepted norms and formats of the appropriate academic discipline. Whilst some cases of plagiarism can arise through poor academic practice with no deliberate intent to cheat, this still constitutes a breach of acceptable practice and requires appropriate investigation and action.
Intentional plagiarism is the clear intent to pass off another person’s work or ideas as your own for your own gain. Unintentional plagiarism may occur if you do not understand the appropriate way to acknowledge the source of ideas and information incorporated into your work. If you are unsure of the acceptable methods of acknowledgment you should consult with your lecturer or the library staff. Proven plagiarism is a very serious matter which may result in severe disciplinary action and/or exclusion from the University. Cases in which students knowingly permit others to copy their work shall also be subject to the procedures outlined here and considered an offence. A member of teaching staff who suspects that a submitted piece of student work may be plagiarised notifies the plagiarism adviser in their School. A short report including a copy of the suspected example and any evidence for plagiarism is forwarded to the plagiarism adviser. The plagiarism adviser conducts an investigation of the alleged plagiarism, firstly determining whether it represents a “minor” or “major” offence. Students should familiarise themselves with the NUI, Galway code of practice on plagiarism available at http://www.nuigalway.ie/celt/teaching_and_learning/academic_honesty.html A writing workshop is a component of Research Methods, taught during the first semester. It will help you to learn to properly reference secondary sources. It is a policy of the Discipline of Management for all students to submit their written
assignments through Turnitin a plagiarism detecting software.
c. COMPLAINTS
Complaints about a particular module should, in the first instance, be discussed with the course coordinator/lecturer responsible for the course. In the event of unsatisfactory resolution, talk to the Programme Director.
d. APPEAL POLICY
Appeals in relation to examination results are governed by the Examinations Office and the following procedures apply. The student should contact the School Office and will be asked if they are requesting a check or an appeal.
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A check is to ensure that all parts of the examination have been marked and that no errors occurred in the recording, collating or combining of marks which determined the result. An appeal is based on three grounds: evidence of substantive irregularity in the conduct of the examination; the mark awarded was incorrect; or there are circumstances which the Examinations Board was not aware of when its decision was taken.
Details of the appeals process can be obtained at: http://www.nuigalway.ie/exams/appeals.html
e. DEFERRAL POLICY
Sometimes circumstances arise and a student wishes to apply to defer some of his/her assessments and/or formal examinations during the academic year. There is a deferral guide to assist you with the process. You can download the guide and the form that you must complete from the following link: http://www.nuigalway.ie/exams/deferral.html
X. INDICATIVE COURSE SYLLABI AND OUTLINES
Detailed course outlines will be provided separately for each course.
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MG6102: LEADING MANAGING AND DEVELOPING PEOPLE (MG544)
Lecturers: Professor Tony Dundon [email protected]
Course Overview Leading Managing and Developing People (LMDP) provides learners with knowledge and understanding concerning the way people are managed at work. It examines contemporary research evidence on human resource management practices. It reviews contemporary issues associated with HRM and HRD and reflects critically on theory and practice from an ethical and professional standpoint. It provides opportunities for applied learning.
Learning Outcomes 1. Review and critically evaluate major contemporary research and debates in the
fields of human resource management (HRM) / human resource development (HRD)
2. Evaluate major theories relating to motivation, commitment and engagement at work and how these are put into practice by organisations
3. Debate and critically evaluate the characteristics of effective leadership and the methods used to develop leaders in organisations
4. Contribute to the promotion of flexible working and effective change management in organisations
5. Critically discuss the aims and objectives of the HRM / HRD function in organisations and how these are met in practice
6. Assess the contribution made by HRM / HRD specialists in different types of organisation
7. Promote professionalism and an ethical approach to HRM and HRD practice in organisations
8. Students will in addition develop a set of post-graduate study skills, including:
a) Manage themselves more effectively at work or in another professional context
b) Manage interpersonal relationships more effectively
c) Make sound and justifiable decisions and solve problems more effectively
d) Lead and influence others more effectively
e) Demonstrate an essential people management skill-set
f) Demonstrate competence in postgraduate study skills
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Indicative Content Theory and Meaning of LMDP:
The scope and evolution of HRM
HRM in different organisational and market settings
Professional standards and ethics in HRM
Contemporary issue and HR practices:
HRM and business performance
Employee engagement
Skills and HRD
Applied LMDP:
Strategic HRM, HRD and Change
The Future of HRM
Case study applications
Core Texts:
Rees, G. and French, R. (2010), Leading, Managing and Developing People, London: CIPD
Beardwell, J. and Claydon, T. (2010) HRM: A Contemporary Approach, 6e, Harlow: Prentice Hall.
Time Commitment
Taught: (48 hours); Independent study and assignment (152). Total: 200
Assessment: Team-based assignment (40%); Essay or Examination (60%).
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MG6101: GLOBAL BUSINESS & HR IN CONTEXT
Lecturers:
Dr Josephine Igoe [email protected] Professor Maura Sheehan [email protected]
Course Overview The purpose of the module is give programme participants a critical understanding of the most important international business concepts, frameworks and environments that managers, and HR professionals, in particular, work. The interface between the external environments in which MNCs operate - including the competitive environment and the influence of government policies and legal regulation - and the constantly evolving role of the HR function and HR professionals is a central theme.
Learning Outcomes
On completion of this course, learners will be able to understand, analyse and critically evaluate:
1. Contemporary global organisations and their principal environments in which they operate and the impact on MNC structures, processes and management competences.
2. The managerial and business environment within which HR professionals and MNC subsidiary managers work
3. The business, cultural and managerial environment within which HR
professionals and MNC subsidiary managers work and the implications for the delivery of effective management practices.
4. How the MNC’s strategies are shaped by and developed in response to internal and external environmental factors, including cultural, economic, political and social influences.
5. The market and competitive environments of global businesses and how organisational leaders, including the HR function, respond to them.
6. Demographic, social and technological trends and how they shape and impact on organisational and subsidiary management strategies, and HR policies and practices.
7. Government policy and legal regulation and how these shape and impact on organisational and subsidiary management strategies, and HR policies and practices.
8. The nature and scope of the (networked) MNE, structures and processes in a global world & the importance that managerial engagement, and potential leadership of, such networks.
9. The role of the manager in international business in shaping and developing strategy in a differentiated MNE, and his/her role in combining and leveraging resources on a global scale.
10. Interpret financial information and understand the managerial implications of
this information. This was not in version approved by School but it appears in
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the mapping document Deidre has given me, so we need to add & assess this.
11. Manage interpersonal relationships more effectively.
Indicative Content
External Contexts:
Introduction to Globalisation Business: Definitions & Debates
Human Resource Management & its External Context
Trade Agreements, Institutions, policies, national and regional competitiveness, government policy & regulation
Demographic & Social Context & the Evolving Role of Technology
Internal Contexts:
Theories of the Multinational Enterprise & Theories of Location
Leveraging Capabilities for Competitiveness & the Role of HR
Subsidiary Strategy, Subsidiary Initiative and Subsidiary Value Added to MNEs
Evolution, Growth, Knowledge & Innovation: Management
Human Resource Management and its internal contexts
The evolving external & internal contexts : Implications for Key HR competencies
Key HR compétences for global HR practitioners : HR Strategy ; Cultural & Financial Literacy ; The Global Mindset
Core Texts:
Farnham, D., (2010). HRM in Context: Strategy, Insights & Solutions. London: CIPD.
Peng, Mike (2009). Global Business, Cengage Learning, Nelson Education.
Time Commitment
Taught: (48 hours); Independent assignment (50); Independent study (100); Exams (2)
Assessment: Team-based applied project (40%); of which 5% is peer assessment; 2 hour closed book examination (60%).
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MG 6103: EMPLOYMENT RELATIONS AND LAW
Lecturers: Professor Tony Dundon [email protected] Dr Deirdre Curran [email protected]
Course Overview This module will provide learners with a comprehensive understanding employment relations perspectives and debates, both national and international, from a theoretical and behavioural competency perspective. It will enable learners to understand, analyse and evaluate competing theories and perspectives associated with managing employment relations strategies and legal implications. The module provides opportunities for students to critically apply the activities, knowledge and behavioural competencies required for managing employment relations practices in union and non-union, small and large, private, public and indigenous and multinational organisations. Learners will also be able to assess the impact of employment law on employment relations practices and organisational performance and gain insights into the creation and implementation of effective employment relations procedures and policies.
Learning Outcomes On completion of this module students will be able to understand, analyse and critically evaluate the following:
1. Different theories and perspectives on employment relations and the core
principles that underpin employment law as it applies in Ireland, including
common law, their purpose, origin and practical implications
2. The impact of local, national and global and legal contexts shaping
employment relations climates and policies
3. The roles and functions of the different parties to control and manage the
employment relationship
4. The importance of organisational-level employment relations processes that
support organisational performance, including the design and implementation
of policies and practices in the areas of: employee engagement; diversity
management; employee communication, involvement and participation
negotiation and bargaining; conflict resolution; and change management and
management control
5. The importance of employment relations procedures that help mitigate
organisational risk, including the design and implementation of policies and
practices in the areas of discipline, grievance, dismissal and redundancy
6. Advise about the appropriate action that should be taken in workplace scenarios where employment regulation applies
7. Advise colleagues about significant legal implications of decisions, plans or proposals in the employment field
8. The integration of employment relations processes and how they impact on
policy, practice and organisational outcomes such as performance and
employee engagement
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9. Students will in addition develop a set of post-graduate study skills, including:
1. Manage themselves more effectively at work or in another professional context
2. Manage interpersonal relationships more effectively
3. Make sound and justifiable decisions and solve problems more effectively
4. Demonstrate competence in postgraduate study skills
Indicative Content
Context for Employment Relations and Employment Law
Local, National and International Context
The role and purposes of employment law
Employment Relations Theory and the Role of Law:
Core theories explaining employment relations and legal regulation
Key parties in ER
Employment relations processes and practices and the impact of law:
Employee voice
Bargaining & negotiation
Termination of employment
Discipline & grievance
Dispute resolution
Core Texts:
Dundon, T. and Rollinson, D. (2011), Understanding Employment Relations (2nd
Edition), McGraw Hill: London
Genard, J. and Judge, G. (2010), Managing Employment Relations (5th edition), CIPD
Publishing.
Wallace, J., Gunnigle, P. and McMahon, G. and O’Sullivan, M. (2013), Industrial Relations in Ireland, (4
th Edition), Gill & Macmillan: Dublin
Time Commitment
Taught: (48 hours); Independent study and assignment (152). Total: 200
Assessment: Team-based applied assignment (50%); Essay (50%).
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MG6104: BUSINESS ETHICS AND CORPORATE SOCIAL RESPONSIBILITY
(OPTION)
Lecturers: Professor Maura Sheehan [email protected]
Course Overview The purpose of this module is to critically assess the global context of business ethics and corporate social responsibility (CSR) from international political economy and comparative business systems perspectives. Set within a globalisation framework, it considers the roles of governments, international government agencies, non-governmental agencies (NGOs) and business therein. It considers the social responsibilities of multi-national corporations (MNCs) and the ethical tensions that arise due to trade, development, inward investment and foreign direct investment.
Learning Outcomes
1. To distinguish between ethics, morals, codes of conduct and the law
2. To explore ethical theory and related concepts
3. To be aware of different philosophies, perspectives and their implications
4. To critically understand the importance of sustainability for business ethics and CSR
Indicative Content Introduction to Ethics - The nature of ethics, responsibility and value. Perspectives on ethics, models, concepts and frameworks CSR – Corporate Social Responsibility and philantrophy Business Sustainability - Introduction to and drivers of strategic business sustainability Environmental Sustainability – Carbon and econological footprinting Human Rights – Business and human rights. What is the role of business? Business and Poverty – The challenge of flight poverty for business and management; models and approaches Social Inclusion – Social inclusion and global entrepreneurship Ethics in Context – Individual and cultural influence on ethical decision-making Ethical Practice - Ethical issues and the role of ethical codes Critical Application – Exploring issues and applying concepts/theories through practical examples
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Core Texts:
Burchell, J. (ed.) (2008). The Corporate Social Responsibility Reader: Context and Perspectives. Routledge.
Crane A. & Matten D. (2010). Business Ethics. Managing Corporate Citizenship and Sustainability in the Age of Globalization. 3rd Edition. Oxford University Press.
Time Commitment
Taught: (24 hours); Independent study and assignment (76 hours). Total: 100 hours.
Assessment: Team-based assignment (50%); Examination (50%).
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MG6107: LEARNING AND DEVELOPMENT
Lecturer: Dr Alma McCarthy [email protected]
Module Overview The focus of this module is on the development of leadership and management in facilitating organisational, team and individual change and growth within a broad range of organisational contexts. The module encompasses the development of leadership and management at all levels ranging from first line to senior managers and draws on the established body of knowledge and theory in both leadership and management and learning and development. The module will enable learners to develop a critical understanding of the complexities of leadership and management and the contextual opportunities for development. The module develops a critical understanding of the role and influence of a range of contextual factors on the design, delivery and evaluation of learning and development plans and interventions. It will enable students to develop a range of personal and professional skills associated with the development of leadership and management strategies to facilitate enhanced performance. The module requires learners to reflect critically on theory and practice from an ethical and professional standpoint and provides opportunities for applied learning and continuous professional development.
Learning Outcomes
Upon completion of this course you will be able to: 1. Critically analyse the concepts of leadership and management and their
application in an organisational, social, environmental and multicultural context
2. Evaluate, select and apply a range of approaches to identifying leadership and management development needs in differing organisational contexts
3. Critically analyse and evaluate approaches to the formulation and implementation of leadership and management development strategies to meet current and future organisational needs and analyse the internal and external contextual factors impacting on the design, delivery and assessment of learning plans and interventions in organisations
4. Design, critically evaluate and advise on a range of leadership and management development interventions to implement leadership and management development strategies and plans
5. Evaluate, select and apply a range of approaches and processes for establishing learning and development needs at organisational, group/team, occupational and individual levels in collaboration with relevant stakeholders
6. Critically evaluate a range of learning and instructional design theories and principles and apply them to select and justify appropriate learning and development methods and delivery channels with the engagement and support of other professionals and managers
7. Work collaboratively, ethically and effectively to support a partnership approach to leadership and management development
8. Explain and evaluate the role of leadership and management development in enhancing and developing organisational competence
9. Critically assess and evaluate approaches to the development of leadership and management in international and global contexts
10. Act ethically and professionally with a demonstrated commitment to leadership and management development and to continuous personal and professional development.
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11. In addition to the above, on completion of this module learners will cover the following business skills by being able to:
a) Manage themselves more effectively at work and/or in another professional context
b) Manage interpersonal relationships more effectively
c) Make sound and justifiable decisions and solve problems more effectively
d) Lead and influence others more effectively
e) Demonstrate an essential people management skill-set
f) Demonstrate competence in postgraduate study skills.
Indicative Content
Week 1: - Leaders and Managers, Leadership and Management Development - The National Learning and Development Context
Week 2: Strategic Leadership and Management Development Week 3: Assessing Development Needs
Week 4: Leaders, Managers and Learning
Week 5: Designing Interventions for the Development of Leaders and Managers Week 6: Delivering Development Programmes for Leaders and Managers Week 7: Evaluating Development Programmes for Managers and Leaders Week 8: Leadership and Management Development and Social Capital Week 9: Leadership and Management Development in SMEs Week 10: Diversity and Ecology Week 11: - Future Learning for Leaders and Managers
- Leadership and Management Development Ethics
Core Texts
Gold, J, Thorpe, Mumford, A. (2010). Leadership and Management Development. 5th ed., London: CIPD Publishing.
Time Commitment
Taught: (48 hours); Applied Project Assignment (c. 50); Independent study (c. 100); Exams (2)
Assessment
Team-based applied project and presentation (50%); Closed book examination (50%)
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MG 6106: REWARD MANAGEMENT
Lecturers: Maureen Maloney [email protected]
Overview
This module examines total rewards in an organisational context and provides learners with the knowledge and understanding of environments in which reward professionals plan, implement and evaluate employee reward policies to support strategic organisational goals. Students will acquire both theoretical and practical understanding of the diverse approaches to reward management and be able to critically reflect on the strengths and limitations of these approaches in promoting individual and organisational performance in a fair, reasonable and equitable way.
Learning outcomes
Upon completion of this course you will be able to:
1 Analyse the relationship between the environment, strategy and systems of
reward management.
2 Explore the conceptual apparatus and theoretical debates informing reward
management.
3 Critically discuss traditional, contingent and knowledge bases for transactional
and relational rewards.
4 Design internally consistent reward structures that recognise labour market and
equity constraints.
5 Analyse executive and expatriate rewards in an international context.
6 Critically evaluate key issues in reward management.
Indicative Content
Conceptual theories – psychological, economic and IR perspectives that under pin reward system; strategic pay approaches Internal alignment - identification and application of techniques to develop a coherent internal pay structure External context and competitiveness – international, national, industry and local factors that impact an organisation’s pay choices; application of techniques used by organisations to collect relevant wage and salary information Pay structures – identify methods and strategies used by organisations to mesh internal alignment with external competitiveness Pay for performance – types of performance-related pay and arguments for and against their use Director and Executive pay – consideration of issues concerning development, design and reporting of appropriate pay policies
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International reward management – local and global issues concerning the design of reward systems for multinational employers Employee benefits – design of appropriate and affordable benefit packages Managing and administering employee reward systems – monitoring, evaluating, communicating, costing and employee involvement
Core Text
Milkovich, G. and Newman, G. (2011) Compensation.10th edn. Boston: McGraw-Hill Irwin.
Assessment
Group Project: 40%; Examination: 60%
Time Commitment
Taught: (48 hours); Independent assignment work (50); Independent study (100); Exams (2)
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MG 6108: INTERNATIONAL HUMAN RESOURCE MANAGEMENT
Lecturers: Professor Hugh Scullion [email protected]
Overview The purpose of the International HRM module is to encourage students to develop their knowledge and expertise in some depth in a range of specialist themes in International HRM-a field which has grown rapidly in importance in recent years HRM is recognised as a key determinant of competitive advantage in international business. This module will develop understanding of the role of human resources and employment practices in both the formation and implementation of international strategy and will help MSC students to better understand the connections between international business and HRM. The latest concepts and models will be examined and new developments in the global business environment will be considered in relation to the implications for International HRM policy and practice.
Learning Outcomes
On completion of the module students will:
1. Understand the links between international strategy and human resource management and employment practices in multinational corporations (MNC)
2. understand the role of global staffing and talent management in the MNC
3. Plan for a recruit international assignees
4. Develop balanced and effective cross-cultural training interventions for international assignees
5. Provide appropriate support and assistance to international assignees while on assignment
6. critically evaluate the international HRM and employment strategies, policies and practices which international firms use to respond effectively to internationalisation
7. understand trends in International HRM in European, North American and Asian MNEs.
Indicative Content
Introduction to Course and Globalisation and Business Strategy International HRM : an Introduction and Overview Global Staffing and Talent Management Cross Cultural Training - role and effectiveness of cross cultural training in preparing the international assignee International Compensation - key issues and debates around the compensation package for the international assignee.
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International Assignee Adjustment Repatriation Women in International Management Industrial Relations and MNCs HRM in MNCs in Ireland - key debates around HRM in MNCs in Ireland.
Core Texts
Scullion, H. and Linehan, M (2005) International HRM: A Critical Text, Palgrave Macmillan: London.
Assessment
Essay (40%); Closed book exam (60%)
Time Commitment
Taught: (48 hours); Independent assignment work (60); Independent study (90); Exams (2)
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MG6105: RESEARCH METHODS
Lecturer: Dr Rachel Hilliard [email protected]
Overview
This course explores the theory and practice of research methods in the context of
business research. The course develops a critical understanding of the research
design and evaluation, developing in students the ability to identify, use and assess
the range of research methods used in business research. Students are introduced
to the criteria for credible research, the appropriate uses of quantitative and
qualitative approaches, the range of research strategies; thesis preparation and
development of academic writing and referencing skills.
Learning Outcomes
On successful completion of this module learners will be able to:
1. Compare and contrast the relative merits of different research methods and their relevance to different situations
2. Undertake a systematic analysis of quantitative and qualitative information and present the results in a clear and consistent format
3. Write a reflective account of what has been learned during the project and how this can be applied in the future.
4. Demonstrate enhanced IT proficiency
Course Content
Introduction to business research Introduction to research: What is a dissertation? Research design Identifying & formulating a topic Conducting a literature review to inform your research Academic writing skills Using the library for research Writing the dissertation and a research report Developing your research design Research philosophies The qualities of credible research Research ethics Research topics, questions, propositions and hypotheses Conceptual frameworks Concepts and indicators-operationalising your research Quantitative techniques Quantitative research design Quantitative research data-purpose, types, collection issues Quantitative data analysis Qualitative techniques Qualitative research design Qualitative research data –purpose, types, collection issues Qualitative data analysis
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Core Text
Bryman, Alan and Emma Bell, 2010. Business Research Methods. Oxford: Oxford University Press.
Time Commitment
Taught: (24 hours); Independent assignment work (30); Independent study (38); Applied workshop (8)
Assessment
100% continuous assessment
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MG 625: EUROPEAN LABOUR MARKETS (OPTION)
Lecturer: Professor Jonathan Winterton, Toulouse Business School
Overview: This module provides students with a core body of knowledge necessary to understand European diversity with respect to: the regulation of labour markets; employment relations regimes; and training regimes. Students will be introduced to the underpinning theories of labour market regulation and will become familiar with the policy tools and instruments that have been developed in support of the Lisbon objectives of making Europe the most competitive knowledge-based economy based on a high level of skills and social inclusion. This module is part of an international student exchange.
Learning outcomes : Upon completion of this course you will be able to:
Evaluate the impact of contextual factors (regimes of labour market regulation, employment relations and training) on policy implementation in the field of employment and training Explore the conceptual apparatus and theoretical debates informing reward management.
Assess the relative strengths and weaknesses of the approaches to developing and implementing employment and training policies in different memberstates within the context of the over-arching objectives of the Lisbon Strategy and of the Borad Economic Policy Guidelness.
Understand the nature of employability itself and use the knowledge and skills developed to operate more effectively as a professional HRM specialist in a transnational context
Indicative Content
a) Globalization and restructuring – The meaning and impact of globalisation and its role in accelerating restructuring will be explored. Implications for the EU and mechanisms for structural adjustments to global competition will be discussed. Using a heuristic restructuring model to analyse the drivers of change and the impact on employment at the sector level, future skills needs will be forecasted.
b) European labour markets – Labour market characteristics of major EU economies will be compared. Progress towards achieving Lisbon objectives in relation to issues like gender differences in labour market participation will be examined. Diversity will be explored in relation to differences in labour market regimes, regulation, economic structures as well as historic and cultural factors.
c) Strategies for employment – Strategies and policies for promoting employment from the OECD, ILO, EU and APEC will be examined. EU strategies will be analysed in detail highlighting good practice in labour market activation along with the scope for transfer.
d) Training and development – The role of training in European strategies in support of the Lisbon objective will be explored. Structural differences in training regimes across the EU will be discussed in terms of state-regulated versus market-led systems and in terms of workplace- versus school-focussed systems. The different conceptions of competence across Europe will be presented along with attempts to reconcile these within a common European Qualifications Framework to promote labour mobility.
e) Employment relations and social dialogue - The social dialogue arrangements at the European level and their role in determining employment and training policy will be outlined. The diversity of social dialogue approaches will be compared across Europe.
Core Text: Reading list of journals/reports
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Assessment: Individual assignment (100%)
Time Commitment: Advance preparation (24); lectures (15); Directed study (15); Self study (70). This is module is completed during five intensive days in Toulouse, France and requires advance preparation.
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MG6109: RESEARCH PROJECT
Overview
The research project provides the opportunity for learners to demonstrate the ability to diagnose and investigate a live, complex business issue, to locate the work within the body of contemporary knowledge, to collect and analyse data, to derive supportable conclusions and to make practical and actionable recommendations for change, improvement or enhancement of current practice. The applied nature of the research project requires a critical evaluative approach, analysis and a combination of academic research and business report writing skills. It requires reflection on the implications for professional practice from an ethical, professional and continuous professional development standpoint.
Learning Outcomes
On completion of this module, learners will be able to:
1 Identify and justify a business issue that is of strategic relevance to the
organisation.
2 Critically analyse and discuss existing literature, contemporary HR policy and
practice relevant to the chosen issue.
3 Compare and contrast the relative merits of different research methods and their
relevance to different situations.
4 Undertake a systematic analysis of quantitative and/or qualitative information and
present the results in a clear and consistent format
5 Draw realistic and appropriate conclusions and make recommendations based
on costed options.
6 Develop and present a persuasive business report.
7 Write a reflective account of what has been learned during the project and how
this can be applied in the future.
Course Content
This project can be described as student-centred and student-led. Most of the responsibility will be yours with support from your supervisor and the research project coordinator. You should begin thinking to think about your topic immediately. You may find inspiration from your classes and readings. Any of your lecturers will be happy to discuss possible topics with you. The Research Methods module will also assist in your general preparation and in your decisions about the best approach to take to answer your research questions.
This is the structure of research process. The dates will be announced well in advance.
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Date Meeting or deliverable
Week 10, Semester 1 Workshop 1 with research project coordinator to discuss the process and to give you the guidelines
Week 1, Semester 2 Short research proposal due (3-5 pages)
Research question
Indicative literature
Proposed methodology
Possible research instruments
Timescale
Week 2, Semester 2 Supervisor assigned
Week 6, Semester 2 Workshop 2 with research project coordinator to discuss research report focusing on questions and problems
Week 8, Semester 2 Interim research report due
Well-defined research question
Substantial progress on literature review
Methodology explained
Research instruments further developed/refined
Timescale refined
Week 10, Semester 2 Feedback from supervisor about research report
Last working day of July Final submission of research project
Time Commitment
Independent study and/or field work (392); Applied workshop (4) Meetings with supervisor (4)
Assessment
100% continuous assessment
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CONTINUOUS PROFESSIONAL DEVELOPMENT (CPD) As part of the CIPD professional standards, students have to demonstrate the application of knowledge and learning. One way of achieving this is to compile your own learning diary. CPD is by nature a very personal matter. It includes recording what you have done, how you have done it, and how certain activities assist your own learning and development in a practical way. CPD also has a structured basis incorporated throughout the programme and related activities, such as:
There will be several sessions for developing CPD skills.
An external CIPD advisor will provide CPD guidance in terms of recording personal development plans and presenting CPD evidence.
CPD is facilitated throughout course assessments (for example class presentations, assignments, and self study).
The Western Region CIPD run events that help with CPD.
The off-campus activity days have specific applied dimensions.
More details and guidance on CPD and the learning log will be provided during the first weeks of the semester.