MSc Human Resource Management (International Development) / Course details
Year of entry: 2020
Course unit details:
Human Resource Practice 2
|Unit level||FHEQ level 7 – master's degree or fourth year of an integrated master's degree|
|Teaching period(s)||Semester 2|
|Offered by||Global Development Institute|
|Available as a free choice unit?||No|
HRP2 builds alongside and beyond HRP1 through an exploration of HR practice topics and associated structures of practice in a range of organisational contexts, in order to build a contextualised experience of HR frameworks for practitioners.
|Unit title||Unit code||Requirement type||Description|
|Human Resource Practice 1||MGDI70661||Pre-Requisite||Compulsory|
• guide students to develop an interpretive conceptual and experientially grounded understanding of the theoretical frameworks of HRP, in relation to topics such as resourcing, HRD, performance management and capability development
• assist students to develop a critical view of theories of HRP in relation to other topics such as workforce diversity, organisational change and development and ethical issues and corporate social responsibility, from an interdisciplinary perspective
• assist students to observe the application of HRP frameworks in organisational contexts through practical organisational experience
• To assist student to compare the application of HRP theories and frameworks in different organisational contexts in gathering data and reflection on experience
This module supports the student learning experience through …
1. Seven three-hour lectures, (Three sessions in Semester One and five in Semester Two)
Sessions include guest lecturers from different organisational contexts, including, e.g. the Public Service People Managers’ Association (PPMA), HR practitioners in Greater Mancehster Police, NHS, Worldpay, HR Organizational Development (OD) Practitioners, and Human Resource Department in the University of Manchester.
Topics build on the HRP 1 syllabus and include a) HRP and workforce diversity; b) International Human Resource Management (IHRM); c) HRP in organisational change and development (OCD); d) the role the HR business partner in organisations; e) HR competencies in organisations and f) ethics and Corporate Social Responsibility (CSR) in HRP
2. The course also includes visits to organisations to provide practical and comparative learning experiences of HRP in different organisational contexts (two visits in Semester One and two in Semester Two). Organisational visits include e.g. the World of Wedgwood, Jaguar-Landrover, BBC and J.C. Bamford Excavators Limited.
3. Tutorials in small groups for guidance on study and assignments
4. Online resources available through Blackboard environment
Teaching and learning methods
Knowledge and understanding
- describe the theories and concepts and frameworks of HRP
- critically compare the application of theory and practice in relation to the implementation of HRP in different organisational contexts
- think critically on the relevance of HRP theories to specific contexts in organisations
- reflect on the application of HRP frameworks and their linkage with other themes based on experience of organisational visits
- identify appropriate tools and techniques of HRP in organisational contexts
- gather data from organisations to compare the application of HRP theories in different practical contexts
- organise data through reflection into case study of HR practice in a specific context
Transferable skills and personal qualities
- plan for organisational visits/guest lectures and reflect on these after the visits/lectures
- use skills in gathering data
- discuss the implications for HRP in organisations and the linkage with other themes through reflection
|Written assignment (inc essay)||100%|
(a) Formative feedback: at the time of preparing draft of the assignment
(b) Summative feedback: At the time of mark release in the form of qualitative and quantitative commentary
Armstrong, M. (2017) Armstrong's Handbook of Human Resource Management Practice, London, UK, Kogan Page Limited. 14th Edition.
Briscoe, D. Tarique, I. and Schuler, R.S (2016) International Human Resource Management, 5th Ed., Taylor and Francis.
Edwards, T. & Rees, C. (2017) International Human Resource Management: Globalisation, National Systems and Multinational Companies, 3rd Ed, Essex, UK, Pearson Education Limited.
Harzing, A. & Pinnington, A. (2015) International Human Resource Management, 5th Ed, London: Sage.
Stahl, G. K., Björkman, I., & Morris, S. (Eds.). (2012). Handbook of research in international human resource management. Edward Elgar Publishing.
Torrington, D. Hall, L. and Taylor, S, (2014) Human Resource Management, 8th Ed. London: FT Prentice Hall.
Wilkinson, A. and Redman, T. (2017). Contemporary Human Resource Management: Text and Cases, 5th Ed, Essex, England, Pearson Education Limited.
Willy McCourt & Derek Eldridge (2003) Global Human Resource Management: Managing People in Developing and Transitional Countries’, Edward Elgar Publishing Ltd, Cheltenham.
|Scheduled activity hours|
|Independent study hours|
|Paul Barry||Unit coordinator|