MSc in International Human Resource Management

Transcription

1 School of Management MSc in International Human Resource Management Postgraduate Student Handbook Section s i

2 Page MSc in International Human Resource Management... 1 Programme Director... 1 Director of Graduate Studies, School of Management... 1 Administration enquiries to;... 1 Programme Specification... 2 Assessment Regulations: Individual Courses... 4 MN Organisational Learning, Knowledge and Innovation... 4 MN Managing Across Borders: Contemporary Challenges... 4 MN Globalisation and Employment Relations... 4 MN International and Comparative Employment Law... 4 MN5707 Strategic International Human Resource Management... 4 MN5708 European Employment Relations... 4 MN Dissertation Preparation and Research Methods (non-condonable)... 4 MN5706 Dissertation (Non-condonable)... 4 MN Foundations of Modern Management... 4 Content of Individual Courses... 5 MN Organisational Learning, Knowledge and Innovation... 5 MN Managing Across Borders: Contemporary Challenges... 5 MN Globalisation and Employment Relations... 5 MN International and Comparative Employment Law... 6 MN5707 Strategic International Human Resource Management... 6 MN5708 European Employment Relations... 6 MN Dissertation Preparation and Research Methods (non-condonable)... 6 MN5706 Dissertation (non-condonable)... 7 MN Foundations of Modern Management... 7 ii

3 MSc in International Human Resource Management The programme will adopt an intellectually rigorous and critical approach to international human resource management strategies and practices, assessing them from a range of theoretical and analytical perspectives, explaining them in terms of their social and economic context, and considering their implications and impact for a range of stakeholders and interest groups. The MSc International HRM will have both a substantive international content (centred on the analysis of MNC strategies and practices), combined with a significant comparative dimension (i.e. considering national, regional and global contexts). The programme aims at offering students a highly sophisticated understanding of the changing nature and role of international HRM and of multinational enterprises more broadly. It will also equip students with the skills and competences to conduct advanced research into a wide range of management and organizational issues. Finally, as a by-product of their studies, the programme will build some of the students social, communications and presentational skills which will enable them to operate in an effective and enlightened way as leaders and managers. The programme builds on the School of Management s extensive expertise in the area, both in teaching and research. Programme Director Professor Sukanya SenGupta Sukanya.Sengupta@royalholloway.ac.uk Director of Graduate Studies, School of Management Dr Niran Subramaniam Niran.Subramaniam@royalholloway.ac.uk Administration enquiries to; MN-IHRM@royalholloway.ac.uk 1

4 Programme Specification The MSc International Human Resource Management Programme Specification can be found in the Programme Specification Repository at the following link: This document describes the Master of Science Degree programme and Postgraduate Diploma in International Human Resource Management. The 2015 Programme Specification is valid for new entrants from September

5 Figure 1: Course Structure of the MSc International Human Resource Management MSc International Human Resource Management 180 Credits Mandatory Courses (120 Credits) Mandatory Research Courses (60 Credits) MN5703 Managing Across Borders: Contemporary Challenges MN5704 Globalisation and Employment Relations MN5445 Dissertation Preparation and Research Methods MN5702 Organisational Learning, Knowledge and Innovation MN5705 International and Comparative Employment Law MN5706 Dissertation (40 Credits) MN5707 Strategic International Human Resource Management MN5708 European Employment Relations 3

6 Assessment Regulations: Individual Courses MN Organisational Learning, Knowledge and Innovation One individual essay of 3,000-4,000 words (40%) and one unseen 2-hour examination (60%) MN Managing Across Borders: Contemporary Challenges One individual essay of 3,000-4,000 words (40%) and one unseen 2-hour examination (60%) MN Globalisation and Employment Relations One individual essay of 3,000-4,000 words (40%) and one unseen 2-hour examination (60%) MN International and Comparative Employment Law One individual essay of 3,000-4,000 words (40%) and one unseen 2-hour examination (60%) MN5707 Strategic International Human Resource Management One group presentation (10%), one group coursework of 3,000 words (30%) and one unseen 2-hour examination (60%) MN5708 European Employment Relations One individual essay of 3,000-4,000 words (40%) and one unseen 2-hour examination (60%) MN Dissertation Preparation and Research Methods (non-condonable) One in-class test of one hour (30%) and one 3,000 word research proposal (70%) MN5706 Dissertation (Non-condonable) (40 Credits) 12,000-15,000 word dissertation. MN Foundations of Modern Management Not assessed 4

7 Content of Individual Courses MN Organisational Learning, Knowledge and Innovation Knowledge creation and innovation are the foundations of social and economic progress, and organisational change is a key process that underlies it. This course examines how organisations learn, create and utilise knowledge, and respond to the competitive pressures in a globalising knowledge-based economy. It focuses on the interactive relationships between societal institutions and the micro-dynamics of organisational learning and innovation. It provides students with a critical understanding of the various theories and perspectives of organisational learning and innovation, and their implications for changing management practice in different organisational and institutional contexts. Key topics covered include: knowledge and organizations, communities of practice, organizational learning and societal institutions, the innovative firm in comparative perspective, organizational change and ambidexterity, knowledge work and HRM in knowledge-intensive firms, and global human mobility and transnational learning. MN Managing Across Borders: Contemporary Challenges In contrast with the fashionable claims that the world is being standardized by unstoppable globalisation, national borders continue to matter. Even within regions which have removed formal barriers to the flow of goods, finance, labour, and knowledge, a variety of differences (institutional, legal, cultural, identity, and so forth), albeit not static, exist between, and within, countries. These multi-level, multi-dimensional differences shape the contexts of ongoing transnational operations and reorganizational programmes. This course focuses on the unique managerial challenges which differences between, and within, countries create for companies operation in multiple countries. An understanding of contingent national contexts will be acquired through engagement with scholarly research, exploration of diversity and debate within that literature, and consideration of the implications for managerial action. MN Globalisation and Employment Relations This course will provide students with a broad overview of some of the major areas of international HRM and employment relations policy within multinational companies (MNCs). These policy areas will be examined within the context of frameworks for understanding MNC strategies and structures, as well as competing arguments about the impact of national and regional differences upon international HRM. Particular emphasis will be put on the way that MNCs transfer HR and employment practices across borders, the role of international and expatriate managers in this process, and the HR implications of international mergers and joint ventures. The course will also consider how and why employee voice and representation practices vary across countries, as well as the HR aspects of international CSR policies in MNCs and the varying ways in which employment conditions in global supply chains might be addressed. 5

8 MN International and Comparative Employment Law This course will critically evaluate national and regional differences in the regulation of labour, and their implications for international HRM practitioners. It will focus on the nature of the employment contract in comparative perspective, as well as specific areas such as discrimination, recruitment and termination law. It will also consider the transnational regulation of business practices, and adopt a broader conception of the human resource by considering issues such as the regulation of economic migration, international labour standards, and human rights law. MN5707 Strategic International Human Resource Management The aim of this course is to provide students with a critical understanding of theory, policy and practice in the field of Strategic International HRM. They are expected to gain a broad appreciation of the major current themes and debates in the field. The course goes beyond operational approaches to managing people and focus on core international HR issues and functions at the strategic level. It emphases on the integration of organisational strategy and IHRM, and explores how the issues and problems in managing a global workforce can be conceived strategically and operationalized through organisation practice. MN5708 European Employment Relations The principal aim of this course is to explore how the European Union - and other regional groupings - affects the development of employment relations across the member states. Employment relations are generally studied comparatively - for example, in the 'varieties of capitalism' literature - or through the lens of multinational companies, in terms of how HR practices may or may not transfer across borders. The regional level is frequently omitted, which is an error, as the EU and other regional associations play an important role in structuring HR policy and practice. The first part of the course examines the nature of regional associations (such as free trade areas, common markets and currency unions) with particular reference to the historical evolution of the EU, and how the process of economic integration has shaped its institutional development. It analyses the extent to which economic integration has actually been achieved, and how it has influenced pressures to harmonise employment policy - for example, in attempts to reduce social dumping, involve employers and unions in decision-making at EU level and influence multinational HR practice through EU-level legislation. The course then moves on to consider individual EU employment policies such as equal opportunities, health and safety, employee participation and corporate social responsibility and assesses whether these function in the interests of business competitiveness or not in relation to the rest of the world. The course finishes by assessing possible futures for EU employment policy, particularly in view of the withdrawal of the UK from the EU in 2019 ( Brexit ), before offering the chance to discuss general conclusions. MN Dissertation Preparation and Research Methods (non-condonable) To prepare students for their dissertation To encourage students to reflect critically upon the theoretical and philosophical assumptions underlying research methodology To facilitate the ability of students to achieve a self-managed process of systematic and logical enquiry consistent with writing a dissertation To enable students to research and write a structured research proposal that will form the basis of the student s dissertation 6

9 To encourage students to consider the ethical aspects of conducting research. To recognise and critically evaluate approaches to management research and the assumptions upon which they are based To evaluate in a critical manner primary and secondary data sources To make justified choices as to appropriate quantitative/qualitative research methods for data collection and subsequent analysis To conduct research in a systematic and critically reflective manner To evaluate in a critical manner potential limitations to research investigation and application To develop a coherent and appropriate research proposal To recognise the ethical implications of research investigations and their impact upon findings MN5706 Dissertation (non-condonable) By the end of the dissertation, students should be able to plan and manage a project; define the aims of this project; identify the data sources and methods appropriate to conduct the project; identify the potential pitfalls to conducting such projects; execute the dissertation plan; and construct an effective argument with the dissertation. For full details on the dissertation please see the Dissertation Handbook, a copy can be located via the Postgraduate Information Vault and the Moodle All PGT Common Page: MN Foundations of Modern Management (Taught during Induction week) Students are introduced to salient aspects of management in an integrative manner by identifying five elements important to the commercial success of an organization, namely customers, shareholders, employees, numbers and technology. The course accentuates historical roots to help students gain a better appreciation of current practice with regard to the first three elements and how the remaining two can influence management decisionmaking. The course will also consider issues of business ethics and trust in managing relations with each of the stakeholder groups. 7

10 School of Management Royal Holloway, University of London Egham Hill, Egham Surrey, TW20 0EX Telephone +44 (01784) management-school@royalholloway.ac.uk