Global Human Resource ManagementPG Dip

Contextualising Management

It is increasingly acknowledged that many organisations are functioning in what are turbulent and uncertain environments. Significantly, the CIPD in its position paper People Management Matters placed the role of changes in external markets and associated competitive pressures at the forefront of factors seen to be exerting an influence on organisations, managers and the management of people. Such an approach has also influenced recent academic treatment of people management and is increasingly reflected in government policy towards product and labour markets and in legislation affecting the management of people.
Perhaps as significant as the developing competitive context for organisations has been the growing importance of working and doing business beyond the UK after Brexit, and the implications of this for people management practice. This, along with domestic legislation will bring about significant changes to the role of the HR practitioner in many organisations.

Much of what is covered in this module is to take these and other broader contextual issues such as demographic and technological changes and attempt to analyse them in some depth and then explore their implications for organisations, specifically those of strategy and structure, and the management of staff. That is to examine and analyse the contexts in which organisations operate and then to examine how management responds to diverse contextual challenges and to continuous change when devising and implementing appropriate strategies for survival and growth.

Finally, the module engages with the whole area of corporate governance, including CSR but with particular focus on how organisations are owned and controlled and how this plays out in terms of the role and status accorded to people management. This connects with the importance of issues such as shareholder value, and how HR adds value to an organisation, which in turn leads into consideration of the need for HR to be financially aware and to be able to argue its case in accounting and financial terms.

Module Aims

This module has four specific aims. First, to bring together those factors that are relevant to any consideration of ‘management in context’, and specifically those areas within the external and internal environments that influence management decision-making. Second, to develop an integrative and systematic overview of these influences, both within the module and alongside the ‘Leading, Managing and Developing People’ module. Third, and in conjunction with the ‘Leading, Managing and Developing People’ module, to emphasise the dynamic and complex nature of the environments within which management operates, as well as the impact of changes on different organisational stakeholders. These effects in turn impact on the power balance and resources available to managers and determine the political context in which they have to operate. This point is reinforced in the fourth, and final aim: the role of management in fashioning the strategic direction of the organisation in the context of competing stakeholder interests.

International HRM: Working Across Cultures

This module begins by exploring and explains national differences in the way we work and manage people at work, as well as some of the key differences in national institutions. The topic is investigated in both international and intra-national contexts, and draws on perspectives from social anthropology, social psychology, organisational behaviour and management theory. The module moves on to consider the implications for, and related practice at Global HRM levels.

It provides you with a rigorous framework of knowledge and understanding of the mechanisms of people management in an international context. The module aligns with a number of the core knowledge membership standards and core behavioural membership standards set out in the Professional Map of the Chartered Institute of Personnel Development (CIPD). However, the module content will be valuable whatever your chosen career specialism.

Module Aims

a) you will have the necessary competencies to lead, manage and develop culturally diverse teams effectively.

b) you will be culturally and socially aware, equipped to develop ethical, inclusive and sustainable strategies for leadership and management.

c) you will be able to deliver best practice people management in the context of Global HR function or to organisations working in an international context.

Leading, Managing and Developing People

This module provides you with a rigorous framework of knowledge and understanding of the mechanisms of people management. The module aligns with a number of the core knowledge membership standards and core behavioural membership standards set out in the Professional Map of the Chartered Institute of Personnel Development (CIPD). However, the module content will be valuable whatever your chosen career specialism.

The module will familiarise you with major contemporary research evidence on leadership and management, identifying effective approaches to Human Resource Management and Human Resource Development practice. Research focusing on the links between people management practices and positive organisational outcomes will be covered, including contemporary and emerging developments in practice.

The module encourages and enables you to develop a strong sense of awareness of your own strengths and weaknesses as a leader, manager and colleague.

During the module, you will build a portfolio of valuable skills required for effectiveness in leadership and in people management. These include leading dynamic teams, decision-making skills, interpersonal skills and others associated with developing personal effectiveness and credibility at work.

Finally, the module includes some key post-graduate level study-skills, which will help you to engage fully with your academic studies and apply your academic learning to your professional practice. The study-skills will help you build the bridge between theory and practice, facilitating your continuing professional development.

Module Aims

a) you will have the necessary competencies to lead, manage and develop yourself and others effectively.

b) you will be organisationally and socially aware, equipped to develop ethical, inclusive and sustainable strategies for leadership and management.

c) you will be able to deliver best practice people management whilst enhancing your impact and value either to the HR function or to the wider organisation.

Resourcing and Developing Talent

The module aims to provide the student with a good grounding in key aspects of recruiting, retaining, developing effective performers, as well as where necessary, managing people out of the organisation.

The module focuses not just on practical aspects of these professional areas but their strategic importance within local, national and global contexts. Topics such as diversity, employee engagement, ethics, employee development and social responsibility will be viewed from a resourcing perspective.

Module Aims

The module will look at the current and changing nature of workforce mobilisation, resourcing and retention of people. The module will look at how effective organisations can build a strategic approach to attracting, retaining, developing and shedding staff, taking into account the evolving nature of employment markets and changing demographics. Students will achieve this through reflecting on theory and practice from an ethical and professional standpoint.

Globalisation, changing demographics, and migration have led to greater diversity including ethnic diversity, gender diversity, older workers and disabled people in the workforce. In this context, the module also aims to explore two major theoretical perspectives, the Business Case for Diversity and Intersectionality. Each of these theories informs HRM professionals in their resourcing and talent management policies and practices. Most particularly, the module investigates the partnership between HR professionals and line managers, which enables organisations to achieve inclusivity in resourcing practice, both in domestic and international settings.

Data Analysis for Global Business

This module offers students a critical understanding of data and different techniques employed for data analysis in relation to the global business.

To provide students with practical skills necessary to undertake data analysis for global business, the aims of the module are:

• to introduce methods for data handling
• to discuss mathematical and statistical foundations for data presentation and analysis
• to develop thorough analysis and synthesis of theory and practice in relation to the subject areas
• to foster a critical awareness and deep interest in global business issues
• to master steps in formulating an econometric model
• to provide an opportunity to students for critical self-reflection, studying and data analysis skills and knowledge.

The module uses Bloomberg for teaching delivery and enables students to join the elite group of Bloomberg users around the world. The module also enables the development of expertise in the use of packages such as SPSS, EViews and NVivo to analyse data.

Note: If there are not sufficient student numbers to make a module viable, the School reserves the right to cancel such a module. If the School cancels a module it will use its reasonable endeavours to provide a suitable alternative.

Employee Engagement

Crucial to the delivery of superior organisational performance is the extent to which the employees of an organisation feel involved, committed and engaged. This module explores the different dimensions of employee engagement. It examines and explores what is meant by ‘engagement’ and why some organisations are better than others at creating authentic engagement among their employees. The module examines what organisations can do, with the aid of its human resource (HR) professionals, to create high levels of workforce engagement.
The module will equip learners with a comprehensive academic understanding of the concept of ‘employee engagement’ and how it is measured. Students will also have the chance to apply their knowledge on a practitioner orientated assessment.
The module explores the research-based and philosophical connections between employee engagement and other related beliefs, values, leadership models and management practice. The module will also focus on the multi-dimensional relationships between employment relations, reward, equality and engagement.
This module provides learners with knowledge and understanding of the rationale for the emergence of employee engagement as a key priority for organisations with high-performance working (HPW) aspirations. Students will develop the ability to assess and interpret ‘evidence’ on the topic cautiously, reining in expectations as to the benefits of engagement. Employee engagement, if properly understood, carefully implemented and objectively measured, is a powerful tool for delivering positive and ‘bottom-line’ outcomes. However the module will also critically analyse some of the extensive grey literature on the topic which lack sufficient empirical detail and may reflect vested interest in reporting/inflating progress and success.
Learners will explore techniques needed to measure engagement, take remedial action or embed engagement-enhancing cultural practices. Students will learn to identify, prioritise and evaluate actions to promote high levels of engagement. The module requires critical reflection on theory and practice from an ethical and professional standpoint and provides opportunities for applied learning and continuous professional development.

Module Aims

1) To enable students to understand and analyse contemporary employee engagement theory and practice.
2) To demonstrate how engagement theory, models and diagnostic frameworks can be used to facilitate a better understanding of engagement and its application.
3) To develop awareness of the factors which impact upon employee engagement strategies and policies.
4) To equip students with the knowledge and skills needed to develop and implement strategic employee engagement interventions and action plans in an organisational setting.

Employment Law and Practice

This module will enable students to critically analyse contemporary employment law issues, keep abreast of legal developments and appreciate the practical implications of employment law disputes.

Assessment: The module is assessed by 100% coursework. It consists of two pieces of written coursework weighted 75% and 25%.

This module aims to provide learners with an understanding of this complex area of law and of the importance of law and legal developments in the employment field. It will enable learners to keep abreast of legal developments and to critically analyse the law and evaluate the implications for employment practice.

The assessment strategy is designed to assess legal knowledge and enhance learners’ understanding of the practical implications, thereby enabling students to appreciate appropriate responses and issues relating to presenting and settling employment law cases.

The module covers the CIPD module Employment Law.

International Business Strategy with Simulation

Business strategy addresses the choices firms make as they set their mission and goals, make decisions in relation to positioning and which markets to enter, and develop their business models. They do this in the context of the external environment, addressing changes in technology, government intervention, competitor actions, customers and markets.

This module aims to:

• Provide a context for current strategic and social issues raised by technology change
• Enable students to develop an understanding of business purpose, strategy and strategy development and to understand how this applies in global organisational contexts for both small and large businesses.
• Develop the knowledge and skills to analyse the current and future business environment through the recognition of changes and trends, and the construction of scenarios
• Introduce the importance of resources and capabilities and develop students’ abilities to critically evaluate their importance as sources of sustainable competitive advantage but also as potential sources of disadvantage when disruptive innovation occurs
• Develop critical awareness of the importance of stakeholders including governments, societies, suppliers and employees, and the need for corporate governance, ethical decision making and corporate responsibility.
• Develop an understanding of managerial decision making with limited information and industry uncertainty through participation in a business simulation.

A key element of the module is participation in the business simulation in which students will compete against each other in terms within a simulated global marketplace.

International Project Management Practice

Project management practice in the US and Europe is set out in a number of methods and bodies of knowledge (BOK) including the:

• US Project Management Institute’s PMBOK
• UK Association of Project Managers APMBOK
• best practice guides published by the UK Government that have built on the PRINCE method and now include Programme Management, Risk Management and Agile,
• Dynamic System Development Method (DSDM) Project Management developed by the Agile Business Consortium.

This module deals with the core activities of project management as set out in the APM BOK version 7, making comparisons with the PMBOK and PRINCE. The focus is primarily on managing a highly predictive project where the output is clearly defined and understood, for example a building construction project. Consideration is also given to projects where the solution emerges in an iterative or evolutionary way and so Agile methods are also introduced.

Students will develop the ability to create, manage and close projects effectively, and to make use of project management software. The module will introduce relevant theories and research in relation to projects as temporary social organisations, the categorisation of project types, the nature and management of risk, and the importance of stakeholder communication and management.

Managing Employment Relations in Contemporary Organisations

The module builds upon the “Contextualising Management” and the “Leading, Managing and Developing People” modules, adding a more in-depth and integrated appreciation of Employment Relations to the field of human resource management. It examines both individual and collective aspects of this relationship and explores in depth the various ways in which relationships are managed in both unionised and non-union settings. In this it reflects the thinking within the CIPD, that 'the cornerstone of all human resource activity is the employment relationship’.

The module explores the choices available to organisations in managing the Employment Relationship, what influences these choices and how the choices are experienced by those working in organisations. It examines the effects that employment relations practice has within these organisations. The module considers shifting priorities in managing employment relations and the diversity of employment relations and practices found in organisations, by making extensive use of case studies and case scenarios. In doing so, it adopts a critical orientation and encourages participants to reflect upon practices. Participants will also be prompted to consider the motivation for evolving practice in employment relations, and evaluate some such changes to practice.

Module Aims

1) To enable students to understand and analyse contemporary employment relations theory and practice.
2) To develop awareness of the importance of the contexts of organisations (both internal and external) and the factors which impact upon employment relations strategies and policies.

Social Psychology

This module provides students with systematic understanding of theory and research relating to social cognition, social identity, and social behaviour.

Sustainability in Global Companies

This module will address the critical issue of how current thinking on sustainability will impact on businesses and organisations and how they respond.

The need to create more sustainable organisations and businesses is fundamental to current and future organisational development strategies, and it is necessary for students to understand the growing influence of the sustainability agenda on industry. This influence takes on many forms, from government policies and international agreements to the measuring of impacts of organisational practices on the ecology and communities. It is clear that in the future, organisations, businesses, communities and individuals will be expected to understand and take responsibility for their economic, environmental and social impacts. This module will examine the current and future challenges, it will equip students with knowledge to deal with the challenge of creating sustainable forms of business that operate within ecological and socio-economic limits.

It will explore the sustainability context, and how business practices will need to evolve to reflect the realities of operating within a globalised trading system that is striving to apply sustainability principles. This is an important area of increasing scrutiny for airlines and airports. Particular focus will be given to the importance of Sustainability reporting and reporting standards.