International Human Resource Management

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Master of Science in

International Human

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STRATHCLYDE UNIVERSITY

The University of Strathclyde in Glasgow, Scotland, was established by Royal Charter in 1964. It is one of 19 higher education institutions in Scotland with degree awarding powers. Its history, though, goes back more than 200 years when it was established in 1796 as Anderson Institution as “the place of useful learning”. This remains the University’s mission today: to combine academic excellence with social and economic relevance.

As ‘the place of useful learning’ the University is committed to the advancement of society through the pursuit of excellence in research, education and knowledge exchange, and through creative engagement with partner organisations at local, national and international levels. The University has nearly 16,000 students and more than 3,000 staff.

The University was named “UK Entrepreneurial University of the Year 2013/14” by Times Higher Education. It is consistently rated as the top university in Scotland and among the top 10 in the UK for its postgraduate courses.

STRATHCLYDE BUSINESS SCHOOL

Strathclyde Business School is a triple accredited business school: the only business school in Scotland and one of only 59 in the world to be triple accredited. It is among the fewer than 1% of business schools in the world to hold triple accreditations by AMBA, EQUIS & AACSB. As one of the largest institutions of its kind in Europe, with around 200 academic staff and more than 3,000 full time students (undergraduate and postgraduate), Strathclyde Business School’s 11 subject departments and specialist units collaborate to provide a dynamic, fully rounded and varied programme of specialist and cross-disciplinary postgraduate courses. The Strathclyde MBA has been introduced in many new countries via the establishment of international centres, of which there are now nine, in Europe, the Middle East and South East Asia, including Singapore.

When you choose to study the programme from Strathclyde Business School, you join an international community in a top rated school with an excellent reputation.

HUMAN CAPITAL SINGAPORE

Human Capital Singapore (HCS) was incorporated in April 2009 as a centre for Continuing Education and Training (CET) in the human capital domain. We train and develop people managers so that they can re-design critical HR processes, identify and build necessary competencies, and deploy the best HR practices to meet the increasing expectations of the industry.

HCS also provides advisory services to help organizations enhance their human capital management, as well as career guidance and counselling services to individuals to increase their personal effectiveness.

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DEGREE PROGRAMME OVERVIEW

The management of human resources is increasingly taking place in a global context. More people are working for international organisations and the labour force is becoming more culturally diverse, competition between companies and countries is more global, and as the global financial crisis has shown, the world economy is increasingly interlinked and subject to regulation by international bodies. All this makes the practice of human resource management more important and more international in scope.

The Master of Science in International Human Resource Management (MSc in IHRM) allows for the development of an understanding of how and why human resource policies and practices differ across the world, and how internationally operating organisations manage the process of addressing these challenges.

This is an intensive, research-led course about International Human Resource Management (IHRM). That means our research shapes and informs our teaching. In addition to core theories and models, you will be exposed to world leading research by world leading researchers.

The curriculum provides a good balance between theory and practice in allowing students to consider broader debates about globalisation and international political economy as well as more focused issues with regard to how companies seek to manage people across the globe. Students will be equipped with the ability to think critically about these issues.

AIMS OF THE PROGRAMME

This programme aims to enhance knowledge and capabilities of HR professionals and people managers who strive to excel in globalisation, and international businesses and relations. The programme will provide participants with:

• a good understanding of theoretical debates and policy issues affecting human resource management in the global context

• an awareness of the range of possible national and regional models for the management of human resources within the globalised economy

• an appreciation of the impact of local cultural and institutional influences on the practices of global organisations

• a good working knowledge of the skills required to manage in an international context and how multinational organisations can best mobilise a culturally diverse workforce.

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WHO SHOULD ATTEND?

The course is not just for those with an interest in working in a human resources function, but is also aimed at those keen on gaining an understanding of the processes of globalisation of the economy and how this impacts on work and employment in a variety of different national and organisational contexts. This programme is meant mainly for working adults who have graduated from HCS’s diploma programmes. We expect that students would be generally experienced HR practitioners.

SCOPE

The Strathclyde MSc International HRM programme, available on a part time basis, consists of 8 months of academic journey followed by 6 months of dissertation work to solidify the master’s degree experience.

Each module in the programme would have 2 or 3 full days of teaching by Strathclyde faculty done over the weekend. There would be 3 evening seminars conducted by tutors before the weekend classes and 2 after. These seminars would be spread out and the entire duration of each module would be 6-7 weeks.

Each module is organised around a teaching weekend where Strathclyde faculty will be in Singapore to conduct classes, as shown in the table below:

BEFORE

TEACHING WEEKEND

AFTER

Weekday evenings _{( Friday, Saturday, Sunday)}Weekend full day Weekday evenings

3 evening sessions conducted by local counsellors before the weekend, totalling 6 hours

2 or 3 full-day sessions (for 10- and 20-credit mod-ules, respectively) taught by Strathclyde faculty over the weekend or extended week-end, totalling 16 or 24 hours

2 evening sessions conducted by local counsellors after,

totalling 4 hours

Classes will be conducted in English.

Organisation-based research studies allow students access to current and real-world HR challenges faced by organisations in their international operations. Students undertake a consultancy project with an organisation, finding solutions and making recommendations on a live issue affecting that organisation. Examples of such projects include:

• Managing a multi-national workforce

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FACULTY

The course is taught by world-class faculty of the University Of Strathclyde, drawing on leading-edge research, with assistance from local counsellors/tutors. Examples of the research undertaken include a project to map the changing nature of employment across Europe, work on offshoring and outsourcing of business services and call centres to India, and work on migration and gender issues in the international hospitality industry undertaken for the ILO.

COURSE STRUCTURE

– MODULES AND EXEMPTIONS

MSc in International Human Resource Management (Singapore)

Core Modules (compulsory modules; no exemptions allowed)

MODULE

CODE MODULE NAME MODULE CO-ORDINATOR / STRATHYCLYDE LECTURER CREDITS

HR914 Global Staffing Professor Dennis Nickson 20 HR915 Business Systems Professor Paul Thompson/ _{Professor Philip Taylor} 10 HR918 Labour & Diversity in a Global Context Professor Tom Baum 10 HR919 Comparative Employment Relations Professor Paul Stewart 20

HR924 Dissertation Professor Tom Baum 60

Core Modules (compulsory modules; no exemptions allowed)

MODULE

HR916 HRM in a Business Context Gillian Pallis 20 HR921 Research Report Professor Tom Baum 20

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Elective Modules (exemptions can be allowed – see below)

[Two elective modules for a total of 20 credits]

MODULE

41910 Employment Issues & the Law Kay Gilbert 10 41937 Employee Relations Professor Ian Cunningham 10 41938 People Resourcing Dr Colin Lindsay 10

HR911 Employee Reward Kay Gilbert 10

HR913 Human Resource Development Professor Tom Baum 10

Core Modules (alternative core module to be taken as part of exemptions if required

– see below)

MODULE

HR943 Research Methods for HR _{Professionals} Dr Colin Lindsay 20

Exemptions

Students who possess the WSQ Specialist Diploma in Human Capital Management

awarded by HCS Singapore shall normally be granted exemption of 60 credits

towards the Postgraduate Diploma and MSc. Exemption will normally be from the

following classes:

HR 916

HRM in a Business Context

HR921

Research Report

Plus two elective classes.

Students who possess the WSQ Professional Diploma in HRM or the WSQ Advance

Certificate in HRM awarded by HCS Singapore shall normally be granted exemption

of 40 credits towards the Postgraduate Diploma and MSc degree. Exemption will

normally be from the following classes:

HR 916

HRM in a Business Context

HR921

Research Report

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Students granted an exemption of 40 credits must take HR943 Research Methods

for HR Professionals as a 20-credit class in preparation for HR924 Dissertation

Thus, the modules to be taken by those with HR WSQ diplomas are:

WSQ PROFESSIONAL DIPLOMA IN HRM

(‘LEVEL 4’ GRADUATES) CREDITS

WSQ SPECIALIST DIPLOMA IN HUMAN CAPITAL

MANAGEMENT

(‘LEVEL 5’ GRADUATES)

CREDITS

Global Staffing 20 Global Staffing 20

Business Systems 10 Business Systems 10

Labour Diversity in a Global Context 10 Labour Diversity in a Global _Context 10 Comparative Employment Relations 20 Comparative Employment _Relations 20 Research Methods for HR

Professionals 20 NA NA

WSQ L4 Exemptions 40 WSQ L5 Exemptions 60

Dissertation 60 Dissertation 60

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MODULE DESCRIPTION

CORE MODULES

HR 914 Global Staffing 20 credits

Module Aim

The aim of the class is to provide students with knowledge and critical understanding of the context and content of human resource management in a globalizing economy by focusing on the activities of multinational companies.

Objectives

This module is primarily focused on human resource management within multinational companies providing a broad base to understand how companies address the challenges of managing globally. The module focuses on key challenges in staffing the multinational enterprise considering aspects such as recruitment and selection, training and development, compensation and performance management. The firm-level and international analysis will complement the broader understanding of HRM which other modules are developing to allow students to further their understanding of comparative HRM and issues surrounding the globalization of business.

Learning outcomes

1. Subject specific knowledge and skills

• To provide understanding of the relevant theoretical debates and issues effecting human resource management in the global context.

• To develop a critical and reflective understanding of the nature of international human resource management and competing models of management.

• To understand the preparation required to be an international manager and how multinational organizations can best manage international career moves.

• To examine the development and nature of human resource management as practice and concept in the global context, focusing on how multinational companies manage their human resources.

2. Cognitive abilities and non-subject specific skills

• To present findings from case studies and group based discussion in a confident and competent manner.

• To be actively involved in structured and unstructured class debates and discussions. • To demonstrate an ability to write a soundly argued and suitably referenced essay.

Indicative Module Content

• Introduction to the class and understanding the people issues facing MNCs • A reprise of the importance of national culture in MNCs and developing a country case study • Organisational culture as a means to ‘bind’ the MNC • Talent management in the global economy • Issues in expatriation • Transferability of HRM practices • Recruitment and selection in an international context • Performance Management in the MNC • Reward Management in the MNC • Guest speakers

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HR 915 Business Systems 10 credits

Module Aim

The study of human resources and its management is too often undertaken without adequate contextualisation. That absence is particularly damaging in a more complex and volatile international environment. This module seeks to fill that gap through a focus on comparative political economy and the variety of business systems that frame and shape employment policies and practices at firm and state level.

The primary empirical object of the module is the structures, strategies and practices of the transnational firm, and their consequences for employment relations. This is then linked to the now extensive debates about the character and scope of globalisation and global flows of goods and labour. Bringing these two themes together, the module will examine in detail theory and practices of global value chains and production networks with respect to labour issues. The consequences of these dynamics for policy making with respect to corporate governance and responsibility will provide an additional practical focus.

Learning Outcomes

• To examine the development and nature transnational corporate activity and its implications for HR managers and other economic actors in international organisations

• To provide understanding of the relevant theoretical debates and issues effecting the business context of international human resource management .

• To develop a critical and reflective understanding of the nature of globalization and its implications for the management of human resources.

• To equip students with contextual knowledge that underpins policy debates and decisions on corporate governance and responsibility.

• To be able to read and interpret a range of secondary documentation • To present findings from case studies and group based discussion in a confident and competent manner. • To be actively involved in structured and unstructured class debates and discussions. • To demonstrate an ability to write a soundly argued and suitably referenced essay or report Indicative Content • Why context matters to international HRM; the idea of business systems • Globalisation, global economic flows and conditions of competition

- Foreign direct investment and the international division of labour - The spatial dimension

- Trading blocs

• Transnational companies and the internationalisation of the firm - Strategies and structures of the international firm • The state and the emergence of financialized economies • Modes of economic coordination

- Global value and supply chains - Production networks

• Global and corporate governance, corporate social responsibility • Applications and sector case studies: Introduction and overview

- Case 1: business services and outsourcing - Case 2: logistics and the distribution industries

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HR 918 Labour & Diversity in a Global Context 10 credits

Module Aim

This module will provide students will the opportunity to explore patterns of labour mobility across nation states and how these have varied across space and time. A key focus will be on the issue of diversity management within and between nation states in an era of more integrated markets and the practical implications these have for managers working in different political and economic contexts.

Objectives

On completion of this module participants will be able to:

• Review and critically evaluate major contemporary research and debates in the fields of labour flow, labour mobility and diversity management in a global context. • Debate and critically evaluate attempts to conceptualise labour power, labour mobility and l abour flows across national borders. • Explore the impact of culture on attitudes to and management of migrant labour and workplace diversity • Critically discuss and review social divisions relating to trans-national labour mobility in terms of gender, race and ethnicity.

• Critically discuss the implications of labour flow and mobility for migrant labour in contemporary societies.

• Explore and evaluate the notion of diversity management on a global scale.

• Consider the effectiveness of employment law in relation to diversity in a global context. • Understand the possible implications of demographic and wider socio-economic change on

future labour migration

Indicative Content

• Conceptualising and contextualising labour power and labour mobility

Explore what is understood by term labour power, labour mobility and labour flows across borders

• Analysing social divisions and inequality in global context Dimensions of division and inequality

Gender, Ethnicity and production networks Gender, ethnicity and culture

• Migrant labour in contemporary economies

Understanding mobilities, migration and the flows of migrant labour International and internal migration

Managing migrant labour Organising migrant labour

• Diversity management: significance and challenges

Exploring the concept of diversity management and the challenges of ‘global’ diversity

management

Exploration of the key drivers for diversity management at global, regional and national, sectoral, organisational and individual levels.

Women, men and management in international organisations Policy responses: individual, organisation, government, civil society • Employment law in a global context

Rationale and effectiveness of employment law • A future perspective on labour migration

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HR 919 Comparative Employment Relations 20 credits

Module Aim

• To examine current issues in the field of comparative employment relations including from a political economy perspective.

• To outline and examine comparative employment relations in the context of the international political economy together with the strategies and practices utilised by international firms. • To analyse comparative employment relations from a range of social and institutional

perspectives and from a range of distinct environments.

Objectives

One of ways to understand the development of employment relations is by grounding them in an international comparative context which in turn requires an understanding of three interrelated processes: the social and historical development of what is known as the political economy of contemporary international business organisation in its various contexts; the employment relationship itself and the conflicts that surround it including the mechanisms utilised by management and labour to negotiate or manage relationships that may or may not be conflictual; the nature of contemporary political economy for employment and employees more widely whether in terms of those considered to be ‘outside’ the orbit of multinational firms or those on their margins impacted by the consequences of international business. Comparing employment relationships in a variety of international contexts will offer illustration of the ways in which these three interrelated processes.

A flexible and interactive approach will be employed, most sessions will feature a lecture followed by a student-led class discussion. Each week a small group of students will be selected to work together to lead these discussions and debate in the class

• Managing the Employment Relationship in an International Context and the comparative analysis: concepts and methods

• Countries, Companies and Culture • Perceived Best Practice: The American Model • The Transfer of HRM: Lessons from Japanisation for an alternative account of perceived best practice. • Understanding the employment relationship in Developing Countries • Internationalising organisations. • International management – From Japanisation to Lean Production to High Performance Work Organisations. To what extent is HPWO just a development of the idea of Japanisation? • The changing character of the employment relationship in the so-called “new Europe” • What about the Workers? How successful can trade unions be in their attempts to organised across national boundaries? • What about the unorganised and the migrant labour force? Can community unions offer a way ahead for local and international trade unions?

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HR 918 Labour & Diversity in a Global Context 10 credits

Module Aim

This module will provide students will the opportunity to explore patterns of labour mobility across nation states and how these have varied across space and time. A key focus will be on the issue of diversity management within and between nation states in an era of more integrated markets and the practical implications these have for managers working in different political and economic contexts.

Objectives

On completion of this module participants will be able to:

• Review and critically evaluate major contemporary research and debates in the fields of labour flow, labour mobility and diversity management in a global context. • Debate and critically evaluate attempts to conceptualise labour power, labour mobility and l abour flows across national borders. • Explore the impact of culture on attitudes to and management of migrant labour and workplace diversity • Critically discuss and review social divisions relating to trans-national labour mobility in terms of gender, race and ethnicity.

• Critically discuss the implications of labour flow and mobility for migrant labour in contemporary societies.

• Explore and evaluate the notion of diversity management on a global scale.

• Consider the effectiveness of employment law in relation to diversity in a global context. • Understand the possible implications of demographic and wider socio-economic change on

future labour migration

• Conceptualising and contextualising labour power and labour mobility

Explore what is understood by term labour power, labour mobility and labour flows across borders

• Analysing social divisions and inequality in global context Dimensions of division and inequality

Gender, Ethnicity and production networks Gender, ethnicity and culture

• Migrant labour in contemporary economies

Understanding mobilities, migration and the flows of migrant labour International and internal migration

Managing migrant labour Organising migrant labour

• Diversity management: significance and challenges

Exploring the concept of diversity management and the challenges of ‘global’ diversity

management

Exploration of the key drivers for diversity management at global, regional and national, sectoral, organisational and individual levels.

Women, men and management in international organisations Policy responses: individual, organisation, government, civil society • Employment law in a global context

Rationale and effectiveness of employment law • A future perspective on labour migration

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HR 919 Comparative Employment Relations 20 credits

Module Aim

• To examine current issues in the field of comparative employment relations including from a political economy perspective.

• To outline and examine comparative employment relations in the context of the international political economy together with the strategies and practices utilised by international firms. • To analyse comparative employment relations from a range of social and institutional

perspectives and from a range of distinct environments.

Objectives

One of ways to understand the development of employment relations is by grounding them in an international comparative context which in turn requires an understanding of three interrelated processes: the social and historical development of what is known as the political economy of contemporary international business organisation in its various contexts; the employment relationship itself and the conflicts that surround it including the mechanisms utilised by management and labour to negotiate or manage relationships that may or may not be conflictual; the nature of contemporary political economy for employment and employees more widely whether in terms of those considered to be ‘outside’ the orbit of multinational firms or those on their margins impacted by the consequences of international business. Comparing employment relationships in a variety of international contexts will offer illustration of the ways in which these three interrelated processes.

A flexible and interactive approach will be employed, most sessions will feature a lecture followed by a student-led class discussion. Each week a small group of students will be selected to work together to lead these discussions and debate in the class

• Managing the Employment Relationship in an International Context and the comparative analysis: concepts and methods

• Countries, Companies and Culture • Perceived Best Practice: The American Model • The Transfer of HRM: Lessons from Japanisation for an alternative account of perceived best practice. • Understanding the employment relationship in Developing Countries • Internationalising organisations. • International management – From Japanisation to Lean Production to High Performance Work Organisations. To what extent is HPWO just a development of the idea of Japanisation? • The changing character of the employment relationship in the so-called “new Europe” • What about the Workers? How successful can trade unions be in their attempts to organised across national boundaries? • What about the unorganised and the migrant labour force? Can community unions offer a way ahead for local and international trade unions?

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HR 916 HRM in a Business Context

(Exempt Core Module)

20 credits

Module Aim

This module aims to explore the managerial and business context of the HRM professional. It reviews the major internal and external contextual factors influencing HRM and examines the constraints and choices facing HR managers and others in managing people within the employment relationship. The module recognises that HRM occurs in a variety of organisational contexts and the significance of these variations (by for example, scale and size of workplace organisation, types of product/service market, physical locations or sector and ownership/ purpose) will be examined.

Objectives and Learning Outcomes

• an understanding of the main kinds of organisational contexts facing contemporary HR managers

• a critical appreciation of the main external contextual influences facing HR professionals and managers including political, legal, economic, social, ethical and technological influences

and how these impact on managing people in the employment relationship

• an understanding of how organisational and HR strategies are shaped by these wider contextual factors but also seek to adapt, anticipate and shape them.

• HRM and the external context- this part of the module will review the critical issues facing HRM in the context of changes in the external environment, but also how HR contributes to organisational strategies in responding to these developments.

• Contemporary organisations and the internal context for HRM- this part of the module will turn the focus to how organisations have and are changing and the variety of organisational contexts (size and scale of operations, locations, types of product and markets including varied labourer markets, objectives and ownership). It will explore how HRM as a managerial function fits into this context and relates to other parts of the organisation and its

stakeholders. The interactions between external and internal contexts for HRM will be analysed.

• Strategy formulation and implementation will explore the development of HR strategies in the context of wider business strategy and examine some of the key choices and constraints in the strategy making process as it relates to HRM. Different models of HRM will be examined here including “best practice”, “best fit” and “resource based views”, and associated implications for strategy implementation.

• A key element of the module will focus upon the component elements of the HRM environment, including markets and the competitive environment, globalisation, social and demographic trends, technological developments, and political and legal contexts.

• Evaluating the tensions in HR strategy associated with balancing economic and socio-political business contexts with a socially legitimate system for the organisation of work.

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HR 921 Research Report

(Exempt Core Module)

20 credits

Aim

Key elements of professional competence are strategic awareness, a business orientation and a concern with adding value through human resource (HR) practice. Qualified professionals should be able to research relevant topics and write reports that can persuade key stakeholders in the organisation to change or adopt a particular policy and practice.

This module provides the opportunity for learners to demonstrate the ability to diagnose and investigate a live, complex business issue from an HR perspective, 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 report requires a critical evaluative approach, empirical investigation and 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:

• Identify and justify a business issue that is of strategic relevance to the organisation. • Critically analyse and discuss existing literature, contemporary HR policy and practice

relevant to the chosen issue.

• Compare and contrast the relative merits of different research methods and their relevance to different situations.

• Undertake a systematic analysis of quantitative and/or qualitative information and present the results in a clear and consistent format.

• Draw realistic and appropriate conclusions and make recommendations based on costed options.

• Develop and present a persuasive business report.

• Write a reflective account of what has been learned during the project and how this can be applied in the future.

Students complete the Research Report as a group project. To enable students to complete the Research Report, students require access to an organisation and two days per week for eight weeks from January to March has been set aside for the student groups to work on the project. The organisation can be based in the UK or overseas and the business issue being investigated must have an international focus. Meetings with the organisation can be arranged through conference calls, Skype, or similar.

• Identify and justify a business issue that is of international strategic relevance to the organisation. This is normally decided in conjunction with the organisation.

• Critically analyse and discuss existing literature, contemporary HR policy and practice relevant to the chosen issue.

• Compare and contrast the relative merits of different research methods and their relevance to different situations.

• Undertake a systematic analysis of quantitative and/or qualitative information and present the results in a clear and consistent format.

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HR 924 Dissertation 60 credits

Introduction

The MSc Dissertation is a substantial piece of academic work or around 15,000 words. It will undoubtedly be the most in-depth, academically rigorous and challenging piece of work of the programme. As such it provides you with the opportunity to illustrate your understanding of International HRM with greater breadth and depth.

The MSc Dissertation provides the opportunity to demonstrate qualities of scholarship; such as the discriminating use of reading and engagement with prevailing academic debates; the generation of empirical data; and the presentation of well researched, coherent and well supported analysis. This involves developing and applying research skills particularly in the areas of literature search, problem definition, data collection, analysis and argument.

Objectives

• To demonstrate academic scholarship at Masters level

• To enable students to deepen and widen the academic content of the course.

• To develop research and analytical skills particularly in the areas of literature search, problem definition, data collection, analysis and argument.

Parameters

The vast majority of students undertake a case study based dissertation. This approach best allows for a combination of theory (through reviews of literature) with the collection of primary data. It is more difficult for students to develop a sufficiently distinctive contribution entirely through desk-based research, though the use of large data sets would provide for original investigation of empirical data.

Dissertations may still have a ‘practical’ focus, but in a different way than the Research Report. The latter takes as its starting point an employer-defined problem/issue in which the ultimate product includes a series of recommendations. The MSc Dissertation offers students the opportunity to follow up their own interests, with more emphasis on analysis and explanation, though, of course, there may be policy implications from the findings. The topic of the dissertation must have an international focus.

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ELECTIVE MODULES

(2 x 10 credit Exempt Elective Modules)

41910 Employee Issues and the Law 10 credits

Employment law plays a role in shaping the work of personnel specialists. Students will be introduced to important aspects of employment law with the aim of examining the nature and extent of its impact on employment relationships, policies and practices, and will gain knowledge of the way in which employment law is formed through legislation and directives.

41937 Employee Relations 10 credits

This class will provide a critical understanding of current developments in employee relations. Students will learn about the dynamics and shape of the employment relationship with particular attention focussed on exploring the resilience of the traditional institutions and modes of employment regulation, as well as exploring current attempts to recast the dynamics of employee relations.

41938 People Resourcing 10 credits

This module will help students understand people resourcing issues within organisations and related concepts in order that they become thinking practitioners in the field. Issues such as managing performance, managing equality and managing careers will be covered.

HR911 Employee Reward 10 credits

Students will become familiar with different pay systems and structures and will develop an understanding of the interdisciplinary nature of the foundations of pay in this module, enabling them to develop a critical understanding of pay systems and structures.

HR913 Human Resource Development 10 credits

This module provides students with a comprehensive view of the field of human resource development (HRD), learning and change for individuals and organisations. The module considers theories and practice in the management of workplace learning and development. We encourage the development of a critical view of HRD theory and practice, to develop your capabilities as HR professionals in work and employment. HR professionals who are able to think critically about HRD are better problem-solvers and decision-makers, on the broader social implications of changes taking place in organisations and the challenges these changes pose to HRD.

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HR 943 Research Methods for HR Professionals 20 credits

(Additional module, see exemption information)

Module Aim

This module is designed to increase critical awareness of the ways in which research in social science practice relates to theories of research methods that can be applied within business contexts. It is concerned with exploring the strengths and weaknesses of particular research designs and techniques relevant to human resource management and development. The overall concern of this module is to equip students with the ability to design and execute methodologically rigorous research projects. Key Knowledge and Understanding:

• to provide a basic understanding of research approaches, theories and designs • to understand the philosophical positions associated with research techniques • to understand the processes and practices involved in designing a research project Applied Knowledge and Understanding:

• to locate a research topic within the wider literature • to be able to select and utilise appropriate methods of data collection • to understand how to generate, analyse and interpret qualitative data • to understand how to generate, analyse and interpret quantitative data • to be able to present theory and data in a way that is suitable for the dissertation Learning Outcomes • understand the processes involved in designing a research project • specify a clear research question, drawing on a body of theoretical concepts from relevant literature • decide on a site for empirical research, negotiate access and identify other practical research related issues • select appropriate methods of data collection • identify information on the design of research instruments • plan the research and write a credible research proposal Indicative Content • Introduction to the Research Process

Methodology, methods and research philosophy • Critical literature review methods

• Qualitative Research – Methods and Analysis Interviews; Focus Groups; Case Study research Participation, Ethnography and Observation • Quantitative Research

Questionnaire design and analysis

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ELIGIBILITY CRITERIA

To be considered for entry to the programme in Singapore with exemptions, applicants must hold one of the following qualifications:

WSQ Specialist Diploma in Human Resource Management, or WSQ Professional Diploma in Human Resource Management.

Other equivalent qualifications may be considered, please contact us for further information. Applicants who do not hold a Singaporean qualification, or a qualification from a majority English-speaking country, will be required to provide proof of competence in English, eg IELTS 6.5 with no components below 5.5, or acceptable equivalent.

In summary, the eligibility criteria to the MSc IHRM (Singapore) Programme are:

L4 graduates (40-credit exemption) or L5 graduates (60-credit exemption) Bachelor’s Degree from a recognised university + Minimum 2 years’ experience in an executive HR function + Hold minimum 40- credit equivalent of HR WSQ modules in HRM domain Bachelor’s Degree from a recognised university + Minimum 2 years’ experience in an executive HR function + Hold minimum 40 credits in the HRM

domain that are equivalent to the HR WSQ L4/L5 Bachelor’s Degree from a recognised university + Minimum 2 years’ experience in an executive HR function +

Undertake and pass minimum 40-credit equivalent of HR WSQ modules in the HRM domain with HCS. Note: • L4 = WSQ Professional Diploma in Human Resource Management • L5 = WSQ Specialist Diploma in Human Resource Management • Applications by non-graduates of HR WSQ L4 or L5 courses will be considered on a case-by-case basis

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COURSE FEES

All amounts are in Singapore dollars (SG$).

TYPE _{(EXCLUDING GST)}AMOUNT DETAILS

Application fee $50

Registration fee $1,000

Upon offer and acceptance, candidates have to pay a registration fee of $1,000 to confirm their enrolment for the course. This amount is de-ductible from the course fees.

MSc programme fee $26,000

The fees are payable 50% on admission and 50% at mid-term.

All fees paid are not refundable.

FUNDING

Funding by e2i, subject to terms and conditions, is as shown below: HCS HR WSQ Specialist Diploma in HRM/CPOP Graduates: S$1,800 HCS HR WSQ Professional Diploma in HRM Graduates: $2,400

Furthermore, NTUC members are able to enjoy $250 yearly course fee funding through UTAP. The funding stated above are applied to the course fee after GST.

Company sponsored individuals might also claim benefits under the Productivity and Innovation Credit (PIC) Training scheme.

OTHER DETAILS

Classroom Facility in Singapore

Classes in Singapore are held on the premises of Human Capital Singapore at: Human Capital Singapore

11 Eunos Road 8, Unit 05-01, Lifelong Learning Institute, Singapore 408601 Website

Details of the Strathclyde MSc International HRM course can be found at:

http://hcs.com.sg/v2/index.php/info/page/university_of_strathclyde_msc_in_ihrm Contact Details

Human Capital Singapore

Email address: [email protected] Tel: +65 6423 0388

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FREQUENTLY ASKED QUESTIONS

1.What benefits do HCS Human Resource WSQ graduates enjoy?

Graduates will enjoy credit exemptions for the MSc in IHRM Programme. CPOP/Specialist Diploma graduates: exemption of 60 credits

Professional Diploma graduates: exemption of 40 credits

2.I am not a HCS graduate but I have a degree from another institution and

many years of human resource related working experience, can I apply?

Yes. The initial intakes are intended mainly for graduates of HCS’s CPOP and Professional Diploma in HR Management courses. Others may also apply.

3.Are exemptions available for other students?

Exemptions for candidates with other qualifications and work experience will be decided by Strathclyde University and HCS on a case-by-case basis.

4.Who would benefit from this MSc programme in International HR

Management?

Anyone who wants to pursue a career as a HR professional, especially companies with international operations.

Graduates of the Chief People Officer Programme (CPOP) and WSQ Specialist Professional Diploma holders will receive exemptions equivalent to as many as 60 credits. WSQ Professional Diploma graduates will receive exemptions equivalent to as many as 40 credits. This means they will be able to complete their degrees sooner.

5.What is the profile of the incoming cohort?

This programme is meant for working adults who have graduated from HCS’s programmes. We expect that students would be generally experienced HR practitioners in general.

6.What kind of career does the MSc programme prepare one for?

The MSc in International HR Management programme is designed for HR professionals who aspire to work internationally. The programme will equip participants with:

• A good understanding of theoretical debates and policy issues affecting human resource management in the global context

• An awareness of the range of possible national and regional models for the management of human resources within the globalised economy

• An appreciation of the impact of local cultural and institutional influences on the practices of global organisations

• A good working knowledge of the skills required to manage in an international context and how multinational organizations can best mobilize a culturally diverse workforce.

7.Is the MSc programme approved by the Ministry of Education?

Yes. The Council for Private Education under the Ministry of Education has granted approval for Human Capital Singapore to deliver the MSc programme in Singapore

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8.What are the entry requirements?

The general entry requirements for admission into the MSc International HRM programme are as follows: • CPOP/HR WSQ Specialist Diploma graduates • HR WSQ Professional Diploma graduates • A good undergraduate degree or equivalent qualification • Relevant work experience • Competency in English

9.What is the length of time allowed for completion of the MSc course?

The programme consists of 8 months of academic studies followed by 6 months of dissertation work.

10.How many hours a week will I need to study?

Students with 60-credit exemptions will have a total study time of: Lectures/Seminar/Tutorials: 126 hours

Student self-study time: 1074 hours Total hours of Study: 1200 hours

11. How do I submit my assignments?

Most assignments are submitted electronically.

12. What happens if I cannot complete a module, can I defer and join a later

class?

No. All students must follow the schedule of their cohort.

13.For the programme, is there an opportunity to study in UK?

This is a programme offered in Singapore. We will be flying in professors from Strathclyde University to teach. There will be no courses conducted in the UK.

14.Do I need to take up fee insurance?

Yes. Fee insurance is a mandatory requirement set by CPE to protect students. HCS will facilitate the fee insurance payment. There will be a small charge.

15.Where will the lessons be held?

The lessons will be conducted in HCS’s classrooms at the Lifelong Learning Institute.

16.Will there be a graduation ceremony?

Yes. There will be a graduation ceremony to be held in Singapore. Note: Information is current as of time of print – September 2014

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Human Capital (Singapore) Pte Ltd

11 Eunos Road 8, #05-01, Lifelong Learning Institute, Singapore 408601

w: www.hcs.com.sg e: [email protected] t: +65 6423 0388 WDA-HR WSQ Continuing Education and Training (CET) Centre SPRING Singapore-approved HR and Productivity Consultant UEN: 200903531C Expiry: 15 May 2015

All rights reserved. No part of this booklet may be reproduced or transmitted in any form without the prior written permission of Human Capital (Singapore) Pte Ltd, or HCS. The views and opinions expressed in this booklet are those of the authors and contributors and do not necessarily reflect those of HCS. Although every reasonable care has been taken to ensure the accuracy and objectivity of the information contained in this publication, neither HCS, the publisher, editors, their employees and agents can be held liable for any errors, inacurracies and/or omissions, however caused. We shall not be liable for any action taken based on the views expressed or information provided within this publication. We occasionally use material we believe has been placed in the public domain. Sometimes it is not possible to identify and contact the copyright owner. If you claim ownership of something we have published, we will be pleased to make a proper acknowledgement.

For more information on our HCS Programmes & Initiatives, please contact us at:

Sean Goh

Manager

Capability & Business Development Email: [email protected] Office: +65 6603 8056 HP: +65 9011 7708

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Human Capital (Singapore) Pte Ltd

11 Eunos Road 8, #05-01,Lifelong Learning Institute, Singapore 408601 w: www.hcs.com.sg e: [email protected] t: +65 6423 0388

WDA-HR WSQ Continuing Education and Training (CET) Centre SPRING Singapore-approved HR and Productivity Consultant

International Human Resource Management

Master of Science in