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MBA - General Management

Managing Human Capital

Programme Objectives

The programme has the following aims:

  • To enable the advanced study of organisations, their management and the changing external context in which they operate
  • Equip individuals for and/or development of a career in business and management by developing skills at a professional or equivalent level to assume senior managerial and leadership positions in business
  • Development of the ability to apply knowledge and understanding of business and management to complex issues, both systematically and creatively, to improve business and management leadership and practice.
  • Enhancement of lifelong learning and personal development so as to be able to work with self-direction and originality and to contribute to business and society at large.

Benefits

At the end of the programme the successful student will have the ability to:

  • Demonstrate critical understanding of management theories, current issues of management, the development of conceptual frameworks to guide their application within organisations.
  • Acquire a strong foundation in key functional areas of business management to enable them to succeed as effective managers/leaders in an increasingly complex and dynamic environment.
  • Acquire and use a range of concepts, tools and techniques for problem solving and decision-making for analyzing complex and inter-related business scenarios.
  • Demonstrate and apply independent research and critical skills enabling the investigation and evaluation of valid and relevant management issues and practices.
  • Demonstrate initiative, insight, attitudes of responsibility and ethical leadership in the development of the strategic management agenda in the organization the participant works in or expected to work in the future.

Programme Content

Overview

No. of Credits:7.5 ECTS
Credit Level:Master Mandatory
Pre-requisite:None
Co-requisite:None
Module Description: To develop a critical understanding of current and emerging practices in the managing of human capital in organizations. Enhance students ’abilities to increase the contribution of human capital management to long-term corporate success, whatever the specific nature of their managerial role and the industry they are in.

Learning Outcomes

On completion of the module, students will be able to:

  • Demonstrate a critical understanding that to engage successfully in processes of human capital management, their thinking needs to go beyond such dualisms as thinking and acting, structure and culture, strategy and implementation, and see each of these as different facets of unified processes in human and organisational life.
  • Analyse and evaluate the choices presented in approaches to human capital management practices and how these relate to the overall strategic way an organisation handles its changing environment and the range of stakeholders with which it deals.
  • Critically appraise current managerial practices to inform the way they can contribute to the strategic direction of human capital resourcing, and develop appropriate and relevant solutions to employment management issues in their organisations.

Indicative Content / Areas of Study

  1. Historical view of work, work today and workers’ psychological contract
    • Historical views and philosophies relating to work and work ethics
    • Changing trends and expectations of modern workforce
    • Social and Psychological Contract in workplace

  2. Essence of organisational strategy, human capital strategy
    • Concepts of Strategic Human Capital Management
    • Nature and Aims of Human Capital Management Strategies and Organisational Strategic Fit
    • Human Capital Delivery Systems and Models

  3. Human Capital Management( HCM) roles in structures, culture and policy as well as strategic Human Capital( HC) partnership and alliance
    • Strategic Human Capital Policies
    • Strategic Human Capital Procedures
    • Role of Organisational Structure and Culture on Human Capital Management Practices
    • Role of Strategic Human Capital partnerships and Alliances

  4. The Workplace Relations
    • Employee Relations approaches
    • Employee Relations Processes
    • Employee Relations Strategies
    • Psychological Contract between Employees and Employers

  5. New Roles and Challenges for HCM
    • Performance Management
    • Talent Management
    • Employee Engagement
    • Work-Life Balance

  6. Human Capital Trends and Organisation Culture
    • Emerging Trends in Human Capital relating to Knowledge Workers
    • 21st Century Work Skills and Attributes
    • Impact of ICT and mobile technology on organisational culture and job design

Teaching and Learning Strategy

Student centered learning will be strongly encouraged and developed. Cooperative Learning and Problem-Based Learning will be infused into the teaching-learning-assessment strategies.

Group discussion, case analysis and self directed learning resources will be available to support the delivery and the appropriate assessment tools / tasks will be used to assess the intended learning outcomes.

Mode A: Fully taught

Lectures – Tutorials:36 hours
Online interaction:4 hours
Directed Independent Learning:120 hours
Total:160 hours

Mode B: Blended

Lectures –Tutorials:18 hours
Online Learning:18 hours
Directed Independent Learning:124 hours
Total:160 hours

Mode C: Fully Online

Recorded Video Lectures:18 Hours
Online Learning:18 hours
Directed Independent Learning:124 hours
Total:160 hours

Assessment:

Assessment Weighting: 100%Coursework

An individual piece of management report of about 3500-4000 words that requires students to critically appraise current human capital managerial practices to inform the way they can contribute to the strategic direction of human capital resourcing, and develop appropriate and relevant solutions to employment management issues in their organisations or other organisations they are familiar with.

Resources

Course Materials provided by IPE - PARIS

  • Michael Armstrong, Handbook of Human Resource Management Practice, 2012, 12th Edition, Kogan Page
  • Eugene McKenna, Nic Beech, Human Resource Management, 3rd edition, 2010, FT Prentice Hall
  • Online resources on Online Learning Portal
  • Online data bases from IPE - PARIS E Library

Regulations: Conforms to the relevant PG regulatory framework at IPE - PARIS.