Student Handbook

MSc Human Resources Management /Development

2015/2016

Course Leader: Alison Hollinrake

School of Management

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UCLan Mission statement

WE PROMOTE ACCESS TO EXCELLENCE ENABLING YOU TO DEVELOP YOUR POTENTIAL We value and practise equality of opportunity, transparency and tolerance. We strive for excellence in all we do: locally regionally, nationally and internationally. We work in partnership with business, the community and other educators. We encourage and promote research innovation and creativity.

Student Charter The Student Charter has been developed by the University and the Students’ Union so that

students gain the maximum from their UCLan experience. It is a two-way commitment or

‘contract’ between the University and each individual student. It acts as a means of

establishing in black and white what students can expect from the University and the Union

in terms of support, and in return what we expect from our students. Read the full Student

Charter

Whilst some of the focus of the Charter is specifically aimed at full time

undergraduates we feel that the charter offers an excellent framework in outlining

rights and responsibilities between us as you join our academic community.

Supporting Diversity at UCLan UCLan recognises and values individual difference and has a public duty to promote equality and remove discrimination in relation to race, gender, disability, religion or belief, sexual orientation and age. During your time at UCLan we expect you to be able to

experience "an integrated community based on mutual respect and tolerance where all staff and students can feel safe, valued and supported."

contribute to creating a positive environment where discriminatory practices and discrimination no longer happen.

Please review the UCLan Equality and Diversity Policy for further information.

Contents page

1. Introduction to the course

2. Structure of the course

3. Approaches to teaching and learning

4. Student support, guidance and conduct

5. Assessment

6. Course regulations

7. Student voice

8. Appendices

8. 1 Approved programme specification

9. Fee Information

1. Introduction to the course

1.1 Welcome to the course

Dear Student

Welcome to the University of Central Lancashire and our HR community! More specifically, welcome

to your MSc HRM/D Course.

We hope that during your time with us here at the University of Central Lancashire you will enjoy your

studies. As a student you also have access to lots of electronic resources, support and free courses.

Four key services you might like to look at are: - .

Ask the Library Trainer for support and help on using the library

Ask the IT trainer for support on a range of software applications

A range of electronic resources

E-learning (Blackboard) access remotely & on campus for resources on modules

Library & Information Services Induction presentation.

We also have an active Students' Union and many interesting clubs and societies which you may be

interested in joining.

The first few weeks of your course will probably be quite hectic - lots of new faces, travelling to

different buildings, etc. Your Student Handbook is, therefore, designed to act as a reference guide for

all the pieces of information you may need during your life here.

It is part of our University's philosophy to involve students in the running of their courses as much as

possible. On our courses it has always been our practice to invite all students to Course Staff/Student

Liaison meetings and you may see some modules and assessments are changed as a result of these

discussion processes.

I would like to take this opportunity to wish you every success here at the University of Central

Lancashire and to encourage you to strive to achieve your full potential.

If you have any problems, issues or concerns during your programme please do not hesitate to

contact me by e-mail at ahollinrake@uclan.ac.uk

Best wishes for your success.

Alison Hollinrake

Alison Hollinrake

Ph.D. MSc, BA Hons., FHEA, Chartered member CIPD

Course Leader

1.2 Rationale, aims and learning outcomes of the course

The MSc offers you the opportunity to enhance your professional skills and knowledge of Human Resource Management and Development. We seek to enable you to gain a competitive edge in pursuing your professional career and to make an outstanding contribution to the performance of your employing organisation. The accreditation of this course by the Chartered Institute of Personnel and Development (CIPD) is a key factor is this. Successfully completing the MSc may lead to membership of the CIPD following the CIPD’s behavioural assessment and gaining appropriate experience. The CIPD want members to be capable in certain ‘professional areas’ and to demonstrate certain behaviours. Professional areas:

Behaviours:

The MSc offers the opportunity to develop skills and these behaviours as part of your studies for the academic qualification. 1.2.1 What does the course set out to achieve?

The programme of study will be directed towards the attainment, assessment and evaluation of knowledge and skills required by you to meet your Postgraduate qualification. The intention is to create an intellectually challenging degree that will prepare you as a graduate, for a career in the field of business and marketing, or for further academic study.

1.2.2 Links with professional bodies and qualifications

This programme is accredited by the CIPD and subject to both CIPD and University quality

assurance processes and procedures.

1.2.3 The aims and learning outcomes

To this end the aims and learning outcomes of the programme, together with the teaching

and learning and assessment methods, are:

To provide you with a high quality postgraduate management education and development experience of intrinsic worth that will enable you to achieve learning outcomes at a level appropriate for the award of a MSc of the University.

To provide an intellectually stimulating programme of professional postgraduate education for students desiring to develop their careers in the human resource management and development profession.

To develop the operational skills and behaviours of human resource management and development practitioners through a curriculum that combines rigorous academic study, skills development and application.

To ensure that by completion of the programme, students meet the requirements of CIPD ‘advanced’ level standards to enable them to contribute to their present or future organisations.

To enable you to learn and demonstrate your skills and knowledge to a level that may lead to MCIPD. Please note this course meets the skills and knowledge elements of the CIPD process but the CIPD have their own process for the assessment of the ‘behaviours’ (listed above) and the appropriate experience.

1.2.4 The Programme Objectives are to:

Critically evaluate the principles and practices of specific human resource

management and development topics from an academic and organisational

perspective.

Demonstrate an ability to develop ideas and arguments, to identify appropriate

professional responses to organisational problems and issues and to apply these

at a level appropriate to the CIPD’s professional areas and behaviours.

Apply your professional skills and knowledge within a work environment

Successfully demonstrate your continuous professional development (CPD)

1.2.6 Learning outcomes, teaching, learning and assessment methods Upon successful completion of the Programme you should be able to demonstrate that you

have achieved a number of key learning outcomes to a level appropriate for the award of a

MSc from the University. You will also have completed all of the learning outcomes required

by the CIPD’s programme of study.

In particular, you should be able to show that you can:

• Critically assess the objectives and methodologies of your business colleagues and

stakeholders.

• Strategically assess trends and patterns and identify good practice which can be

imported from outside the organisation.

• Demonstrate a level of knowledge, understanding and ability about managing people

and leadership that meets CIPD Professional Standards.

• Demonstrate an awareness of the wider contribution that personnel management

and development can make to organisational success.

• Demonstrate an understanding of how to develop organisational capacity through

people management and development processes and initiatives that will help to

embed or promote change in organisational culture, structure and functioning.

• Effectively analyse business needs and issues using relevant facts and figures;

anticipating objections and preparing responses.

• Effectively apply a range of critical thinking abilities, tools and processes.

• Demonstrate the ability to prioritise tasks and work schedules

• Systematically seek to improve performance and professional development through

periodic reflection.

• Identify how to gain support and commitment from others and be able to influence

and persuade them.

• Promote professionalism and an ethical approach to HRM and HRD practice in

organisations.

1.3 Course Team

The course is run by the Lancashire Business School, Division of Human Resource

Management and Leadership.

Course Leader Room Ext. E-Mail

Alison Hollinrake GR257 4781 ahollinrake@uclan.ac.uk

You can see more details on university staff profiles

STAFF E-MAIL PHONE ROOM

STAFF ARE LISTED BELOW BUT OTHERS MAY TEACH ON THE PROGRAMME:

Dr. Ian Ashman iashman@uclan.ac.uk 01772 894782 GR 263

Alison Hollinrake ahollinrake@uclan.ac.uk 01772 894781 GR 257

Dr. Barbara Menara BMenara@uclan.ac.uk 01772 894616 GR257

Tony Proctor tproctor@uclan.ac.uk 01772 894704 GR 250

Dr. Ruth Slater reslater@uclan.ac.uk 01772 894640 GR 260

Emma Thirkell ethirkell@uclan.ac.uk 01772 893780 GR250

Dr. Gemma Wibberley gwibberley@uclan.ac.uk 01772 894674 GR263

1.4 Academic advisor

The Academic advisor is your Course Leader (Alison Hollinrake) and Alison can help you

with advice about both the academic, personal and administrative aspects of your course.

Alison is the person to contact if you have any personal difficulties which are affecting your

ability to study on the course, certainly in the first instance. Contact David at the earliest

opportunity.

If there is anything which you are not sure about then ask Alison.

1.5 Administration details

Campus Administrative Services provides academic administration support for students and staff and are located in Greenbank Building room GR006 and is open from 8.45am until 5.15pm Monday to Thursday and until 4.00pm on Fridays. The hub can provide general assistance and advice regarding specific processes such as extenuating circumstances, extensions and appeals. Course specific information is also available via school blackboard sites. The hub telephone numbers are Ext. 1998 or 1999 The hub email contact is GreenbankHub@uclan.ac.uk

1.6 Communication

The University expects you to use your UCLan email address and check regularly for messages from staff. If you send us email messages from other addresses they risk being filtered out as potential spam and discarded unread. The preferred method of communication in the first instance is by e-mail. Subsequently University staff may arrange to speak on the telephone or to meet with you. Academic staff do not work a regular day time work pattern. Many of us teach in the evenings and as we also carry out research and consultancy activities as part of our job roles we are not always in the university. So e-mail usually gets us quicker than other forms of communication. Academic staff are not “off all Summer” although it is usually the only time we can find to take our annual holiday entitlement due to our term time teaching commitments. When a member of staff is on holiday you will receive a bounce back e-mail (Please note: if you have e-mailed previously you will only receive this once).

1.7 External Examiner

The University has appointed an External Examiner to your course who helps to ensure that

the standards of your course are comparable to those provided at other higher education

institutions in the UK. If you wish to make contact with your External Examiner, you

should only do this through your Course Leader and not directly. External Examiner

reports are available to you electronically on the university’s shared drives. However, the

highlights of the external examiner reports are made available at staff student liaison

meetings.

The School send a sample of student coursework to the external examiner(s) for external

moderation purposes, once it has been marked and internally moderated by the course

tutors. The sample will include work awarded the highest and lowest marks and awarded

marks in the middle range.

The external examiner for our course is Professor Ian Cunningham at Strathclyde

University. Ian is also an Academic Fellow of the CIPD and has responsibility to the CIPD for

ensuring the University complies with its approved status.

2. Structure of the course

2.1 Compulsory Modules

These modules are compulsory

HR4007 HRM in Context

This module provides learners, first, with an understanding of the principal internal and

external environmental contexts of contemporary organisations, including the managerial

and business context, within which managers, HR professionals and workers interact in

conditions of environmental turbulence, change and uncertainty. Second, the module

examines how those leading organisations respond to these dynamic environmental

contexts. Third, the module indicates how leaders in organisations, and those in the HR

function, and line managers with HR responsibilities, need to recognise and acknowledge

that corporate decisions and HR choices are not always shaped by managers alone. They

are also shaped by internal and external forces beyond their immediate control.

HR4008 Managing, Leading & Developing People

This module aims to provide learners with a rigorous framework of knowledge and

understanding concerning people management and development that they will need

whatever the degree of specialisation they later elect to follow. It has a number of distinct

learning objectives. First, the module seeks to familiarise learners with major contemporary

research evidence on employment and effective approaches to human resource (HR) and

learning and development (L&D) practice. Research focusing on the links between people

management practices and positive organisational outcomes is covered, as is research that

highlights major contemporary changes and developments in practice. Second, the module

introduces learners to major debates about theory and practice in the specific fields of

leadership, flexibility and change management, the aim being to help them become effective

managers as well as effective HR specialists, managing others fairly and effectively and

increasing levels of engagement, commitment, motivation and performance. The module

also introduces the major aims of HR and L&D and explores how these are achieved in

practice in different types of organisational scenario. Finally, the module requires learners to

reflect critically on theory and practice from an ethical and professional standpoint and

provides opportunities for applied learning and continuous professional development.

HR4009 Developing Skills for Business Leaders

Successful human resource (HR) professionals have different approaches to their work,

sharing a range of diverse personality traits, attributes and beliefs. These underpin skills

proficiency, but cannot in themselves be described as ‘skills’. Yet often they are central

determinants of an individual manager’s effectiveness and are developed consciously over

time and with an awareness of differing cultural contexts and operating environments. A key

purpose of this module is thus to encourage learners to develop a strong sense of self-

awareness and of their own strengths and weaknesses as managers and colleagues. The

module is primarily concerned with the development of skills, and specifically seeks to

develop and improve a range of definable skills that are pivotal to successful management

practice and to effective leadership. These include thinking and decision-making skills, the

management of financial information, managing budgets, a range of teamworking and

interpersonal skills and others associated with developing personal effectiveness and

credibility at work. The module also seeks to develop further more-specialised skills that are

of particular significance to effective higher-level people management and provides

opportunities for applied learning and continuous professional development. Finally, the

module seeks to help learners make the most of their formal programmes of study with the

inclusion of key postgraduate study skills and requires critical reflection on theory and

practice from an ethical and professional standpoint.

HR4011 Organisational Design and Development

2.2 Option Modules

There are two pathways on this programme and you need to inform the Course Leader at

the outset which pathway you wish to be on. One pathway is HR Management (HRM) and

the second is HR Development (HRD).

HRM Pathway To be awarded an MSc HRM, as well as taking the core modules outlined in 2.2.1, you are required to complete at least one option module from the HRM list above and complete a dissertation based on an HRM topic.

HRM (pathway) Options HRD (pathway) Options HRM/D (pathway)

These modules are normally

taught as standard

Employment Law Learning & Talent

Development

Organisational Design and

Development

Managing Employee

Relations

Designing, Delivering and

Evaluating Training

Leadership & Management

Development

Employee Engagement Investigating Coaching and

Mentoring

Performance Management Knowledge Management &

Organisational Learning

Reward Management

Talent & People Resourcing

HRD Pathway To be awarded an MSc HRD, as well as taking the core modules outlined in 2.2.1, you are required to complete at least one option module from the HRD list above and complete a dissertation based on an HRD topic. PLEASE NOTE: The University is accredited to run all module options listed below.

However, modules will only run when student numbers make them economically viable and

based on staff availability. Core modules will always run and there will always be a

guaranteed pathway for both HRD and HRM.

HR4011 Organisational Design and Development

This module covers organisation design and organisation development and will enable

learners to develop a critical understanding of the theory and conceptual framework of

organisation design and of the principles and practices of organisation development. Both

are critical to our understanding of organisations and how they function and both reside

within a framework of organisation theory. The module focuses on decisions that have to be

made on the most appropriate organisational structure(s) to ensure delivery of organisational

activity. Organisation design is about shaping an organisation to maximise its effectiveness,

aiming for flexibility in delivery of its services. Through breaking down departmental barriers,

seeking improved supply efficiencies, teamwork and collaboration and working towards

better customer management and retention, organisations can enhance their performance

and ensure that organisational goals and targets are achieved. Organisation design activities

therefore focus on finding the most appropriate structures, relationships between

departments and sections, and allocation of work activities, including definition of duties and

role responsibilities. It has a clear link to performance management in that effective delivery

of work and output will be measured and managed. The module also focuses on how an

organisation’s culture, values and environment support and enhance organisational

performance and adaptability. Organisation development is defined by CIPD as a ‘planned

and systematic approach to enabling sustained organisation performance through the

involvement of its people’. This might include how organisational members acquire new

skills, knowledge and behaviours, and do things differently, often as part of the application of

continuous improvement strategies. The concept of the ‘learning organisation’ as one of a

number of organisation development strategies that might be adopted as part organisational

change activities is also explored. The importance of cultural awareness in managing

outcomes of design and development strategies, the practical applications of organisation

design and organisation development concepts and the implications for the effective

management of organisations and professional practice are considered.

HR4012 Talent & People Resourcing

This module focuses on these activities, focusing not just on the practical aspects of

recruitment, selection, employee retention and dismissal, but also on the strategic aspects to

equip learners with the knowledge and skills required for resourcing and talent management

within a global context. Skills can be sourced by hiring employees, but also through other

means such as the employment of agency workers, subcontractors and consultants, or

through outsourcing arrangements. To mobilise an effective workforce organisations hire

people from employment markets, which obliges them to compete for talent with other

employers whenever demand for skills is greater than the available supply. Effective

organisations thus develop a strategic approach to the attraction and retention of staff,

analysing their key employment markets and gaining an understanding of their dynamics so

as to enable them to compete more effectively, both now and in the future. Indeed, planning

to enable an organisation to meet its future demand for skills is an increasingly important HR

role and is central to this module. As the skills that employers seek become more

specialised, employment markets have tightened, leading to increased sophistication in the

area of resourcing and talent planning. This is reflected in the increased use of proactive

diversity management, employer branding, work–life balance initiatives and innovative

approaches to job design, which are covered in this module.

HR4013 Managing Employee Relations

This module will provide learners with a comprehensive understanding of employment

relations perspectives and debates, both national and international, from a theoretical and

behavioural competency perspective. It will enable learners to understand, analyse and

evaluate competing theories and perspectives associated with managing employment

relations strategies and their outcomes on organisational climate, employees and

management. The module provides opportunities for learners to critically apply the activities,

knowledge and behavioural competencies required for managing employment relations

practices in union and non-union, small and large, private, public and indigenous and

multinational organisations and will enable learners to review and critically evaluate the roles

and functions of different stakeholders in employment relations and the structures and

processes required to manage the employment relationship effectively. Learners will also be

able to assess the impact of contextual changes on employment relations practices and

organisational performance from a managerial perspective and gain insights into the creation

and implementation of effective employment relations procedures and policies.

HR4014 Employment Law

The purpose of this module is to provide learners with the knowledge, understanding and

skills required to brief organisations on the consequences of current and future

developments in employment law, and to give up-to-date, timely and accurate advice

concerning the practical application of legal principles at work in different jurisdictions. The

module will provide learners with the key principles that underpin UK and EU employment

law, their purpose, the major defences that employers are able to deploy when defending

cases, and the potential organisational costs and reputational risks associated with losing

them. Moreover, the focus is on situations that occur relatively regularly in workplaces rather

than on more uncommon or obscure legal scenarios and on advanced knowledge of

legislation or case law. Employment law continues to expand both in terms of volume and

complexity and the amount of regulation covering the employment relationship and the

workplace has grown substantially in recent years, including additional duties placed on

public bodies to actively promote equality. While organisations can source specialist advice

on more complex and unprecedented issues from legal advisers, senior human resource

(HR) professionals need to be sufficiently aware of major, current and coming developments

in the regulatory environment to ensure organisations are fully prepared and also able to

anticipate legal problems associated with proposed decisions or plans before they are

implemented. In the context of increasing numbers of claims to employment tribunals, they

take a leading role in handling issues and disputes at work and in leading an organisation's

response when a formal legal claim is contemplated or pursued, including preparing and

presenting responses to employment tribunal claims and they need to fulfil each of these

requirements to a professional standard.

HR4015 Performance Management

The module examines the design of performance management systems that aim to

transform organisational objectives and performance outcomes and identifies the knowledge

and skills needed for effective performance review processes that are fair, ethical and

improve people performance in modern organisations. It will equip learners with the

necessary skills and a critical understanding of the performance review process that

combines challenge and support and places a focus on personal, team and organisational

learning and accountability. Furthermore, it recognises the importance of communication

skills in the performance review process and evaluates the need for employee involvement

as well as transparent, ethical and justifiable rewards for performance.

HR4016 Reward Management

This module examines total rewards in an organisational and international context and

provides learners with the knowledge and understanding of environments in which reward

professionals plan, implement and evaluate employee reward policies to support strategic

organisational goals. They will acquire both theoretical and normative understanding of the

diverse approaches to reward management and be able to critically reflect on the strengths

and limitations of these approaches in promoting individual and organisational performance

in a fair, reasonable and equitable way. The foundations for pay and benefits management

in modern organisations in the private, public and third sectors and how these traditions can

be integrated into appropriate strategic designs that provide considerations of relative value

and worth, individual and collective contribution and labour markets is examined. Learners

will be able to comprehend the relationship between traditional, contingent and

developmental choices of rewards, the use of diagnostic and evaluative skills in designing

flexible approaches to reward and the challenges of international and executive pay

arrangements.

HR4017 Employee Engagement

This module explores the different dimensions of employee engagement, that is, the

cognitive, affective and behavioural dimensions. It examines and explores what is meant by

‘engagement’ and why some organisations are better than others at creating authentic

engagement among their employees, and what any organisation can do, with the aid of its

human resource (HR) professionals, to create sustainably high levels of workforce

engagement. The module will equip learners with a comprehensive understanding of the

concept of ‘engagement’ as applied in an organisational setting and explores the research-

based and philosophical connections between employee engagement and other related

beliefs, values, leadership models and management practice. It 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) achievements or

aspirations and will enable them to develop the knowledge and skills necessary to assess

the research, experiential and anecdotal evidence surrounding both the processes that

facilitate employee engagement and the outcomes that may follow. The module counsels

caution in the assessment and interpretation of ‘evidence’ about the processes and benefits

of engagement and the need to guard against tendencies towards rhetoric, as many studies

lack empirical detail and devote excessive attention to views of those with a vested interest

in reporting progress and success. Employee engagement, if properly understood, carefully

implemented and objectively measured, is a powerful tool for delivering positive reputational

and ‘bottom-line’ outcomes. Learners will explore techniques needed to measure

engagement, take remedial action or embed engagement-enhancing cultural practices, and

to identify, prioritise and evaluate actions to promote high levels of engagement.

HR4018 Learning & Talent Development

Learning and development and its central contribution to talent management is recognised

and acknowledged to be a significant lever in achieving economic, social and cultural

aspirations, ambitions and objectives of governments, work organisations and individuals.

Perhaps less recognised, but of equal importance, is the potential role of learning and

development in formulating and agreeing aspirations, ambitions and objectives. The

contribution of learning and talent development to both formulating and achieving objectives

forms a core rationale and component of this module. So too does the contextual nature of

notions of talent and their connections with national and organisational policy and strategies

intended to promote similarly contextual notions of success. This module will develop a

critical understanding of the potential and limitations of the contribution of learning and talent

development policies and strategies to formulating and achieving objectives at national,

organisational, group and individual levels and will enable the development of intellectual,

social, professional and personal skills to perform effectively in associated professional

roles.

HR4019 Leadership & Management Development

The focus of this module is on the development of leadership and management in facilitating

organisational, team and individual change and growth. There is recognition of differing

approaches and interpretations of the concepts of leadership and management within a

range of organisational contexts including public, private, not-for-profit, large, small, national,

international and multicultural organisations. This module encompasses the development of

leadership and management at all levels ranging from first line to senior managers and

draws on the established body of knowledge and theory in both leadership and management

and learning and development, in addition to the growing body of specialist knowledge in

leadership and management development. The module will enable learners to develop a

critical understanding of the complexities and contested nature of leadership and

management and the contextual opportunities for development. It will enable learners to

develop a range of personal and professional skills associated with the development of

leadership and management strategies to facilitate organisational development and change.

HR4020 Designing, Delivering and Evaluating Learning & Development

Provision

The design and delivery of learning and development always occurs in a specific context. It

is important therefore that this module develops a critical understanding of the role and

influence of a range of contextual factors on the design, delivery and evaluation of learning

and development plans and interventions. There is a well-established body of knowledge

and theory on learning processes and their application in instructional design and facilitating

learning that also influences design and delivery of learning and development plans and

events. This body of knowledge therefore forms a significant component of the module. The

module as a whole is intended to develop the professional knowledge and skills required to

perform effectively in specialist roles associated with the design, delivery and evaluation of

learning and development.

HR4021 Understanding and Implementing Coaching and Mentoring

Interest in and the use of coaching and mentoring in organisations, and as methods of

personal, professional and management development have grown significantly. Both

processes are more popular and prevalent in professional practice and have been subject to

much academic and professional research and writing which suggest many issues and

problems, as well as features of effective practice, that need to be taken into account when

using the processes and methods. The research and writing also signals many unanswered

questions about current practice and this module promotes an evidence-based approach to

enable the development of intellectual, social and professional skills necessary to design,

apply and practise coaching and mentoring programmes and services in work organisations

and their application in supporting personal and performance development. It encourages a

questioning of simplistic and prescriptive accounts of coaching and mentoring in order to

develop a critical awareness and understanding of the potential and limitations of coaching

and mentoring models, frameworks and associated theories.

HR4022 Knowledge Management & Organisational Learning

Organisational learning is argued to be a critical process affecting the success or otherwise

of organisations, for example in achieving competitive advantage. The efficiency and

effectiveness of the process influences performance outcomes. Therefore attention needs to

be given to examining and improving organisational learning. This is often achieved through

mechanisms and techniques associated with knowledge management. Learning and

knowledge are intertwined, as the former is a necessary condition for the creation of the

latter. There is therefore an established connection between the two concepts. This module

will explore that connection to develop a critical understanding of the concepts of knowledge

management and of organisational learning and associated theories and the personal and

professional skills associated with designing and implementing knowledge management

strategies that promote organisational learning.

2.2.1 Progression

Discussions about your progression through the course normally take place in February each year. It is an opportunity for you to make plans for your study over the next academic year. The course team will tell you about the various modules / combinations available and you will both agree on the most appropriate (and legal) course of study for you. In normal terms progression is automatic on this programme. In unusual circumstances such as extenuating circumstances and suspension of studies your progression will be subject to discussions at Course Boards and Extenuating Circumstances Panels. Failure to respond to e-mails and or other communication on such matters may result in your progression being denied or withdrawn.

2.3 Study Time

2.3.1 Weekly timetable

The timetable for this programme is available on your myuclan course page.

Semesters 1, 2 and 3

In Semesters 1 and 2 you undertake taught modules and in Semester 3 (May to early

September) you will work on your dissertation with support from an assigned supervisor.

2.3.2 Expected hours of study

In semesters 1, 2 and 3 you should expect to devote at least as much time per week to your

studies as you would to a full-time job. As regards taught modules, the University and CIPD

estimate of overall workload for successful study is 10 hours per credit. Thus, a total of 150

study hours should be devoted to each 15 credit module that you take – this includes class

attendance, guided learning, assessment time (e.g. revision, writing essay etc.) and student

initiated learning. The dissertation includes some one-to-one supervision but the greater part

of the work involves self-directed study.

2.3.3 Staff Absence

The School Office tends to notify students by e-mail and text message to your mobile phone

when a Tutor is going to be absent. The School office will do this as soon as they are aware

of the staff absence (occasionally that may be at short notice so you may get a message on

your way to the University). Should you be notified that a Tutor is unable to attend a

scheduled class, please refer to guidance in your Module Information Pack.

2.3.4 Attendance Requirements

You are required to attend all timetabled learning activities for each module. If you are unable to attend you must notify the course leader at ahollinrake@uclan.ac.uk If you have not gained the required authorisation for leave of absence, do not respond to communications from the University and if you are absent for four weeks or more, you may be deemed to have withdrawn from the course. If this is the case, then the date of withdrawal will be recorded as the last day of attendance. You are required to swipe into the student attendance monitoring system (SAM). Each time you are asked to enter your details on SAM you must remember that the University has a responsibility to keep information up to date and that you must only enter your own details on the system. To enter any other names would result in inaccurate

records and be dishonest. Any student who is found to make false entries can be disciplined under the student guide to regulations.

2.4 Data Protection

All of the personal information obtained from you and other sources in connection with your studies at the University will be held securely and will be used by the University both during your course and after you leave the University for a variety of purposes. These are all explained during the enrolment process at the commencement of your studies. If you would like a more detailed explanation of the University’s policy on the use and disclosure of personal information, please contact the Information Governance Officer, Clark to the Board Service, University of Central Lancashire, Preston, PR1 2HE or email DPFOIA@uclan.ac.uk. From time to time information about you will be transmitted to the Chartered Institute of Personnel and Development. This information is usually about membership issues and your results to enable the CIPD to update their records.

2.5 Document Retention

Under University regulations (Strategic Development Service/ AQASU) Lancashire Business

School is required to keep students overall marks and records for a period of 5 years (this

exceeds the CIPD requirement of 3 years). This is kept in electronic form by the LBS Admin

Team (normally through the ‘Banner’ System).

Module leaders are required under the same University regulations to keep all assessments

until December following the end of the course (i.e. 4 months) at which point these can be

disposed of securely. The CIPD has an additional requirement for the University to retain a

representative sample of each assessment for up to 3 years. After 3 years these can be

disposed of securely.

It is a course specific requirement that students shall keep copies of assignments for up

to 5 years before they are disposed of. This ensures that they are available for any

purposes later identified by the University or CIPD.

3. Approaches to teaching and learning

3.1 Expertise of staff

The University has been running CIPD programmes for more than 25 years. The current

Course Team is well developed in terms of teaching and learning practice established over

many years and builds upon the previous business and industry experience of individuals.

Most of the staff who teach on the programme have HR experience and are Associates,

Chartered Members or Chartered Fellows of the CIPD. Several staff are involved in

knowledge transfer (consultancy) activities which helps them to maintain good links with

organisations and businesses. We also have strong links to the CIPD at a national and local

level. Most of the staff who teach on this programme are part of the HRM & Leadership

Division. The Division is perhaps the most active group of researchers in the Business

School. Many of the teaching staff have PhDs or are progressing towards achieving them

and all staff have at least a Masters level qualification. Several have also completed a CIPD

qualification like the one you are embarking on here! Most of the Course Team are also

members of iROWE (Institute of Research Organisation, Work and Employment) our own

research institute and as a student (and after you leave UCLAN) you will also have access to

iROWE. For more information visit the iROWE webpage

3.2 Learning and teaching methods

Students are supported by the electronic E-Learn (Blackboard) system where materials

are made available to them by module to support their learning. There is a course page

which contains lots of useful information (e.g. timetables, handbooks and study skills) and

information on each module you are undertaking. PLEASE NOTE that it is better to access

e-learn using Mozilla Firefox as your browser than Microsoft Internet Explorer.

Mozilla Firefox can be downloaded for free for your own PC here.

Information on remote access is available here

Acquisition of core knowledge and understanding is through a variety of teaching and

learning methods including lectures, seminars and workshops. Group activities are used to

encourage social learning and interaction. Particular emphasis is placed on applied, active

learning with students participating in case studies, exercises and by relating your learning to

work. We also encourage reflective practice throughout the programme.

3.3 Study skills

Staff on the course give advice and guidance on assessments. We also have a student

enhancement week each semester which we tend to use for study skills and assignment

support

The University offers more support on a wide range of study skills. To start with you might

like to look on myuclan at your course page which has further information.

WISER offers specialist advice and guidance to ALL students at

the University, no matter what area of study, undergraduate or

postgraduate; and for students of all levels of ability.

Learn how to study more effectively, write better and get the

marks you deserve, so even the confident able student can use the services to gain those

extra marks.

WISER tutorials offer:

1-to-1 help;

Feedback on your writing (either personally face to face or on-line);

Advice on your specific study problems.

WISER can help you generally in your study and specifically to develop the communication

skills that can contribute to your PDP portfolio and will be invaluable in future employment.

If you need support either talk to a member of the course team or go directly to WISER.

Website – the “I” The electronic version of the “I” is the Student Lobby and a very useful site to direct you to sources of help and to aid your studies. Often you can find the answer here as a useful point to go to and which will direct you to important information. If you don’t know something then it is probably here. To access the “I” click here

3.4 Learning resources

3.4.1 Learning Information Services (LIS)

Extensive resources are available to support your studies provided by LIS – library and IT staff. Take advantage of the free training sessions designed to enable you to gain all the skills you need for your research and study. You can get support on:

Study skills at study smarter and there is an online IT induction

Ask the Library Trainer for support and help on using the library

Ask the IT trainer for support on a range of software applications

A range of electronic resources

E-learning (Blackboard)

3.4.2 Electronic Resources

LIS provide access to a huge range of electronic resources – e-journals and databases, e-books, images and texts.

See course material on E-learning (Blackboard) and library electronic resources

3.5 Personal development planning

The University encourages personal development planning for students and staff and our

course is no different. As we are also teaching you on behalf of the CIPD we expect you to

keep a Continuing Professional Development (CPD) portfolio. The Course Leader will talk to

you about the requirements at your induction and at the end of the course the Course

Leader will review your portfolio on behalf of the CIPD. Throughout the programme you will

also be encouraged to reflect and maintain CPD. The CIPD web site has more information

on CPD and offers an online process for capturing your CPD. The CIPD view is that it is

much more important that you keep a CPD portfolio than what process you use to keep it.

3.6 Preparing for your career

Your future is important to us, so to make sure that you achieve your full potential whilst at

university and beyond, your course has been designed with employability learning integrated

into it. This is not extra to your degree, but an important part of it which will help you to show

future employers just how valuable your degree is. These “Employability Essentials” take

you on a journey of development that will help you to write your own personal story of your

time at university:

To begin with, you will explore your identity, your likes and dislikes, the things that

are important to you and what you want to get out of life.

Later, you will investigate a range of options including jobs and work experience,

postgraduate study and self- employment,

You will then be ready to learn how to successfully tackle the recruitment process.

You will be able to record your journey using PebblePad, the university’s e-portfolio system,

which will leave you with a permanent record of all the fantastic things you have achieved

during your time at UCLan.

It’s your future: take charge of it!

Careers offers a range of support for you including:-

career and employability advice and guidance appointments

support to find work placements, internships, voluntary opportunities, part-time employment and live projects

workshops, seminars, modules, certificates and events to develop your skills Daily drop in service available from 09:00-17:00 for CV checks and initial careers information. For more information come along and visit the team (in Foster building near the main entrance) or access our careers and employability resources via the Student Portal. For more information come along and visit the team (in Foster building near the main

entrance) or access our careers and employability resources via the Student Portal. Your

future is important to us, so to make sure that you achieve your full potential whilst at

university and beyond, your course has been designed with employability learning integrated

into it. This will help with your future employability as an HR professional and will enhance

your skills future employment prospects. Once you upgrade to Chartered Membership status

with the CIPD you will also be more marketable across the HR profession.

4. Student support, guidance and conduct In the first instance the Course Leader is responsible for supporting students, offering

guidance and managing student conduct on the programme. If you require support on

personal and academic matters e-mail Alison Hollinrake at ahollinrake@uclan.ac.uk

In the very unlikely event that disciplinary action is being considered against you the Course

Leader will refer such matters to the Division Leader for HRM & Leadership.

4.1 Academic advisors

The Course Leader provides guidance or advice to students about both the academic part of

their course and in counselling for more personal matters. Please contact Alison Hollinrake

at ahollinrake@uclan.ac.uk

4.2 Student Support

The 'i' is a central Student Information Centre and your first point of contact. You can obtain information on a wide range of topics including Council Tax Exemption Certificates, Bank and Confirmation of Study Letters, Portable Financial Credits, (continuing students only, Printing and Printer Credit, UCLan Cards, the ‘I’ shop and UCLan Financial Support Bursary (first year students only).

4.3 Students with disabilities

If you have a disability that may affect your studies, please either contact the Disability Advisory Service - disability@uclan.ac.uk - or let one of the course team know as soon as possible. With your agreement information will be passed on to the Disability Advisory Service. The University will make reasonable adjustments to accommodate your needs and to provide appropriate support for you to complete your study successfully. Where necessary, you will be asked for evidence to help identify appropriate adjustments.

Assessment arrangements for students with a disability

Arrangements are made for students who have a disability/learning difficulty for which valid supporting evidence can be made available. Contact the Disability Adviser for advice and information, disability@uclan.ac.uk The disability co-ordinator with the business school can be contacted at PMMarshal-Kalina@uclan.ac.uk

4.4 Health and Safety

As a student of the University you are responsible for the safety of yourself and for that of others around you. You must understand and follow all the regulations and safety codes necessary for a safe campus environment. Please help to keep it safe by reporting any incidents, accidents or potentially unsafe situations to a member of staff as soon as possible. Safety assessments have been undertaken for each module of your course and you will be advised of all applicable safety codes and any specific safety issues during the induction to your course and modules. You must ensure that you understand and apply all necessary safety codes. These form an essential element of your personal development and contribute to the safety of others. In the unlikely event that a member of University staff has to instruct students to do something on Health and Safety grounds it is important that you comply.

4.5 Conduct

You will be expected to abide by the Regulations for the Conduct of Students in the University. UCLan expects you to behave in a respectful manner demonstrated by using appropriate language in class, and switching mobile phones / other devices off prior to attending classes. If your behaviour is considered to be unacceptable, any member of staff is able to issue an informal oral warning and the University will support staff by invoking formal procedures where necessary. You can read more about UCLan expectations in the regulations for the Conduct of Students.

4.6 Students’ Union

You can play an important part in the process of improving the quality of this course through the feedback you give. In addition to the ongoing discussion with the course team throughout the year, there are a range of mechanisms for you to feedback about your experience of teaching and learning. We aim to respond to your feedback and let you know of our plans for improvement. The Students’ Union is the representative body for all UCLan students. The organisation exists separately from the University and is led by the elected officers of the Student Affairs Committee (SAC) as well as representatives on the Students’ Council. The Students’ Union

building is located at the heart of the Preston campus, and is the hub for all student activities. Representation and campaigning for students’ rights is at the core of what we do and is encompassed by our tag line of, Making Life Better for Students. Should you wish to make a change to any aspect of your student experience, whether it be academically related or not, then the Union is where your voice can be heard, actions taken, or campaigns launched. Your Union is also the home to a fantastic range of student-led societies, sports teams and multitudes of volunteering opportunities. You can also receive help in finding part-time work, whilst you study. Not sure where to go pop into the Opportunities Centre on the ground floor of the Students’ Union building and someone will point you in the right direction. We hope your time at University is trouble free, but should you come into difficulties around anything from academic appeals, to issues with housing, benefits or debt, then our dedicated staff team in the Advice and Representation Centre are on hand to help. As we are independently run from the university, we can offer truly impartial advice. More information on all these things, as well as details about all our (not-for-profit) commercial services, including our student supermarket (Essentials) and student-bar (Source) can be found at http://www.uclansu.co.uk/. The Opportunities Centre is the Union’s One Stop Shop to find employment or volunteering whilst you study. With thousands of jobs and voluntary positions advertised, agency work through the Bridge and information on over 2000 volunteer positions within the Union.

5. Assessment Please note that all modules will be assessed. You are expected to attempt all required assessments for each module for which you are registered, and to do so at the times scheduled unless authorised extensions, special arrangements for disability, or extenuating circumstances allow you to defer your assessment.

5.1 Assessment Strategy

Assessment is an important part of your development as a student to test understanding,

knowledge and ability to apply learning. The learning achieved from completing an

assessment and from the feedback received, especially about how to improve are very

valuable.

Each learning outcome of the course has to be assessed and this is achieved in the various

modules. There is scope for modules to have more formative work or more summative work

to be assessed as befits the module. Most modules are assessed purely by course work, but

some modules have examinations at the end of semesters; some have time-constrained

assessments during semester

5.2 Notification of assignments and examination arrangements

Students will be notified on E-Learn (Blackboard) of the requirements for individual assessments and the deadlines for submission. Examination arrangements will be given on E-Learn too. The respective module leaders will do so through the Module Information Packs (MIPs) and Assessment Briefs, which may be contained within the MIP or published separately.

Students are advised to take note of any special or separate communication from individual module leaders as announcements by e.g. e-mail or in lectures. Assessments will always be notified in writing. Short Tests and Examinations may be set within the semester or at the end of a semester/year and students should ensure that they are fully aware of when and where these are. Students should take note that some pieces of work have to be submitted by or on a particular day and sometimes by a particular set time on that day e.g. 5.00 pm. Section 5.1 above has general assessment criteria and each assessment will have particular criteria specified in the assessment brief. This will be published either as part of the Module Information Pack, or as a separate assessment document.

5.3 Referencing

It is important when writing in assessed work that you adopt the correct academic style used

at the University. This may be very different from what you are used to from pre-degree

study and especially if you are an international student. The following is given as a brief

review of this important area. The most important point to remember is that you are expected

to write in your own words, yet give reference to your source as you write within the text of

your report. It is a common misunderstanding that it is all right to use your sources words so

long as you give the source – no it isn’t acceptable. Generally you should not use the words

of your source at all and if you do you must identify this as such by putting the words exactly

as originally written and within quotation marks. These should be short and form a very

minor part of the overall work that you present. You are expected to build arguments not

from your opinion but from your sources, using these as evidence to build up your points and

citing their work i.e. giving references to them as the original source, but using your own

words.

You are required to use the Harvard system of referencing when you write. You cite the short reference within your text of author, date and page and given the full reference in a listing at the end of your work. See the school guide at: https://v3.pebblepad.co.uk/v3portfolio/uclan/Asset/View/Gm3mmGk6sM3RgHZnjGfh7mm6pM PLEASE NOTE: The Employment Law module may have specific referencing requirements due to the nature of the topic and your module tutor will advise you of the requirements. Writing in the correct style is very important and not doing so is often the cause of plagiarism which is considered to be against the university regulations and carries severe penalties. It is thus to be avoided, see section 5.7.

5.4 Confidential material

Students do not generally have to use confidential material but there are some situations in

which they need to be cognisant of the legal and ethical requirements of protecting

confidentiality e.g. when conducting research with respondents. If your assessments involve

confidential material you should put the word “confidential” on the cover/title page of the

assignment.

5.5 Dealing with difficulties in meeting assessment deadlines

Assignments must be submitted no later than the date on your assignment instructions / brief. If you anticipate that you will have difficulty in meeting assessment deadlines or you have missed or are likely to miss in-semester tests you must report this at the earliest possible opportunity by e-mail to Alison Hollinrake so that she is aware of your situation and can help you through the formal processes to gain approval for work to be submitted late. There are two processes and you must decide which it is appropriate one to use. Authorisation of the late submission of work requires written permission. Your School is authorised to give permission for one extension period of between 1 and 10 working days where appropriate evidence of good reason has been accepted and where submission within this timescale would be reasonable taking into account your circumstances (Academic Regulations). You should complete and submit an extension request form, with any supporting evidence, to your School office. Further information is available on the Student Portal at: https://www.uclan.ac.uk/students/study/examinations_and_awards/extenuating_circumstances.php We aim to let you know if the extension has been granted within 1 working day of the receipt of the request. If you are unable to submit work within 10 working days after the submission date due to verifiable extenuating circumstances, you may submit a case for consideration in accordance with the University’s Policies and Procedures on Extenuating Circumstances (Academic Regulations and Assessment Handbook).

5.5.1 Extenuating circumstances

Some students face significant events in their personal life that occur after their course has started, which have a greater impact on their studies than can be solved by the use of an extension. If this applies to you, the University is ready to support you both with regard to your course and your personal wellbeing through a process called Extenuating Circumstances (see Academic Regulations and Assessment Handbook). Normally extenuating circumstances will relate to a change in your circumstances since you commenced your course, which have had a significant, adverse effect on your studies. Everyday occurrences such as colds or known conditions such as hay-fever will not qualify unless the effects are unusually severe and this is corroborated by a medical note. The University does not look sympathetically on absences or delays caused by holiday commitments or by work commitments in the case of full-time students. The normal work commitments of part-time students would not constitute an extenuating circumstance. A disability or learning difficulty does not constitute an extenuating circumstance (see Academic Regulations). BEFORE YOU APPLY FOR EXTENUATING CIRCUMSTANCES PLEASE CONTACT ALISON HOLLINRAKE SO SHE CAN GUIDE YOU THROUGH THE PROCESS. Often Alison will write a tutor’s letter to support your request. Further information is available on the Student Portal at: https://www.uclan.ac.uk/students/study/examinations_and_awards/extenuating_circumstances.php

You can apply for extenuating circumstances online via myUCLan. You must apply no later than 3 days after any examination or assessment submission date. Do not wait until you receive your assessment results to submit a claim. It is in your own interests to submit the claim as soon as possible. You will be expected to re-submit claims for extenuating circumstances for each semester. All evidence that is provided relating to extenuating circumstances will be treated in a sensitive and confidential manner. Supporting evidence will not be kept for longer than is necessary and will be destroyed shortly after the end of the current academic year. Further information about the submission process is available at: https://www.uclan.ac.uk/students/study/examinations_and_awards/extenuating_circumstance_submission.php In determining assessment recommendations, Assessment Boards will consider properly submitted claims from students who believe their performance has been adversely affected by extenuating circumstances. N.B. Assessment Boards are not permitted to alter individual assessment marks to take account of extenuating circumstances (Academic Regulations and Assessment Handbook).

5.5.2 Late submissions

If you submit work late and unauthorised, a universal penalty will be applied in relation to your work:

If you submit work within 5 working days following the published submission date you will obtain the minimum pass mark for that element of assessment.

Work submitted later than 5 working days after the published submission date will be awarded a mark of 0% for that element of assessment.

Unauthorised late submission at resubmission will automatically be awarded a mark

of 0% for that element of assessment.

The best advice is don’t submit late and contact Alison Hollinrake instead

5.6 Feedback Following Assessments

UCLan is committed to giving you clear, legible and informative feedback for all your assessments (Academic Regulations). You are expected to review and reflect on your feedback and learn from each experience to improve your performance as you progress though the course. You will be provided with generic feedback for in-module formative and summative elements of assessment which contribute to a module within 15 working days of the scheduled submission. Generic feedback on end of module assessment, examinations and dissertations will be available within 15 days of publication of results. Feedback may be oral, written, posted on a website or other.

5.7 Cheating, plagiarism, collusion or re-presentation

You are required to sign a declaration indicating that individual work submitted for an assessment is your own. If you attempt to influence the standard of the award you obtain through cheating, plagiarism or collusion, it will be considered as a serious academic and disciplinary offence as described within the Academic Regulations and the Assessment Handbook .

Cheating is any deliberate attempt to deceive and covers a range of offences described in the Assessment Handbook.

Plagiarism describes copying from the works of another person without suitably attributing the published or unpublished works of others. This means that all quotes, ideas, opinions, music and images should be acknowledged and referenced within your assignments.

Collusion is an attempt to deceive the examiners by disguising the true authorship of an assignment by copying, or imitating in close detail another student’s work - this includes with the other student’s consent and also when 2 or more students divide the elements of an assignment amongst themselves and copy one another’s answers. It does not include the normal situation in which you learn from your peers and share ideas, as this generates the knowledge and understanding necessary for each individual to independently undertake an assignment; nor should it be confused with group work on an assignment which is specifically authorised in the assignment brief.

Re-presentation is an attempt to gain credit twice for the same piece of work.

Some module tutors will ask you to submit your assignments electronically through e-learn so that they can run your work through plagiarism software (Turnitin). This will be discussed with you by the relevant module tutor. During your induction Alison Hollinrake will talk to you about plagiarism, cheating and re-

presentation. A comprehensive WISER presentation on plagiarism is available here.

The process of investigation and penalties which will be applied can be reviewed in the Assessment Handbook. If an allegation is found to be proven then the appropriate penalty will be implemented: In the case of a single offence of cheating, plagiarism, collusion or re-presentation:

the penalty will be 0% for the element of assessment, and an overall fail for the module.

the plagiarised element of assessment must be resubmitted to the required standard and the mark for the module following resubmission will be restricted to the minimum pass mark.

when it is detected for the first time on a resubmission for an already failed module, no further resubmission for the module will be permitted, and the appropriate fail grade will be awarded.

In the event of a repeat offence of cheating, plagiarism, collusion or re-presentation (irrespective of whether the repeat offence involves the same form of unfair means) on the same or any other module within the course:

the appropriate penalty will be 0% for the module with no opportunity for re-assessment. This penalty does not preclude you being able to retake the module in a subsequent year.

The penalties will apply if you transfer from one UCLan course to another during your period of study and module credits gained on the former course are transferred to the current course. Contact the Students’ Union Advice and Representation Centre by emailing: suadvice@uclan.ac.uk for support and guidance.

5.8 Appeals against assessment board decisions

If you consider that you have a reason to appeal against an assessment board decision, please bear in mind that your reasons must fall within the grounds specified in the University Academic Regulations: Section I. You cannot appeal simply because you disagree with the mark given. The specified grounds for appeal are:

1. that an Assessment Board has given insufficient weight to extenuating circumstances;

2. that the student’s academic performance has been adversely affected by extenuating circumstances which the student has, for good reason, been unable to make known to the Assessment Board;

3. that there has been a material administrative error at a stage of the examining process, or that some material irregularities have occurred;

4. that the assessment procedure and/or examinations have not been conducted in accordance with the approved regulations.

If you want to appeal, then you must do so within 14 days of your results being published. The onus is on you to find out your results and submit your appeal on time. Contact the Students' Union Advice and Representation Centre by emailing: suadvice@uclan.ac.uk for support and guidance. Dates for publication of results are available on the course pages of e-learn on the academic calendar.

6. Course regulations

6.1 Course requirements

At the end of the MSc HRM/D you will be asked to complete a CPD proforma by the Course

Leader. Once this CPD proforma has been signed off the Course Leader will notify the CIPD

of your results. Once the CIPD have ratified the results (which can take up to 6 weeks) they

will automatically upgrade you to Associate member if you are not one already. Providing

you have the appropriate experience you can apply to upgrade to Chartered Member. For

more information visit the CIPD web page.

As a student you are bound by the University’s regulations and you are also bound by

CIPD’s code of professional contact

The Assessment Regulations of the University’s Credit Accumulation and Transfer Scheme

(MODCATS) provide the governing framework for progression and awards.

6.1.1 University Awards

6.1.1 University Awards The awards associated with the MSc HRM/D programme are as follows:

Postgraduate Certificate in Human Resources

Postgraduate Diploma in Human Resource Management

Postgraduate Diploma in Human Resource Development

MSc Human Resource Management

MSc Human Resource Development

Students will normally only be enrolled onto the MSc – the Certificate and Diploma

qualifications are ‘exit awards’ for those who, for whatever reasons, are unable to complete

the full MSc HRM/D programme.

To be awarded the Postgraduate Certificate students should have passed modules with a total

value of 45 credits.

To be awarded the Postgraduate Diploma in Human Resource Management students should

have passed modules with a total value of 120 credits of which 45 credits have to be from 3

HRM pathway option modules (see the table in section 2.2.2 above).

To be awarded the Postgraduate Diploma in Human Resource Development students should

have passed modules with a total value of 120 credits of which 45 credits have to be from 3

HRD pathway option modules (see the table in section 2.2.2 above).

To be awarded the MSc in Human Resource Management students should have passed

modules with a total value of 180 credits of which 45 credits have to be from 3 HRM pathway

option modules (see the table in section 2.2.2 above) and 50 credits have to be from a

dissertation based on an HRM topic.

To be awarded the MSc in Human Resource Development students should have passed

modules with a total value of 180 credits of which 45 credits have to be from 3 HRD pathway

option modules (see the table in section 2.2.2 above) and 50 credits have to be from a

dissertation based on an HRD topic.

6.2 Classification of Awards

The University publishes the principles underpinning the way in which awards and results are decided in Academic Regulations. Decisions about the overall classification of awards are made by Assessment Boards through the application of the academic and relevant course regulations.

If the APM is near a borderline, ‘at the discretion of the Assessment Board, students may be

classified according to the academic judgement of the Assessment Board’ In operating

discretion for profiling Course Assessment Boards will use academic judgement and may

refer to performance in core modules; the placement component, the dissertation/project or

other factors which have been published to students.

Typically marks at 49.5/59.5 and 69.5 are automatically rounded up to the next level. Where a mark is between 49.0 and 49.49/ 59.0 and 49.49 and 69.0 and 69.49 this is where the board will is able to use its discretion.

7. Student voice You can play an important part in the process of improving the quality of this course through the feedback you give. In addition to the on-going discussion with the course team throughout the year, there are a range of mechanisms for you to feedback about your experience of teaching and learning. We aim to respond to your feedback and let you know of our plans for improvement.

For example on one of our programmes in a previous year we discussed ways to reduce the

assessment load on students and found a way to do this for subsequent cohorts of students.

The Students Union can support you in voicing your opinion, provide on-going advice and support, and encourage your involvement in all feedback opportunities. They will be requesting that you complete the National Student Survey (during semester 2 for students in their final year of study) or the UCLan Student Survey (all other students). The Students’ Union and University work closely together to ensure that the student voice is heard in all matters of student-life. We encourage students to provide constructive feedback throughout their time at university, through course reps, surveys and any other appropriate means, The Union’s Student Affairs Committee (SAC), members of Students’ Council and School Presidents each have particular representative responsibilities, and are involved with decision making committees as high as the University Board. Therefore it is very important students engage with the democratic processes of the Students’ Union and elect the students they see as most able to represent them. As a Course Team we are keen to know what you think so that we can continue to offer an

excellent course. Apart from staff student liaison (see the section below) there are a number

of opportunities to help us and the future HR community that will pass through this

programme.

When courses are validated, revalidated or assessed for re-approval by the

University and/or the CIPD the validation panel will meet with a selection of students

in private to discuss what works well and what issues there are on the programme. If

the Course Leader approaches you to attend one of these sessions we would be

grateful if you could make every effort to attend as your contribution is valuable to us.

Staff may ask from time to time for feedback on how things are going on their

modules or during teaching sessions.

Staff who supervise you on a one to one basis may also ask how the supervisory

relationship is progressing. Although you do not need to wait to be asked to discuss

this!

The course Leader may ask from time to time on an informal basis how the course is

progressing – again though you do not need to wait to be asked and you are

encouraged to contact the Course Leader to raise issues or give positive feedback.

7.1 Course Representatives and School Presidents

A course representative is a student who represents their fellow students’ views and opinions to the course team, school, university and students’ union. Course representatives work proactively and diplomatically to improve the academic and non-academic experiences of students. The role of a course representative is extremely beneficial to both students on your course and the university. It enables students to have ownership of their student experience and voice their opinions and share positive practice with the course team, primarily the Student Staff Liaison Committee Meetings (see below).

Course representatives will be elected every year either in April or September. Alongside receiving recognition, support and respect being a course representative is a great opportunity to enhance your employability skills. If you are interested in becoming a course representative and wish to find out more about the role visit the Students’ Union website or by emailing: coursereps@uclan.ac.uk.

School Presidents meanwhile are annually elected representatives who voice the opinions of

students within each school. They communicate and engage with students in their school to

gain feedback and work in partnership with senior management to create positive change.

They are also trained to support and signpost course representatives where needed. If you

wish to find out who is your School President or more about the role visit the Students’ Union

website or email: coursereps@uclan.ac.uk

7.2 Student Staff Liaison Committee Meetings (SSLC)

The purpose of a SSLC meeting is to provide the opportunity for course representatives to feedback to staff about the course, the overall student experience and to inform developments which will improve future courses. These meetings are normally scheduled once per semester. Your Course Leader will facilitate the meetings using guidelines and provide a record of the meeting with any decisions and / or responses made and / or actions taken as a result of the discussions held. The meetings include discussion of items forwarded by course representatives, normally related to the following agenda items (dependent on time of year). The course team encourage student feedback in all areas and recognise that additional items for discussion may also be raised at the meeting

Update on actions completed since the last meeting

Feedback about the previous year – discussion of external examiner’s report; outcomes of National /UCLan student surveys.

Review of enrolment / induction experience;

Course organisation and management (from each individual year group, and the course overall);

Experience of modules - teaching, assessment, feedback;

Experience of academic support which may include e.g. Personal Development Planning, academic advisor arrangements and The Card;

Other aspects of University life relevant to student experience e.g. learning resources, IT, library;

Any other issues raised by students or staff.

Students will be informed of the next SSLC meeting during a teaching session and they are

normally held during a taught session so it is easy to attend. Feedback on actions is given in

a subsequent meeting (where possible the next one).

7.3 Complaints

As most of the Course Team are HR professionals as well as academics we welcome open

and constructive discussion which can often result in resolving issues as they arise.

Alternatively you can raise issues in confidence with the Course Leader. Where the Course

Leader deems it necessary to raise the issue at a higher level he will discuss this with you

first.

The University recognises that there may be occasions when you have cause for complaint about the service you have received, when this happens, the complaints procedure is intended to provide an accessible, fair and straightforward system which ensures as effective, prompt and appropriate response. Click on this link for more information Complaints Procedure

8. Appendices

8.1 Programme Specification

UNIVERSITY OF CENTRAL LANCASHIRE

Programme Specification

This Programme Specification provides a concise summary of the main features of the

programme and the learning outcomes that a typical student might reasonably be

expected to achieve and demonstrate if he/she takes full advantage of the learning

opportunities that are provided.

Sources of information on the programme can be found in Section 17

1. Awarding Institution / Body University of Central Lancashire

2. Teaching Institution and Location of Delivery

University of Central Lancashire/Preston

3. University Department/Centre School of Management

4. External Accreditation Chartered Institute of Personnel and Development

5. Title of Final Award MSc Human Resource Management/Development

6. Modes of Attendance offered Full-Time

7. UCAS Code -

8. Relevant Subject Benchmarking Group(s)

-

9. Other external influences Chartered Institute of Personnel and Development

10. Date of production/revision of this form

May 2010

11. Aims of the Programme

To provide students with a high quality postgraduate management education and development experience of intrinsic worth that will enable you to achieve learning outcomes at a level appropriate for the award of an MSc of the University.

To provide an intellectually stimulating programme of professional postgraduate education for students desiring to develop their careers in the human resource management and development profession.

To develop the operational skills and behaviours of human resource management and development practitioners though a curriculum that combines rigorous academic study, skills development and application.

To ensure that by completion of the programme, students meet the requirements of CIPD ‘advanced’ level standards to enable them to contribute to their present or future organisations.

To enable students to learn and to demonstrate their academic learning to a level that may lead to MCIPD. Please note this is subject to successful assessment by CIPD of behaviours and attaining the appropriate experience.

12. Learning Outcomes, Teaching, Learning and Assessment Methods

A. Knowledge and Understanding

A1. Critically assess the objectives & methodologies of business colleagues &

stakeholders.

A2. Strategically assess trends and patterns and identify good practice which can be

imported from outside the organisation.

A3 Identify and critically evaluate method and methodological alternatives for undertaking

postgraduate research and demonstrate a critical awareness of problems.

Teaching and Learning Methods

Lectures, small group work and plenary sessions, self-directed study, individual reflection,

individual and team presentations, research tasks.

Assessment methods

Essays, reports, dissertation

B. Subject-specific skills

B1. Demonstrate a level of knowledge, understanding and ability about managing people and leadership that meets CIPD Professional Standards. B2. Demonstrate an awareness of the wider contribution that personnel management and development can make to organisational success. B3. Demonstrate an understanding of how to develop organisational capacity through people management and development processes and initiatives that will help to embed or promote change in organisational culture, structure and functioning, and ensure the skills needed to operate in changed roles and environments.

Teaching and Learning Methods

Lectures, small group work and plenary sessions, practical workshops, critical discussion

and evaluation, visiting speakers, individual reflection, and presentations.

Assessment methods

Essays, reports, presentations, skills assignments, portfolio, dissertation.

C. Thinking Skills

C1. Effectively analyse business needs and issues using relevant facts and figures;

anticipating objections and preparing responses.

C2. Effectively apply a range of critical thinking abilities, tools and processes.

C3 Effectively evaluate the appropriateness and potential value of concepts, models,

paradigms and ideologies to the understanding and management of organisations.

Teaching and Learning Methods

Lectures, small group work and plenary sessions, self-directed study, individual reflection,

individual and team presentations, and critical discussions.

Assessment methods

Essays, presentations, case study analysis, dissertation.

D. Other skills relevant to employability and personal development

D1. Demonstrate the ability to prioritise tasks and work schedules D2. Systematically seek to improve performance and professional development through periodic reflection. D3. Identify how to gain support and commitment from others and be able to influence and persuade them. D4. Promote professionalism & an ethical approach to HRM/HRD practice in organisations.

Teaching and Learning Methods

Lectures, small group work and plenary sessions, self-directed study, individual reflection,

individual and team presentations, research tasks.

Assessment methods

Reports, essays and presentations, dissertation.

13. Programme Structures* 14. Awards and Credits*

Level Module

Code

Module Title Credit

rating

Level 7 HR4306 HR4007 HR4008 HR4009 HR4052 HR4011 HR4019 HR4992 HR4012 HR4013 HR4014 HR4015 HR4016 HR4017 HR4018 HR4020 HR4021 HR4022

Core Modules

Research Methods HRM in context Managing, Leading and Developing People Developing Skills for Business Leadership Critical Research Issues in HRM Organisational Design and Development Leadership and Management Development Dissertation Option modules

Talent and People Resourcing

Managing Employee Relations Employment Law Performance Management Reward Management Employee Engagement Learning & Talent Development Designing, Delivering & Evaluating Learning & Development Provision Understanding and Implementing Coaching and Mentoring Knowledge Management & Organisational Learning

10 15 15

15

15

15 15 50

15

15 15

15

15 15 15

15

15

15

MSc HRM requires 180 credits

at Level 7 with at least 45

credits of HRM pathway

modules taken.

MSc HRD requires 180 credits

at Level 7 with at least 45

credits of HRD pathway

modules taken.

Intermediate Exit Awards

Postgraduate Diploma HRM

requires 120 credits of which

45 credits have to be from the

HRM pathway option modules

Postgraduate Diploma HRD

requires 120 credits of which

45 credits have to be from the

HRD pathway option modules

Postgraduate Certificate

Human Resources requires a

minimum of 60 credits.

15. Personal Development Planning

Students will be made aware of and required to follow CIPD’s approach to CPD (Continuing

Professional Development). The CPD processes commences with a briefing during the

induction. Examples of CPD will be provided and all students will have access to online

CIPD support. Students will also be given additional guidance and support throughout the

programme. More specific support will be given in the modules Managing, Leading and

Developing People and Developing Skills for Business Leadership. At the end of the

programme students are required to submit a copy of their CPD portfolio and this is

assessed by David Vickers (in his CIPD capacity).

16. Admissions criteria

A UK university undergraduate honours degree, with at least a lower second class

classification, or its equivalent.

For students where English is not their first language the following is also required: A score

of at least 6.5 on IELTS or a score of 600-650 in TOEFL, supported by a pass in the

associated Test of Written English, or a score of greater than 250 on TOEFL computer test.

Further information at:

http://www.uclan.ac.uk/information/international/entry_requirements/entry_requirements.php

17. Key sources of information about the programme

Lancashire Business School Part Time Postgraduate Brochure and website

UCLan Postgraduate Prospectus and website

CIPD web pages and post code search system

Fact sheet

18. Curriculum Skills Map

Please tick in the relevant boxes where individual Programme Learning Outcomes are being assessed

Level Module Code Module Title

Core (C), Compulsory (COMP) or Option (O)

Programme Learning Outcomes

Knowledge and understanding Subject-specific Skills Thinking Skills

Other skills relevant to employability and

personal development

A1 A2 A3 B1 B2 B3 C1 C2 C3 D1 D2 D3 D4

e.g

. L

EV

EL

7

HR4007 HRM in Context C

HR4008 Managing Leading & Developing People

C

HR4009 Developing Skills for Business Leaders

C

HR4011 Organisational Design and Development

C

HR4012 Talent Management and Resourcing O

HR4013 Managing Employee Relations O

HR4014 Employment Law O

HR4015 Performance Management O

HR4016 Reward Management O

HR4017 Employee Engagement O

HR4018 Learning & Talent Development O

HR4019 Leadership & Management Development

C

HR4020 Designing, Delivering & Evaluating Learning & Development Provision

O

HR4021 Understanding and Implementing Coaching and Mentoring

O

HR4022 Knowledge Management & Organisational Learning

O

HR4052 Critical Research Issues in HRM C

HR4306 Research Methods C

HR4992 Dissertation C

9. Fee Information

Tuition fees include:

Scheduled course tuition, academic, technical and administrative support, use of

course equipment and facilities.

Course related induction activities.

Course assessment and awards.

Access to the university’s library and online resources, including on-campus wifi,

networked and remote access to the university’s virtual learning environment,

Use of the university’s estate and resources for scheduled activities and learning

support

Dissertation, project and/or thesis printing and binding where the submission of

printed and bound documents is a requirement for assessment of the module.

Use of the university’s technical equipment and materials identified by the course

teaching team as essential for the completion of the course.

Items identified under your course name in Table One below

Table One:

Course

Additional items included in the tuition fees for

your course

MBA (full time course)

MSc Business Management

Postgraduate Certificate in Management

MA in Accounting and Finance

Residential event

MBA (part time course)

Diploma in Management Studies

Weekend schools and course events

Postgraduate Diploma in Human Resource

Management and Human Resource

Development

Diploma in Human Resource Management

Diploma in Human Resource Development

Chartered Institute of Personnel Development

fee (CIPD)

MSc in Oil and Gas Operations Management

MSc in Logistics and Supply Chain

Management

Chartered Institute of Logistics and Transport Fee

(CILT)

MA in Accounting and Finance Chartered Institute of Management Accountants

Fee (CIMA

Additional optional opportunities may be offered on your course.

These optional extra costs are NOT included within the Tuition Fees.

Optional items – all courses Estimated costs

Travel to course related work

placements, work experience,

voluntary work, or site visits (for

example costs of petrol, business level

motor insurance cover, taxis, train

fares, bus fares etc.).

Variable depending on the distance travelled and the

method of transport chosen.

Library fines & charges

Avoid these by returning on time or

renewing books!

On time £0.00

0-8 days overdue £0.10-0.50 per day

9+ days overdue £0.50-£1.00 per day

40+ days replacement cost and administrative

charges/account suspension

Costs of obtaining medical or other

evidence to support applications for

extenuating circumstance applications

relating to assessments.

For example a medical certificate may cost from £10.

Fees for arranging and invigilating

course examination(s) off campus are

payable by the student (where

permitted by course regulations and

approved by course leaders)

£300

Printing of electronic books, journals

etc.

Variable, but recommended academic text books

often cost between £15-80 per copy, although some

cost outside of this range.

Printing of reports, course materials

and other course documents, which

have been supplied or are available

electronically or in hard copy in the

library.

Estimated £0.10 per copy sheet

Living costs:

Living costs are not included in your tuition fees. You will need to budget for these

separately. Below is an indication of some typical living costs, but everyone is

different and you are strongly advised to plan your own budget.

Typical items Estimated

weekly costs

lower range

Estimated

weekly costs

higher range

Accommodation:

University Halls of Residence based on a 42 week contract.

Private Halls of Residence

(Living at home may reduce your accommodation costs)

£79.03

£70

(£0)

£107.83

£110

Food £20 £30

Internet connection

(free wifi on campus, in university halls of residence and in

some private accommodation)

£0 £12

Toiletries/Laundry £5 £15

Gas/electricity/water

(included within university halls of residence costs and

some private accommodation – check your contract)

£0 £20

Printing, copying, stationery. £2.50 £10

Travel expenses

(varies by method & distance travelled e.g. on foot, bicycle,

bus, train or car. If using bus or train check travel card /

season ticket rates for savings).

University halls of residence and a good selection of private

accommodation are situated on campus or a short walk

from campus.

£0 £40

Mobile phone or landline £2.50 £10

Books £5 £10

Leisure £5 £25

Total per week £110 £282

Total for 42 weeks

(typical halls of residence contract)

£4,620 £11,844

Total for 52 weeks £5,720 £14,664

You may also need to budget for ‘one off’ or irregular costs

Typical items Notes

Bedding From £20

Clothes Costs vary depending on your needs

TV licence £145.50 per year

Insurances Costs vary depending on your needs.

Computer/laptop/telephone You will have access to University computers or laptops for your

studies or you may have your own you wish to bring. If you are

acquiring one to come to university the cost varies depending on

model and whether it is new or refurbished.