UNIVERSITY OF KENT
Programme Specification
Please note: This 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 passes the programme. More detailed information on the
learning outcomes, content and teaching, learning and assessment methods of each module
can be found by following the links from http: //www.ukc.uk/emerald/undergraduatemodules/index.htm and in the Faculty of Social Sciences Stage 1 and Stages 2 and 3
Handbooks. The accuracy of the information contained in this specification is reviewed by the
University and may be checked by the Quality Assurance Agency for Higher Education.
Degree and Programme Title
BA (Hons) Industrial Relations and Human Resource Management
BA (Hons) Industrial Relations and Human Resource Management (Accounting)
BA (Hons) Industrial Relations and Human Resource Management (Economics)
BA (Hons) Industrial Relations and Human Resource Management (Law)
BA (Hons) Industrial Relations and Human Resource Management (Politics)
BA (Hons) Industrial Relations and Human Resource Management (Social Policy)
BA (Hons) Industrial Relations and Human Resource Management (Social Psychology)
BA (Hons) Industrial Relations and Human Resource Management (Sociology)
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7.
Awarding Institution/Body
Teaching Institution
Teaching Site
Programme accredited by:
Final Award
Programmes and
UCAS Code (or other code)
8. Relevant QAA subject
benchmarking group(s)
9. Date of production/revision
10. Applicable cohort(s)
University of Kent
University of Kent (Canterbury Business School)
Canterbury
University of Kent
BA (Hons)
Industrial Relations and Human Resource
Management (N620)
Industrial Relations and Human Resource
Management (Accounting) (NN46)
Industrial Relations and Human Resource
(Economics) (LN16)
Industrial Relations and Human Resource
Management (Law) (MN26)
Industrial Relations and Human Resource
Management (Politics) (LN26)
Industrial Relations and Human Resource
Management (Social Policy) (NL64)
Industrial Relations and Human Resource
Management (Social Psychology) (CN86)
Industrial Relations and Human Resource
Management (Sociology) (LN36)
No Specific benchmarks for IR&HRM. ‘General
Business and Management’ is closest
April 2002
Revised December 2003 (original version April
2002)
2002 entry onwards
11. Educational Aims of the Programme
The programme aims have references to the subject benchmark statement for General
Business and Management (SB)
The programmes aim to:
1. Bring critical insights from the social sciences to bear on industrial relations and human
resource management issues
2. Introduce students to the main concepts and theories of organisational behaviour and
management (SB2.1, 2.2, 3.4)
3. Develop understanding of the institutions and practices of industrial relations in the UK
and of their historical development and of their social and political context
4. Undertake comparisons with and among comparable institutions and their contexts in a
number of other developed countries
5. Provide a background in contemporary labour law, including European labour law
6. Provide a background in some of the current and past problems experienced by British
business
7. Develop understanding of the role of people management in relation to organisational
forms and goals (SB 2.1 and 3.6)
8. Promote familiarity with a range of skills involved in management functions in the area of
industrial relations and human resource management
9. Provide a sound academic base from which students might continue to benefit
subsequently from formal and informal management education and experiential learning
(SB 2.1 and 2.3 )
10. Allow students to combine core elements of industrial relations and human resource
management with those of one of a number of other social science programmes
12. Programme Outcomes
Programme outcomes have references to the subject benchmark statement for General
Business and Management (SB)
The programme provides opportunities for students to develop and demonstrate knowledge,
understanding and skills in the following areas:
Knowledge and Understanding
Teaching/learning and assessment methods
and strategies used to enable outcomes to be
achieved and demonstrated
A. Knowledge and Understanding of:
1. The origins of workings of the main
industrial relations in the UK and of
their social and political context
2. The main concepts and theories of
organisational behaviour and
management (SB 2.1 and 3.6)
3. Some of the current and past
problems of British business
4. Basic issues in contemporary labour
law, including European law
(depending on choice of module)
5. The implications of globalisation for
management and employment in
developed societies
6. Group and interpersonal processes in
the workplace in social psychological
terms
7. Strategic management processes
and their social context
8. The operation of labour markets and
of their implications for employment
and unemployment
9. The background of British economic
and social history since World War II
10. Some computing techniques and
some of their applications in the
social sciences
11. The social implications of accounting
practices and role of accountants in
society
Teaching/Learning
Lead Lectures: tutor-led seminars; self-directed
web-based learning; individual presentations in
seminars; group work in seminars; debates;
individual project work
Assessment
Written examination papers; course work essays
and exercises; dissertations (Examinations
contribute 80% of overall module marks and
course work 20%)
12. A working knowledge of a modern
European language
Skills and Other Attributes
B. Intellectual Skills:
Ability to:
1. Identify, select and organise
knowledge and data relevant to issues in
industrial relations and human resource
management (SB 4.1 a)
2. Develop, structure and defend a
complex argument (SB 4.1a)
3. Analyse conflicting interpretations of
the performance of institutions and
markets
4.Undertake comparative analysis of
institutions and their contexts
Subject-specific skills:
Ability to:
1. Understand relevant social science
concepts and theories in the area of
industrial relations and human resource
management and their applicability in the
working environment
2. Understand the relevant skills and
techniques of practitioners of industrial
relations and human resource
management, their strengths and
weaknesses and circumstances in which
they are appropriate
3. Understand and apply some legal
research skills in the area of labour law,
including reading and analysing cases
and statutes, including law library and IT
skills (SB 4.1k)
4. Understand the part played by various
factors - economic, political, legal,
cultural - in the formation and working of
industrial relations systems
D. Transferable Skills:
Ability to:
1. Plan work, study independently and
use relevant resources (SB 4.1f)
2. Communicate information and
opinions clearly, effectively and critically,
orally and in writing (SB 4.1c)
3.Work in groups, listen and respond to
different viewpoints, identify and solve
problems (SB 4.1g and j)
4.Make basic numerical analysis of
statistical data and use basic IT
techniques for gathering and analysis of
data
Teaching/Learning
Lead lectures; tutor-led seminars; self-directed
web-based learning; individual presentations in
seminars; group work in seminars; debates;
individual project work
Assessment
Written examination papers; course work essays
and exercises; dissertations (Examinations
contribute 80% of overall Module marks and
course work 20%)
Teaching/Learning
Lead lectures; tutor-led seminars; self-directed
web-based learning; individual presentations in
seminar group work in seminars; debates;
individual project work
Assessment
Written examination papers; course work essays
and exercises; dissertations (Examinations
contribute 80% of overall module marks and
course work 20%)
Teaching/learning
Lead lectures; tutor-led seminars; self-directed
web based learning; individual presentations in
seminars; group work in seminars; debates;
individual project work
Assessment
Transferable skills are incorporated in modules
and related to relevant assessments as
appropriate
13. Programme Structures and Requirements, Levels, Modules, Credits and Awards
Programmes are offered on both a full-time and part-time and part-time basis(three years or
six years). Study on the programmes is divided into a number blocks called modules. Singleweighted modules carry 15 credits and double-weighted modules 30 credits. One credit
corresponds to approximately 10 hours of ‘learning time’. This includes all taught and
supervised classes and all private study and research.
Programmes are divided into three stages, each comprising 120 credits and students must
achieve specified requirements before being permitted to proceed to the next stage. For fulltime students each stage represents and academic year of study. Thus, for a full-time
student, each year of study involves approximately 1200 hours of learning time. Each
module is designated at one of three ascending levels, Certificate (C), Intermediate (I) or
Honours (H). To be eligible for the award of an honours degree students must normally
obtain 360 credits, at least 210 of which must be level I or above, and at least 90 of which
must be level H or above.
At its discretion the University allows for narrow failure in a small proportion of modules to be
compensated or condoned, as indicated by the symbol* below.
Details of programme structure and requirements are subject to change without notice.
Code
Title
Level
Credits
Term(s)
Year 1
Required Modules
CB 300
People and Organisations*
C
30
1 and 2
The remaining 90 credits at Stage 1 are to be chosen from Stage 1 modules within the Social
Sciences Faculty. The recommended modules are those offered by Economics, Sociology,
Politics and Social Policy, e.g:
EC304
Economics Mode A
C
30
1 and 2
Or
Economics Mode B
C
30
1 and 2
EC302
SO300
Sociology
C
30
1 and 2
PO304
British Government and Politics
C
15
2
PO309
Politics, Democracy and the State
C
15
1
SA300
Social Problems and Social Policy I
C
15
1
SA301
Social Problems and Social Policy II
C
15
2
Stages 2 and 3
Required Modules
CB500
Industrial Relations (2)
CB519
The Management of Human
Resources (2)
LW561
Law of the Work Place (2)
EH510
The Rise of the Modern Corporation
(2 or 3)
CB501
International Industrial Relations and
Human Resource Management (3)
Optional Modules
AC501
Social Responsibility Accounting
CB5**
Psychology of the Workplace
CB542
Business Management Project (3)
CB547
Strategic Management
EC528
Business Economics (2)
EC545
Education skills and Earnings (3)
EC547
Industrial Economics (3)
EH505
Contemporary Economic and Social
History
PO584
Bargaining and Rational choice
Theory
H
H
30
30
1 and 2
1 and 2
H
H
30
30
1 and 2
1 and 2
H
30
1 and 2
H
H
H
H
H
H
H
H
30
30
30
30
30
15
15
30
1 and 2
1 and 2
1 and 2
1 and 2
1 and 2
2
1
1 and 2
H
15
1
SA500
Theories of Organisation and
H
30
1 and 2
Administration
SO518
Globalisation and Social Change
H
30
1 and 2
SP535
Interpersonal Behaviour in Industry
H
15
1
(2)
SP536
Group Behaviour in Industry (2)
H
15
2
Either 30 credits from the Computing list or 30 Credits form Modern languages
This specification covers the main degree programme, Industrial Relations and Human
Resource Management. The seven variants of this programme listed above have somewhat
different individual rubrics, but in all cases, CB 300 People and Organisations is compulsory
at Stage I (except Accounting) and at Stages 2 and 3, the two core modules CB 500
Industrial Relations and CB 519 The Management of Human Resources are compulsory, as
are certain core modules from the other discipline involved.
In the case of the Accounting variant, these are AC501 Social Responsibility Accounting,
AC506 Financial Accounting II, AC508 Principles of Finance, AC520 Management
Accounting I, and CB547 Strategic Management.
In the Economics variant, they are EC502 Macroeconomics, EC528 Business Economics,
EC545 Education, Skills and Earnings and EC547 Industrial Economics.
In the Law variant, it is LW304 Obligations I; in the Politics PO505 Public Administration in
Britain and PO584 Bargaining and Rational Choice Theory; in the Social Policy SO542 The
Welfare Systems in Britain and SO543 Theory, Ideology and Politics of Welfare; in the Social
Psychology SP500 Psychology Statistics and Practical, SP600 Psychology Project, and
CB5** Psychology of the Workplace; and in the Sociology variant CB518 Globalisation and
Social Change.
14. Support for Students and their Learning
 There is a one-week induction programme for all students joining the Social Science
Faculty, during which the School provides an induction to the programme itself.
 All undergraduates receive a handbook providing information about the School and its
student support services.
 There is a comprehensive School website, where information about all modules is
available.
 Module guides are provided.
 There is a good Library providing not only textbooks and journals but also access to
databases. A Subject Librarian provides specialist support for students and staff of the
Business School. Library training is provided.
 UKC has excellent computing facilities, with many open access PCs available 24 hours a
day.
 The School operates a Personal Academic Support System, which ensures that students
have a personal tutor, and that their performance and progress are monitored so that help
can be offered where appropriate. Personal tutors provide advice and help on a
comprehensive range of personal and academic support matters, an can advise students
on where to seek further help.
 The University provides a very comprehensive range of support services, both personal
and academic.
15. Entry Profile
Entry Route
For fuller information, please refer to the University prospectus
Offer levels: These vary (according to the programme applied for) between 260 and 300
points (21 units). It is 260 for the main programme. It includes either BB/BC at A level or BC
in (12 unit) VCE A level (AGNVQ), IB 30/34 points (14/15 at Higher), Pass in approved
Access course. Required subjects: GCSE English grade C, GCSE Mathematics grade C.
What does this suite of programmes have to offer?
 A strong grounding in all aspects of people management which provides a good base for
careers in either general management or personnel/human resource management and in
either the public or private sector
 An academic approach which incorporates the strengths of both the well-established
subject of industrial relations and also newer perspectives on human resource
management
 Strongly multi-disciplinary programme structure
 Opportunities to combine the study of industrial relations and human resource
management with another social science subject
 Flexibility in choice of programme and modules even after your studies have begun
Personal Profile
Desirable qualities at entry:
 You should enjoy working with others
 You should be interested in a career which will involve managerial or other responsibilities
 You should be intellectually alert and willing to acquire skills across a range of subjects.
16. Methods for Evaluating and Enhancing the Quality and Standards of Teaching and
Learning
Mechanisms for review and evaluation of teaching, learning, assessment, the
curriculum and outcome standards
 Active staff development programme
 Annual reports on modules and programmes (including reviews of progression and
achievement)
 Annual staff appraisal
 Continuous monitoring of student progress and attendance
 Double marking/moderation of assessed work carrying a substantial proportion of marks
 External examiners’ reports
 Mentoring of new staff
 Peer observation of teaching
 Periodic programme reviews
 Personal Academic Support System
 QAA oversight
 Student evaluations of modules and programmes
 Betting of examination questions by module teams, Board of Studies and external
examiners.
Quality and standards
 Board of Examiners
 Board of Studies (including an annual review of learning and teaching
 Departmental Director of Learning and Teaching
 Departmental Learning and Teaching Committee
 Departmental Staff acting as external examiners at other institutions
 External examiners (who make regular reports)
 External examiners attending Board of Examiners
 Faculty Learning and Teaching Committee
 Module team meetings
 Programme Approval sub-committee of the University Learning and Teaching Board
 Staff-Student Consultative Committee
 University Learning and Teaching Board
Mechanisms for gaining student feedback on the quality of teaching and their learning
experience
 Discussions with senior tutor
 Discussions with tutors
 Exit questionnaires
 Informal meetings and social contact with students (including student role in recruitment
activities)
 Staff have office hours when students can discuss their modules/programmes
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Staff-student Consultative Committee
Student module evaluations
Student representation on Board of Studies
Student representation on departmental committees
Student representation on faculty committees
Student representation on University committee
Staff development priorities include:
 All probationary staff are required to undertake the Postgraduate Certificate in Higher
Education on joining the department
 Conference attendance (With or without departmental funding)
 Departmental research seminars
 Health and safety
 Links with other European institutions
 Meetings of module teaching teams
 Membership of relevant professional/academic bodies
 Mentoring of new lecturers
 Participation in learning and teaching innovation projects
 Part-time staff are encouraged to enrol on the Associated Teacher Accreditation
Programme
 Programme of departmental and programme team learning and teaching seminars
 Programme team meetings
 Provision of support for development of innovative teaching and learning
 Regular formal and informal collaboration in programme development
 Research seminars
 Staff appraisal scheme
 Staff are normally expected to have a minimum of a first degree and research experience
on appointment
 Staff development courses
 Study Leave
 Supervision of probationary staff
 Support is provided for staff wishing to pursue Institute for Learning and Teaching
membership
 Widening participation
17. Indicators of Quality and Standards
 QAA Subject Review in 2000 (Business Administration, Management Science and
Industrial Relations and Human Resource Management) confirmed the quality of the
programmes
 External examiners’ reports confirm the quality of the programmes annually
 Very good employment record for recent graduates. Of the last cohort of 31 students,
there were four with unknown destinations and two unavailable for work, 19 in
employment and 6 in postgraduate study
The following reference points were used in creating these specifications:
 QAA Subject Bench mark Statement for General Business and Management
 QAA National Qualifications Framework Descriptor for a Bachelors Degree with Honours
 UKC Learning and Teaching Strategy