UNIVERSITY OF KENT
Annex C: Programme Specifications Template
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 [either by following the links
provided or in the programme handbook]. 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.
MSc Human Resource Management
1. Awarding Institution/Body
University of Kent
2. Teaching Institution
University of Kent
3. Teaching Site
Canterbury
4. Programme accredited by
Accreditation sought from the Chartered
Institute of Personnel and Development
(CiPD)
5. Final Award
MSc Human Resource Management
(HRM); PG Diploma; PG Certificate
6. Programme
Masters in Human Resource
Management (HRM)
7. UCAS Code (or other code)
N/A
8. Relevant QAA subject
benchmarking group(s)
Masters awards in business and
management
9. Date of production/revision
November 2010/September 2011
10. Applicable cohort(s)
September 2012 entry
11. Educational Aims of the Programme
The programme aims to:
1. Educate individuals as managers and business specialists and thus improve
the quality of HRM as a profession
2. Provide preparation for and/or development of a career in business and HRM
by developing skills at a professional or equivalent level, or as preparation for
research or further study in the area
3. Add value to first degrees by enabling individuals to develop an integrated
and critically aware understanding of HRM and assist them in taking effective
roles within the discipline
4. Develop students’ knowledge and understanding of HRM, the external
context in which it operates and how HRM is delivered
5. Develop an appropriate range of cognitive, critical and intellectual skills,
UNIVERSITY OF KENT
research skills and relevant personal and interpersonal skills
6. Foster enhancement of lifelong learning skills and personal development,
enabling students to work independently and with originality, thus
contributing to business and society at large
7. Bring the scholarly and critical insights of the Social Sciences to bear on the
subjects, activities and processes associated with HRM
8. Provide teaching and learning opportunities that are informed by high quality
research and scholarship, from within the Kent Business School and
elsewhere.
12. Programme Outcomes
The programme provides opportunities for students to develop and demonstrate
knowledge and understanding, qualities, skills and other attributes in the following
areas. The programme outcomes have references to the subject benchmarking
statement for Masters Awards in Business and Management 2007 (SB) and the
Professional Standards of the Chartered Institute of Personnel and Development
(PS).
Knowledge and Understanding
Teaching/learning and assessment
methods and strategies used to
enable outcomes to be achieved and
demonstrated
A. Knowledge and Understanding of:
3. Theoretical and applied perspectives
of HRM (SB 3.7)
Teaching/learning methods and
strategies

Readings

Lectures

Visiting speakers

Company visits

Tutor-led workshops

Seminars

Case studies

Discussions

Business games

Individual and group project work

Business and management reports

On-line learning materials

Computer workshops

Business Report Module

HRM related DVDs
4. The management and development
of people within organisations;
organisational theory, behaviour;
industrial/employee relations, HRM,
change management (SB 3.9, PS 2)
Assessment methods and strategies

Online tests

Seminar contribution

Coursework assignments
1. The impact of contextual forces on
organisations, including:
environmental, social and
technological change issues;
international developments;
corporate governance (SB 3.4, 3.5)
2. Management within organisations,
encompassing the various
processes, procedures and practices
for effective leadership and
management of organisations,
including the application of theory to
the advancement of Human
Resource Management (HRM)
practice (SB 3.6)
UNIVERSITY OF KENT
5. A service orientation for customers
and equivalent stakeholders relevant
to HRM (SB 3.9, PS 8)


6. Business understanding and the
corporate perspective, including
awareness of business processes
and operations (SB 3.9, PS 3)
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
7. The use of relevant communication
and information technologies for
application in HRM (SB 3.9, PS 10)
Written seen/unseen examinations
Evaluation of contributions to
discussions, both ‘face to face’ and
on-line
Presentations
Project reports
Management reports
Business Report
8. The development of appropriate
HRM policies and strategies with a
changing context to create an
achievable vision for the future (SB
3.9, PS 9)
Skills and Other Attributes
B. Intellectual Skills:
1. Critical thinking and creativity;
managing creative processes in self
and others; organising thoughts;
analysis, synthesis, critical
appraisal. This includes the
capability to identify assumptions,
evaluate statements in terms of
evidence, detect false logic or
reasoning, identify implicit values,
define terms adequately and
generalise appropriately (SB 3.10)
2. Ability to select, organise, develop
and synthesise complex material
(SB 3.10)
3.
Analytic skills necessary for the
analysis of problems and the
identification of appropriate
solutions. Application of a
systematic approach to situational
analysis (SB3.10, PS 7)
4.
Ability to plan, work and study
independently and to use resources
in a way which reflects best current
practice and anticipated future
practice
5. Capability to communicate
persuasively and cogently and coordinate or eventually lead a team
of multifunctional specialists. (SB
5.1, 3.10, PS 10, 12)
Teaching/learning methods and
strategies

Readings

Lectures

Visiting speakers

Company visits

Tutor-led workshops

Seminars

Case studies

Discussions

Business games

Individual and group project work

Business and management reports

On-line learning materials

Computer workshops

Business Report Module

HRM related DVDs
Assessment methods and strategies

Online tests

Seminar contribution

Coursework assignments

Written seen/unseen examinations

Evaluation of contributions to
discussions, both ‘face to face’ and
on-line

Presentations

Project reports
UNIVERSITY OF KENT
NB. Learning outcome B5 only
applies to the Master’s
qualification and is not required
for PGDip or PGCert.
C. Subject-specific Skills:
1. Problem solving and decision
making; establishing criteria; using
appropriate decision techniques
including identifying, formulating
and solving business problems; the
ability to create, identify and
evaluate options; the ability to
implement and review decisions
(SB 3.10, 5.1, PS 7)
2. Professional and ethical
management: recognising ethical
situations, applying ethical and
organisational values to situations
and choices that are required for
effective achievement in the
personnel and development arena
(SB 3.10, 5.1, PS 4)
3. Ability to conduct research into
business and management issues
(SB 3.10, 5.1, PS 7)
4. Ability to identify, find, record,
organise and manipulate
knowledge relevant to the
development and management of
organisations (SB 5.1)
D. Transferable Skills:
1. Information and knowledge;
scanning and organising data;
abstracting meaning from
information and sharing knowledge
(SB 3.10, PS7)
2. Two-way communication: listening,
negotiating and persuading or
influencing others; oral and written


Management reports
Business Report
Teaching/learning methods and
strategies

Readings

Lectures

Visiting speakers

Company visits

Tutor-led workshops

Seminars

Case studies

Discussions

Business games

Individual and group project work

Business and management reports

On-line learning materials

Computer workshops

Business Report Module

HRM related DVDs
Assessment methods and strategies

Online tests

Seminar contribution

Coursework assignments

Written seen/unseen examinations

Evaluation of contributions to
discussions, both ‘face to face’ and
on-line

Presentations

Project reports

Management reports

Business Report
Teaching/learning methods and
strategies

Readings

Lectures

Visiting speakers

Company visits

Tutor-led workshops
UNIVERSITY OF KENT
3.
4.
communication, using a range of
media, including the preparation of
business reports (SB 3.10, PS 10)
Personal drive and effectiveness:
self-awareness and selfmanagement; willingness to use all
available resources to accomplish
objectives; time management;
sensitivity to diversity in people and
in different situations; the ability and
a commitment to continue learning
and continuing improvement; an
aspiration to achieve goals that
deliver value-added outcomes (SB
3.10, PS 1, 5, 6)
Effective performance within a team
environment and the ability to
recognise and utilise others’
contributions in group processes
(SB 3.10, PS 2)










Seminars
Case studies
Discussions
Business games
Individual and group project work
Business and management reports
On-line learning materials
Computer workshops
Business Report Module
HRM related DVDs
Assessment methods and strategies

Online tests

Seminar contribution

Coursework assignments

Written seen/unseen examinations

Evaluation of contributions to
discussions, both ‘face to face’ and
on-line

Presentations

Project reports

Management reports

Business Report
For more information on which modules provide which skills, see the module
mapping
UNIVERSITY OF KENT
13. Programme Structures and Requirements, Levels, Modules, Credits and
Awards
1. The Masters in Human Resource Management is a full time programme over
12 months and requiring completion of 180 credits. This is divided into 75
credits of study per term for Terms 1 & 2, with the remaining 30 credits
(CBXXX HRM Business Report) completed in Term 3. The programme
consists of 5 core modules and a choice of electives.
2. The programme is divided into two clear stages. In stage 1 (Terms 1 & 2)
students undertake all the taught modules. On completion of Stage 1, a
progression board of examiners will decide whether candidates may proceed
to Stage 2 (Term 3) comprising the HRM Business Report.
3. Students successfully completing Stage 1 of the programme who do not
complete, or who fail to achieve passes in the HRM Business Report, will be
eligible for a Postgraduate Diploma, provided they obtain 120 credits in the
taught elements of the course. A Postgraduate Certificate may be awarded
on achievement of 60 credits in the taught element of the programme.
N.B. Assessment methods and consistency of assessment across the programme
modules are guided by CiPD requirements for assessment.
The Core Modules of the programme are:
Code
Title
Level
Credits
Term(s)
Stage 1:
Required Modules
CBXXXX
Developing Business
Skills for HRM
M
15
1
CBXXXX
Human Resource
Management in Context
M
15
1
CBXXXX
Human Resource
Management &
Development in Practice
M
15
1
CBXXXX
Leadership and
Management
M
15
1
CBXXXX
Research Methods
M
15
1
Optional Modules (Students must chose 5)
CB8000
Employee Resourcing
M
15
2
CB8007
Managing Diversity &
Equal Opportunities
M
15
2
CB8001
Employee Relations
M
15
2
CB8010
Learning and
M
15
2
UNIVERSITY OF KENT
Development
CBXXXX
Reward and Performance
Management
M
15
2
CBXXXX
HR Strategy
M
15
2
Alternative electives not listed above may be substituted under exceptional circumstances with the agreement
of the Director of Studies and on a case by case basis.
Programme details are subject to change without notice
Stage 2:
Required modules
CBXXXX
HRM Business Report
M
30
3
14. Work-Based Learning
Where relevant to the programme of study, provide details of any work-based
learning element, inclusive of employer details, delivery, assessment and support for
students.
There is no work-based learning element which constitutes a formal part of this
programme.
15. Support for Students and their Learning
Support will be provided via a variety of mechanisms, including:
 An induction programme
 Programme and module guides
 On-line access to the University’s library and to relevant websites
 English language support for non-native speakers
 The central support services of the University and the Business School
 An online bulletin board that enables issues of general concern to be raised by
individual students
 An academic support system giving advice on programme structure, academic
difficulties, progression routes and individual progress
 Contact with academic staff, during tuition, during office hours, and via telephone
and e-mail contact
 The programme website and the learning materials that it contains
 The provision of feedback on learning tasks, both group and individual
 Contact with the programme director
 Careers Advisory Service (Canterbury campus)
 Unit for the Enhancement of Learning and Teaching
16. Entry Profile
The minimum age to study a degree programme at the university is normally at least
17 years old by 20 September in the year the course begins. There is no upper age
limit.
UNIVERSITY OF KENT
Entry Route
For fuller information, please refer to the University prospectus
Minimum requirements
 An upper second class degree from a United Kingdom or other approved
university, or an equivalent professional qualification.
International applicants
In order to enter the programme you also need to demonstrate your proficiency in
English and we ask for one of the following:
 Applicants must normally achieve an overall IELTS score of 7.0 (with a
minimum of 6.5 in both Reading and Writing) or equivalent.
 Applicants who do not meet the required IELTS score can apply to undertake
a pre-sessional programme (19, 12 or 6 week) in order to reach the required
7.0 IELTS score or equivalent.
 Applicants with an overall IELTS score of 6.5 (with a minimum 6.0 in both
Reading and Writing) may be accepted onto their chosen programme at the
discretion of the Director of Studies.
 Applicants who do not meet the entry criteria for a MSc/MBA programme will
be offered the Graduate Diploma in International Management with
Management English, providing they hold a minimum honours degree and
IELTS score of 5.5 (minimum of 5.5 in all components) and meet any
programme specific entry requirements.
 TOEFL score: iBT – 100 (including 22 in reading and writing, 21 listening and
23 speaking)
 Grade A in Cambridge Advanced Certificate in English.
 Pearson Test of English (PTE) 68 (including 65 in all four subjects)
What does this programme have to offer?

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


A strong grounding in all aspects of HRM 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 excellent education in the core principles of HRM
The development of a broad set of skills that are highly sought after by
employers
A structured approach to developing the knowledge and skills required to pursue
successfully a career in HRM
The opportunity to study a programme that combines an academic approach with
the professional standards of the CiPD
The opportunity to learn from, and develop networks with fellow students
The chance to develop an international perspective on business and
management issues though working with an international group of students
Personal Profile

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


Good English communication skills
A willingness to develop knowledge and understanding across all aspects of
business and management
Good ICT skills and a willingness to develop them further
A commitment to independent as well as supported learning
An interest in the application of academic knowledge to HRM issues
UNIVERSITY OF KENT
17. 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

Annual reports on modules and programmes (including reviews of progression
and achievement)
 Reports to Postgraduate Staff/Student Consultative Committee
 Reports to MSC HRM Board of Studies
 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
 Team teaching and the use of outside speakers
 Active staff development programme
 Vetting of examination questions by module teams, Board of Studies and
external examiners
Committees with responsibility for monitoring and evaluating quality and
standards
 Postgraduate Staff/Student Consultative Committee
 MSc HRM Board of Studies
 Departmental Graduate School Committee
 Faculty Graduate School Committee
 Graduate School Board
 MSc HRM Board of Examiners
 Kent Business School Advisory Board
Mechanisms for gaining student feedback on the quality of teaching and their
learning experience
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


Student evaluation of all modules (on-line evaluation for web-based modules)
Student membership of Postgraduate Staff/Student Consultative Committee
Student membership of MSc HRM Board of Studies
Student membership of Graduate School Committee
Student membership of Faculty Graduate School Committee
Student membership of University Graduate School Board
Staff Development priorities include:


New appointees are expected to have a PhD or be close to completing one
New appointees without significant teaching experience are required to undertake
the PGCHE
UNIVERSITY OF KENT
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The development of staff to support web-based learning
The development of research capability through the setting up of individual
research plans that must meet targets for research development, research seminar
organisation etc.
The development of supervisory capacity to cope with Business Reports,
Dissertations, projects etc.
Encouraging staff to engage proactively with, and seek membership of, the CiPD
Encouraging staff to engage proactively with organisations in the private, public
and voluntary sectors
Encouraging staff to develop awareness of non-UK perspectives on management
Dissemination of good practice arising from peer teaching observations and
departmental staff development
18. Indicators of Quality and Standards
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KBS is a member of the Association of Business Schools
The programme conforms to the QAA Benchmark Statements for Masters
degrees in business and management
The Professional Standards of the CiPD has been incorporated into the
programme design.
KBS was subject to a Discipline Audit Trail as part of the QAA Institutional Audit
of the University in March 2004.
The following reference points were used in creating these specifications:
The following reference points were used in creating these specifications:
 Prospectuses of competitor business schools
 QAA Benchmark Statements for Masters degrees in business and management
 QAA Framework for HE Qualifications
 The CiPD Professional Standards Competency Framework
 Kent Business School’s business plan
 The University Plan and Teaching and Learning Strategy
UNIVERSITY OF KENT
Module Mapping
Developing
Business
Skills for
HRM
HRM in
Context
HRM &
Developm
ent in
Practice
Leadership
& Mngt
Research
Methods
HRM
Business
Report
Employee
Resourcin
g
Managing
Diversity &
EO
Employee
Relations
Learning &
Developm
ent
Reward &
Performan
ce
Manageme
nt
HR
Strategy
A
1
A
2
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A
4
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A
5
A
6
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A
3
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A
7
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A
8
B
1
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B
2
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B
3
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B
4
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B
5
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C
1
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C
3
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C
4
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D
1
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D
2
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D
3
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D
4
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C
2
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