Human Resources Management in Context
This course introduces students to the theorical and contextual background of human resource management. The roles and functions of human resource managers would be the focus of this course. In this course, we develop the capability of the Human Resource Management (HRM) professionals to contribute constructively to the formation of organizational responses to the organization context. In addition, the activities, concepts and techniques of HR managers, their responsibilities would be discussed in detail. Students would be introduced to some HR models such as the Standard Causal Model of HR, the HR Value Chain, The Harvard Framework for HR, and the 8-Box Model. The competency framework for HR professionals would also be introduced to students. The ethical aspects of HR management and an entrepreneurial perspective would be brought to bear on the course.
Contemporary Employment Relations
The course explores the employment relationship from a socio-economic perspective and exposes students to the dynamic and varied nature of the employment relationship, focusing on the role of management, employees, and the state in both national and international perspectives Students would be introduced to industrial relation and trade union activities. Contemporary themes of fairness, trust, conflict, engagement, and exploitation in the workplace will underpin learning
This module helps will teach the student to understand the important process of reward management within employing organisations. Students will learn about the key decisions that employers face when managing reward, such as deciding rates of pay or whether to use pay for performance, the factors that shape reward practice, such as minimum wage and equal pay law, and the challenges of reward management in international firms. The links between business strategy and reward will be explored and will consider the ethical issues that arise in this field of HR management. In completing the module students will be able to engage in practical reward tasks, such as completing an equal pay audit, which will enhance employability. The ethical underpinnings of ensuring that reward is based on performance in addition to the ethical issues that arise in performance and reward management would be discussed.
This course is about the legal regulation of work and the workplace. It will cover the expansion of employee rights against unjust dismissal, invasion of privacy and defamation, and will explore government regulations of the workplace in areas of health and safety, wages, hours, and benefits; it will also survey employment discrimination law. The student will be equipped with the knowledge, understanding and skills required to brief organization on the consequences of current and future developments in employment law, and to give up-to-date, timely and accurate advice regarding the practical application of legal principles at work. This course will equip human resource professionals to anticipate legal problems associated with organisational decisions and to play a leading role in effective handling of disputes in the workplace and in leading an organisation’s response when a formal legal claim is contemplated or pursued. This course will encourage students to think critically about the way in which the law both constrains and facilitates relationships between parties within work organisations, and its relationship to effective organisational functioning. Consideration will be given to the implications of the relevant law and legal developments for the role of the human resource professionals. Ethical aspects of the application of employment law would also be discussed. The course would be contextualised in Ghanaian employment laws.
This course teaches students the rudiments of the scientific research process. Students would advance their understanding of research through critical exploration of research language, ethics, and approaches. The course would introduce the language of research, ethical principles and challenges, and the elements of the research process within quantitative, qualitative, and mixed methods approaches. Participants will use these theoretical underpinnings to begin to critically review literature relevant to their field or interests and determine how research findings are useful in forming their understanding of their work, social, local, and global environment. Students would also be introduced to the use of some software packages in analysing data. Research report writing would also be taught students.
Leadership, Work & Organization
This course aims to develop knowledge and understanding of leadership and change within organisational contexts. The module will encourage a critical evaluation of different leadership theories and practice and explore the role of leaders, managers, and consultants in facilitating organisational, team and individual change and growth. There is recognition of differing approaches and interpretations of the concepts of leadership and change within a range of contexts including public, private, not-for-profit, large, small, national, international, and multicultural organisations. Students would also be introduced to the concept of management development, the rational for management development and related concepts such as talent management, coaching, sensitivity training,
The module will enable learners to develop a critical understanding of the complexities and contested nature of leadership and management and the opportunities and barriers for organisational change. It will build on real life examples to explore organisations as they really are, in all their complexity.
International Human Resource Management
The content of the International HRM module extends the subject matter of the Management of Human Resources module from Semester 1 into the international arena, and exposes students to the intercultural aspects of people management. The aims of this module are to provide participants with an understanding of the management of human resources in an international context, to examine the political and economic factors which influence the decision-making processes of multinational organizations, and the way these affect HR strategies and policies.
The purpose of this module is to introduce students to key debates and controversies concerning organisational change. Students will cover a range of different perspectives on organisational change and develop an understanding of both the theoretical and practical implications of managing change. Additionally, they will develop an awareness of how the practice of change management relates to broader strategies for Human Resource Management.
The field of Organisational Behaviour (OB) is concerned with the study of what people do in an organization, why they do it, and how that behaviour affects the performance of the organization. The course will provide students with an overview of organisations and management from the behavioural sciences perspective. The course would be contextualised in theories and concepts on organisational behaviour such as the Neo-Institutional theory, Contingency theory, Organisational Culture model for students to better understand organisational behaviour. The course will also explore factors shaping individual, group, organisational and cultural dynamics, as they pertain to administration and management in organisations. The ability to act with skill and creativity in organisations begins with the development of multiple perspectives on organisations. It is hoped that exposure to these various views will better enable students to examine their behaviour and beliefs about managerial behaviour and to contrast and integrate these ideas with the theories and observations in the workplace. The ethical considerations of people’s behaviour in organisations would be emphasized.
Strategic Human Resource Management
Strategic HRM provides a strategic framework for integrating and applying HRM concepts and theories such as the human capital theory, SWOT analysis framework, Competing Values framework, and the human resource roles model to provide a context for understanding strategic HRM to the student. The need for sustained competitive advantage has made the strategic management of HRM increasingly important to long term business success as it focuses on linking all HRM activities with an organisation’s business objectives. As such, Strategic HRM will require students to work at an advanced level to critically analyse HR strategies in relation to their application in the workplace. The ethical perspectives on strategic HRM practices would be emphasized during the teaching of the course.
Human Resource Planning, Recruitment and Selection
This module will provide students with a range of theoretical and practical knowledge, providing them with the opportunity to think critically and evaluate and the planning, selection and recruiting of human resources for their organisations. Students examine the policies and procedures for the planning, acquisition, deployment, and retention of a workforce of sufficient size and quality to allow an organization to attain its strategic goals. Topics include the strategic importance of staffing; the staffing environment; human resource planning; job analysis and design; recruitment; applicant screening; employment testing; interviews; references; decision making; employment contracts; methods of evaluation the hiring process; deployment; and retention. The ethical issues involved in the planning, selection, and recruitment of human resources of the organisation such as issues of discrimination, having protocol lists, issues bordering on morality would also be discussed.
Corporate Governance is all about responsible management. It is not just one aspect of management: it also involves issues over whose interests should be considered when the Directors make decisions. After completing this course successfully, participants will understand and be able to discuss the various meanings of corporate governance and good corporate governance. Participants will understand the various theories and principles underpinning ‘corporate governance’. They will know the topical issues surrounding corporate governance, understand how companies are managed, understand the duties placed on Directors and officers of companies and appreciate the continuing debate about how to balance the interests of the various stakeholders. The ethical aspect of board decision making and its implications on human resource management would be emphasised.
Training & Development
This course provides an understanding of the role of training and the various forms training can take. Students develop a theoretical and applied understanding of training practices in workplaces as well as a practical knowledge. In today’s emerging and competitive global economy, only those organizations dedicated to continuous learning are expected to grow and thrive. The primary aim of this course is to facilitate understanding of how performance management through the training and development function fits into both the overall mandate of human resources management and the larger environmental and organizational contexts. Participants should gain an understanding of how evidence-based decision making is used to assess training needs, design, deliver and administer training and development programs, and ultimately to evaluate the effectiveness of such programmes.