UNIVERSITY OF KENT

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
  1. Teaching Institution
/ University of Kent
  1. School responsible for management of the programme
/ Kent Business School
  1. Teaching Site
/ Canterbury
  1. Mode of Delivery
/ Full-time
Part time
  1. Programme accredited by
/ Chartered Institute of Personnel and Development (CIPD)
  1. Final Award
/ MSc Human Resource Management (HRM); PG Diploma; PG Certificate
  1. Programme
/ Masters in Human Resource Management (HRM)
  1. UCAS Code (or other code)
/ N/A
  1. Credits/ECTS Value
/ 180 credits (90 ECTs)
  1. Study Level
/ PG
  1. Relevant QAA subject benchmarking group(s)
/ Masters awards in Business and Management2015
  1. Date of creation/revision (note that dates are necessary for version control)
/ Produced in November 2010
Revised in May 2012/ December 2013/Oct 2015
  1. Intended Start Date of Delivery of this Programme
/ September 2016
  1. Educational Aims of the Programme
The programme aims and outcomes have reference to the subject benchmarking statement for Masters awards in business and management
  1. Educate individuals as managers and business specialists and thus improve the quality of HRM as a profession (SB 2.1)
  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 (SB 2.3)
  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 (SB 2.1)
  4. Develop students’ knowledge and understanding of HRM, the external context in which it operates and how HRM is delivered (SB 3.1; 3.2; 3.3)
  5. Develop an appropriate range of cognitive, critical and intellectual skills, research skills and relevant personal and interpersonal skills (SB 3.7)
  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 (SB 3.13)
  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.

  1. 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 (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:
  1. The impact of contextual forces on organisations, including: environmental, social and technological change issues; international developments; corporate governance (SB 3.4, 3.5)
/ 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

  1. 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)

  1. Theoretical and applied perspectives of HRM (SB 3.8)

  1. The management and development of people within organisations; organisational theory, behaviour; industrial/employee relations, HRM, change management (SB 3.8, PS 2)

  1. A service orientation for customers and equivalent stakeholders relevant to HRM (PS 8)

  1. Business understanding and the corporate perspective, including awareness of business processes and operations (SB 3.2, PS 3)

  1. The use of relevant communication and information technologies for application in HRM (SB 3.7, PS 10)

  1. The development of appropriate HRM policies and strategies with a changing context to create an achievable vision for the future (SB 3.7, 3.13 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 3.13)
  2. Ability to select, organise, develop and synthesise complex material (SB 3.13)
  3. Analytic skills necessary for the
analysis of problems and the
identification of appropriate
solutions. Application of a
systematic approach to situational
analysis (SB3.13, 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 (SB 3.13)
5. Capability to communicate persuasively and cogently and co-ordinate or eventually lead a team of multifunctional specialists. (SB 3.13, PS 10, 12)
NB. Learning outcome B5 only applies to the Master’s qualification and is not required for PGDip or PGCert. / 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

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 3.13, 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 3.13, 5.1, PS 4)
  3. Ability to conduct research into business and management issues (SB 3.13, 5.1, PS 7)
  4. Ability to identify, find, record, organise and manipulate knowledge relevant to the development and management of organisations (SB 3.13)
/ 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

D. Transferable Skills:
  1. Information and knowledge; scanning and organising data; abstracting meaning from information and sharing knowledge (SB 3.13, PS7)
  2. Two-way communication: listening, negotiating and persuading or influencing others; oral and written communication, using a range of media, including the preparation of business reports (SB 3.13, PS 10)
  3. Personal drive and effectiveness: self-awareness and self-management; 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 3.13, PS 1, 5, 6)
  4. Effective performance within a team environment and the ability to recognise and utilise others’ contributions in group processes (SB 3.13, PS 2)
/ 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

For more information on which modules provide which skills, see the module mapping
  1. Programme Structures and Requirements, Levels, Modules, Credits and Awards
This programme is studied over one year full-time or two years part-time.
The programme is divided into two stages. Stage 1 comprises modules to a total of 120 credits and Stage 2 comprises a 60 credit dissertation module. Students must successfully complete each module in order to be awarded the specified number of credits for that module. One credit corresponds to approximately ten hours of 'learning time' (including all classes and all private study and research). Thus obtaining 180 credits in an academic year requires 1,800 hours of overall learning time. For further information on modules and credits refer to the Credit Framework at
Each module and programme is designed to be at a specific level. For the descriptors of each of these levels, refer to Annex 2 of the Credit Framework at To be eligible for the award of a masters degree students must obtain 180 credits, at least 150 of which must be Level 7. Students who obtain 120 credits, but excluding the Business Report, will be eligible for the award of postgraduate diploma. A Postgraduate Certificate may be awarded on achievement of 60 credits in the taught element of the programme.
Compulsory modules are core to the programme and must be taken by all students studying the programme. Optional modules provide a choice of subject areas, from which students will select a stated number of modules.
Where a student fails a module(s) due to illness or other mitigating circumstances, such failure may be condoned, subject to the requirements of the Credit Framework and provided that the student has achieved the programmelearning outcomes. For further information refer to the Credit Framework at
Where a student fails a module(s), but has marks for such modules within 10 percentage points of the pass mark, the Board of Examiners may nevertheless award the credits for the module(s), subject to the requirements of the Credit Framework and provided that the student has achieved the programme learning outcomes. For further information refer to the Credit Framework.
Failure in certain modules, as indicated by the symbol * below, may not be compensated for or condoned, in order to be eligible for the CIPD award.
N.B. Assessment methods and consistency of assessment across the programme modules are guided by CiPD requirements for assessment.
The Compulsory Modules of the programme are:
Code / Title / Level / Credits / Term(s)
Stage 1:
Compulsory Modules
CB9044* / Developing Skills for HRM / 7 / 15 / 1
CB9045* / Human Resource Management in Context / 7 / 15 / 1
CB9046* / Human Resource Management & Development in Practice / 7 / 15 / 1
CB9047* / Leadership and Management / 7 / 15 / 1
CB9048* / Research Methods / 7 / 15 / 1&2
Optional Modules (Students must chose4)
CB8000 / Employee Resourcing / 7 / 15 / 2
CB8007 / Managing Diversity & Equal Opportunities / 7 / 15 / 2
CB8001* / Employment Relations / 7 / 15 / 2
CB8010 / Learning and Development / 7 / 15 / 2
CB9050 / Reward and Performance Management / 7 / 15 / 2
CB9051 / HR Strategy / 7 / 15 / 2
CB8029 / The Psychology of Selection and Assessment / 7 / 15 / 2
Alternative options 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:
Compulsory modules
CB9049* / HRM Business Report / 7 / 45 / 3
Part time Pathway
The Compulsory Modules of the programme are:
Code / Title / Level / Credits / Term(s)
Stage 1:
Compulsory Modules
CB9044* / Developing Skills for HRM / 7 / 15 / 1
CB9045* / Human Resource Management in Context / 7 / 15 / 3
CB9046* / Human Resource Management & Development in Practice / 7 / 15 / 1
CB9047* / Leadership and Management / 7 / 15 / 3
CB9048* / Research Methods / 7 / 15 / 3 & 4
Optional Modules (Students must chose 4)
CB8000 / Employee Resourcing / 7 / 15 / 2 or 4
CB8007 / Managing Diversity & Equal Opportunities / 7 / 15 / 2 or 4
CB8001* / Employment Relations / 7 / 15 / 2 or 4
CB8010 / Learning and Development / 7 / 15 / 2 or 4
CB9050 / Reward and Performance Management / 7 / 15 / 2 or 4
CB9051 / HR Strategy / 7 / 15 / 2 or 4
CB8029 / The Psychology of Selection and Assessment / 7 / 15 / 2
Alternative options 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:
Compulsory modules
CB9049* / HRM Business Report / 7 / 45 / 5
  1. 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. However, students are expected and required to study and provide examples from actual organisations as part of seminar and case study activities. In addition, many assignments and the HRM Business Report are organisationally based. Moreover, extra-curricular activities are provided, often in conjunctionwith the local branch of the CIPD,
  1. Support for Students and their Learning

Support will be provided via a variety of mechanisms, including:
  • An induction programme which includes a formal induction programme of events delivered by the University and KBS. These events include the following activities:
  • Graduate School Induction
  • Faculty of Social Sciences Induction
  • Kent Business School Induction Lunch & Event
  • KBS Carousel Event (introductory sessions on the University’s VLE: Moodle; Student Learning Advisory Service (SLAS); Centre for English and World Language (CEWL); Careers & Employability Service; Library Services)
  • MSc HRM programme induction event
  • A weekend induction event specific to the MSc HRM to facilitate the integration of the full time and part time cohorts.
  • The provision of additional support and resources for the PT cohort in acknowledgement of different needs in terms of independent study and motivation. To facilitate this, apeer mentoring scheme will be developed whereby part time students will be allocated a full time student to act as a link with the programme and cohort to keep them motivated and act as link with the rest of the students. This would also provide an excellent developmental experience for both as the part timers will bring their professional experience and expertise to the relationship. Careful consideration in the selection of pairs will be made during the weekend induction event.
  • Programme/module handbooks
  • Student Support and Wellbeing
  • Student Learning Advisory Service
  • Counselling Service
  • Kent Union
  • Graduate Student Association (GSA)
  • Graduate School (Provision of (i) skills training (workshops and online courses) (ii) institutional level induction and (iii) student-led initiatives such as social events, conferences and workshops)
  • Information Services (computing and library services)
  • Postgraduate student representation at School, Faculty and Institutional levels
  • Centre for English and World Languages
  • Careers and Employability Services
  • International Office
  • Medical Centre
  • Library services, see
  • PASS system, see

  1. 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.
20.1 Entry Route
For fuller information, please refer to the University prospectus
Minimum requirements
Students who wish to apply for a higher degree should have a good honours degree from the UK (minimum 2:2) or equivalent internationally recognised qualifications.
Applicants without an honours degree may also be considered on the basis of work experience, professional qualifications and the relevance of the programme to their current professional role.

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:
  • IELTS 6.5, with not less than 6.0 in each section.
  • 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 6.5 IELTS score or equivalent
  • Cambridge English: Advanced & Proficiency 176 (with a minimum of 169 in each component)
  • Pearson Academic 62 (including 60 in each subset )

20.2 What does this programme have to offer?
  • 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

20.3 Personal Profile
  • 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
  • A willingness to engage in mutual learning with peers

  1. 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
  • Quality Assurance Framework
  • Periodic Programme Review (last review April 2011)
  • External Examiners system
  • Annual programme and module monitoring reports
  • QAA Higher Education Review
  • Student module evaluations
  • Annual staff appraisal
  • Peer observation
  • CIPD accreditation

21.2 Committees with responsibility for monitoring and evaluating quality and standards
  • Staff/Student Consultative Committee
  • Kent Business SchoolGraduate StudiesCommittee
  • Faculty Graduate School Committee
  • Graduate School Board
  • Faculty Board
  • MSc HRM Board of Examiners
  • Kent Business School Advisory Board

21.3 Mechanisms for gaining student feedback on the quality of teaching and their learning experience
  • Student evaluation of all modules (on-line evaluation for web-based modules)
  • Student membership of Staff/Student Consultative Committee
  • Student membership of Boards of Studies
  • Student membership of Graduate School Committee
  • Student membership of Faculty Graduate School Committee
  • Student membership of University Graduate School Board
  • Postgraduate Taught Experience Survey (PTES)

21.4 Staff Development priorities include:
  • Annual Appraisals
  • Institutional Level Staff Development Programme
  • Study Leave
  • Academic Practice Provision (PGCHE, ATAP and other development opportunities)
  • PGCHE requirements
  • HEA (associate) fellowship membership
  • Professional body membership and requirements
  • Programme team meetings
  • Research seminars
  • Conferences
  • 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

  1. Indicators of Quality and Standards

  • Annual External Examiner Reports
  • Results of periodic programme review (April 2011)
  • Annual programme and module reports
  • Professional Accreditation (CIPD)
  • Graduate Destinations Survey
  • Postgraduate Taught Experience Survey (PTES) results
  • QAA Higher Education Review 2015
  • 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

22.1 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 2015
  • QAA UK Quality Code for Higher Education
  • The CiPD Professional Standards Competency Framework
  • Kent Business School’s business plan
  • The University Plan and Teaching and Learning Enhancement Strategy
  • Staff research activities

Template last updated October 2015