MS Human Resource Management

The employment record (S1VU301) is a 30-credit course on MS Human Resource Management, with 300 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using The employment record as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone.

• Position, rivals, and the choice in front of the organisation — The employment record
• A financial result and the operational cause — The employment record
• The decision, the team, resistance, and the plan — The employment record
• Stakeholders and what they can block — The employment record
• Ethics and the limit of the recommendation — The employment record
• A consulting brief: problem, evidence, recommendation, defence — The employment record

Performance and conduct (S1VA403) is a 30-credit course on MS Human Resource Management, with 300 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Performance and conduct as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone.

• Position, rivals, and the choice in front of the organisation — Performance and conduct
• A financial result and the operational cause — Performance and conduct
• The decision, the team, resistance, and the plan — Performance and conduct
• Stakeholders and what they can block — Performance and conduct
• Ethics and the limit of the recommendation — Performance and conduct
• A consulting brief: problem, evidence, recommendation, defence — Performance and conduct

Pay, absence, and data (S1X8104) is a 30-credit course on MS Human Resource Management, with 300 notional learning hours. By the end, students can define a measurable question, fit a method that can be checked, and report where it fails, using Pay, absence, and data as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a dataset description, a methods note, and one published evaluation. Seminar time is for the decision, not for reading the materials aloud. Assessment is a project note with the question, the method, the result, and the limitation. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone.

• The question, the unit of analysis, and data quality — Pay, absence, and data
• Features, baselines, and error — Pay, absence, and data
• Validation, leakage, and what the model must not decide — Pay, absence, and data
• Monitoring, drift, and human review — Pay, absence, and data
• Interpretation for a non-technical decision maker — Pay, absence, and data
• A supervised project with method, result, and limitation — Pay, absence, and data

Capstone: people file (S1WO206) is a 30-credit course on MS Human Resource Management, with 300 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Capstone: people file as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone.

• Position, rivals, and the choice in front of the organisation — Capstone: people file
• A financial result and the operational cause — Capstone: people file
• The decision, the team, resistance, and the plan — Capstone: people file
• Stakeholders and what they can block — Capstone: people file
• Ethics and the limit of the recommendation — Capstone: people file
• A consulting brief: problem, evidence, recommendation, defence — Capstone: people file