A group of people sitting listening to a speaker.

BAHuman Resource Management & Management

Why this course?

Strathclyde is widely acknowledged to offer some of the best teaching in Human Resource Management (HRM) in both Scotland and the UK.

The course covers areas such as recruitment and selection, training and developing and managing conflict at work. These are an important part of the management process in all organisations.

Management is sometimes defined as the achievement of results with, and through, others. Whether the challenge is developing profitable new products or improving the health of our nation, the answer often comes down to management.

Studying Management will help you understand theory and develop the skills to put it into practice.

Create your own course

Modern business is too complex to be covered by a single subject: modern managers need to have a broad outlook.

You choose basic classes in business and other disciplines, alongside the Business School’s Management Development Programme. You’ll study a wide variety of subjects and create a curriculum to suit your interests and needs.

You also have the opportunity to try new subjects, some of which you won’t have experienced at school or college. At the beginning of Year 2, you choose two subjects to continue studying in Years 2 and 3. You’ll also select a third, ‘minor’ subject and take further Management Development skills classes.

Apply under the general UCAS entry code N100, if you’d prefer to discuss your subject choices once you arrive. To study accounting, apply under N400 or one of the other accounting codes listed on the site.

Human Resource Management

What you’ll study

Year 1

The introductory class – Managing People – provides an overview of HRM.

Years 2 & 3

Core classes cover more in-depth HRM theories and techniques. Year 2 focuses upon workplace behaviour from an organisational psychology point of view. Year 3 focuses on more sociological theories. Options include classes in employee development and in equality and diversity.

Year 4

You’ll study a range of specialist classes at single or joint Honours.

Study abroad

In Year 3 you'll have the opportunity to study in Europe, North America and elsewhere for one or two semesters.

Student competitions

The Peter Bain Prize is awarded each year to the student with the highest mark for their dissertation.

The HRM Society

The HRM Society is run by our students for our students. It aims to bring together all year groups into one network where they can share knowledge and practice, awareness of careers and build relationships with alumni and employers.

Management

What you'll study

Year 1

Management in a Global Context introduces the concept of management processes and practices in a global context.

Year 2

Organisational Analysis & Strategy equips you with the knowledge to use strategic concepts to analyse organisational structure. Understanding Change in Organisations explores the implications for change in a world that is internationally connected.

Year 3

As well as core classes, you’ll also plan and execute a corporate, sports, entertainment, or charitable event as part of an Events Management class and undertake a placement in one of Scotland’s exciting innovative businesses.

Year 4

Contemporary Issues in Management looks at the challenges managers face in today’s ever-changing environment. You can also choose from a range of options classes.

Course content

Year 1

Management Development Programme 1

Topics

First Year aims to help you make the transition to the university context. Semester 1 is the Thematic Semester: The World of Business Today and covers topics such as:

  • Social-Ethical-Environmental Governance (SEEG)
  • Business Ethics
  • Disruptive Technologies

Semester 2: Functional Semester: Organisations Today covers topics such as:

  • Creativity & Responsibility
  • Marketing & Sustainability across Domains

Class description

The first year of the programme is centred on the construction of knowledge in classroom setting with theoretical constructs developed. For each topic we’ve recorded a video by a Strathclyde academic who is a leading expert in the field.

You’ll watch these lectures in advance of each session and complete a pre-sessional activity. The pre-sessional work then forms the basis of team based activities work in the classroom (groups of 50 and teams of six-seven) where you develop an agreed understanding of the topic and present this to the group.

The feedback gained from this activity then feeds directly into the assessment for the block. You’ll complete 16 assignments in the two semesters of the class.

Human Resource Management

Managing People
In recent years the task of managing employees has been made more challenging by rapid changes in the business environment. This class focuses on the contemporary and practical issues of how people are organised and managed in the workplace and examines theoretical perspectives which help our understanding of the complex relationship between the employer and employee in facilitating the organisation and production of goods and services.

Management

Managing in a Global Context

This class will introduce you to the concept of the organisation and the manager’s role within it. It will further provide the grounding required to prepare you for the more complex and specialised subject matter to come both in general management and in international business. 

Year 2

Management Development Programme 2

Topics

Semester 1 topics include:

  • Working in Business Organisations
  • Working Business Research & Consultancy
  • Working Internationally
  • Working in the Third Sector
  • Rhetorics & Oratory

Semester 2 is about developing the proposal of MDP3; with a presentation and a final report.

Class description

The second year concentrates on developing understanding through industry-specific contextualisation. Sessions are weekly and three hours in length.

The sessions are thematically linked to the pathways for individualised experience in third year whilst also drawing on the theoretical knowledge developed in MDP 1. In order to develop understanding, organisations will deliver a half-day session. This consists of a one hour plenary introduction where the company and case study are introduced. This is followed by the group sessions where you undertake activities in relation to the case study set by the company.

Human Resource Management

Work Psychology
This class develops understanding of managing people from a psychological perspective through understanding behaviour, attitudes, motivation and wellbeing of people at work. Areas covered include what leads to positive employee work attitudes like job satisfaction, organisational commitment, and their outcomes in terms of work behaviour, such as job performance, withdrawal, absenteeism, turnover, fair treatment and trust.
Work Psychology for Human Resource Management
This class looks at applying psychological theories explaining effectiveness and well-being of people at work to Human Resource Management as an approach to managing people and the employment relationships. Areas covered include organisational and individual decision-making relating to the recruitment and selection process, the impact of performance management on employee perceptions, team working, and the impact of leadership on attitudes and trust.

Management

Organisational Analysis & Strategy

This class will analyse contemporary management and organisation by examining the different ways of ‘doing business’ implied by different organisational forms. This approach to organisational analysis suggests that too often the study of management and organisation fails to recognise the importance of different structural forms in the evaluation of management and organisation. The argument to be developed throughout the class is that there is a need to engage in structural analyses of organisations and to understand better the relationship of organisations to the wider structures in which they are embedded and how this impacts upon both the strategic direction but also the day-to-day management of a business.

Understanding Change in Organisations

This class recognises that change permeates all aspects of organisational life and that understanding change is crucial to effective management.  It'll familiarise students with the implications for change of a world that is increasingly globalised and internationalised, where public, private and 3rd sector organisations are often in continuous upheaval due to turbulent economies, to reforming imperatives, and radical new technologies.

Year 3

Management Development Programme 3

The third year of centres on individualised experience in an organisational context through one of the following pathways:

  • Internship/Charities - gain practical experience in a private or third sector organisation. You need to negotiate and locate your own organisation and experience – this is one of the key learning points of the pathway.
  • Research and consultancy - a facility for local small businesses to gain from the experience and expertise of those within SBS. You work on two live business consultancy projects (one in each semester) and, as a team of 6, develop solutions and strategic initiatives for the local SME economy.
  • International experience – only available for students who are undertaking an international exchange for either one semester or full year.
  • Vertically Integrated Projects - working on a cross-faculty basis to research longitudinal projects (including the ‘Bill Gates Toilet Challenge, Solar Panels for Gambia and Enterprise in Schools) you work with a team of students from all levels of study (first year undergraduate to final year PhD) to further the work of the project.

In addition, you’re required to undertake a social responsibility element (this accounts for one quarter of the overall workload).

These have been designed to provide support to the Curriculum for Excellence and the Widening Access to Higher Education programme. There are no formal classes for MDP3 although there is pathway support with the pathway leads and tutor support.

Human Resource Management

Work, Employment & Society
This class critically explores changes in the nature of work, employment and society through investigating the extent to which current developments in the workplace can be seen to represent a fundamental shift in the nature of workplace regulation. It'll provide contrasting and complementary perspectives on workplace behaviour to those provided in year 2.
Employment Relations
You'll be introduced to the British system of employment relations, and the general principles, processes and outcomes. It'll consider different theoretical approaches to the study of employment and industrial relations and then examine the role and objectives of trade unions, employers and the state, and their interactions in collective bargaining, employee participation and industrial conflict.

Management

Developing Theory into Practice

In order to work effectively in organisations and manage complex, multi-faceted situations, managers need to develop their abilities to work with management theories to inform their practice and vice versa. Managers need to know what constitutes good or best practice, for which they need the skills of critical reflexivity. This means they can adapt their theories in use for specific situations. This class seeks to develop the skills of critical reflexivity so that students can become more aware of their own learning process and how to apply them in context.

Management Industry Placement

This class provides students with the opportunity to gain first-hand experience working with business professionals, to develop practical and reflective skills in an industry context, and to build networks for possible future work and learning. It also provides the opportunity to apply theories studied in other classes to the analysis and interpretation of industry practices. 

Contemporary Trends in Management Practice

Management trends and fashions have been increasingly deployed in organisational practice and scrutinised in scholarly contexts over the last thirty years. Many of these practices, often referred to as ideas, tools and methods, have gained fashion status, waxing and waning in popularity over time. A large number of them have failed in practice largely due to unrealistic expectations and the complexity of organisational contexts in which they are adopted. This class is based upon student requests to learn more about contemporary management trends and the social and political factors which facilitate and undermine their application. 

Year 4

Human Resource Management

Advanced Organisational Behaviour
This class draws on current themes in work and organisational psychology, and HRM understood from the perspective of micro-organisational behaviour theory and research. It's structured around the concepts of Reframing Organisations and, although the emphasis is on ‘micro’, or individual-level, approaches to organisational behaviour, ‘reframing’ takes into consideration more ‘macro’ or sociological and critical management approaches as well.
HRM & Employment Relations in Public Services

The aim of the module is to provide you with a critical understanding of the context and content of ‘New Public Management’ and alternative public management reform strategies. There's particular reference to impacts on HRM and employment relations.

The module will enable you to compare how different countries’ reform trajectories have impacted on changes in HRM and employment relations.

Human Resources in the Global Economy
This class looks at HRM within a broader understanding of globalization and the international political economy. It places current themes in an international and comparative perspective by analysing and comparing different national ‘models of management’, and a range of employee response to them and, amongst other things, asks questions about the ways in which these management practices are disseminated by multinational companies (MNCs).
Perspective on Work & Employment
This module builds on the year 3 class, Work, Employment and Society, and explores the contribution of social theory to understandings of the contemporary conditions of work and organisations.

Management

Contemporary Issues in Management

This class explores important concepts and debates centred on the working lives of managers. It'll draw on a range of conceptual ideas in organisational analysis to investigate numerous contentious issues that not only lie at the heart of academic debate but also confront managers as they go about their daily lives. 

Management, Enterprise & the Rise of the Global Economy

This class embraces three principles of management:

  • business strategies and management practices might best be understood through reflection on the complex realities faced by enterprises in competitive arenas at home and abroad
  • firms can only be understood within the context of market dynamics and the economic, social, political and cultural forces bearing upon markets
  • companies and their contemporary situation can never be divorced from their past
Dynamics of Organising

This class will build on Understanding Change in Organisations by developing an advanced view of the processes of organising. The distinctively dynamic character of key theories will be framed in terms of the philosophical contrast between ‘becoming’ and ‘being’ ideas as described by Tsoukas & Chia (2002). Research methodologies that are appropriate for this dynamic approach, such as conversation/discourse analysis, longitudinal and real-time data collection, and issues of researcher reflexivity, will also be explored. Understanding of these dynamic theories of organising will be deepened through application to topics of practical managerial concern such as: strategising, institutional change, identity construction, communities of practice, innovation and creativity, socially constructed change, change leadership, sense making, complex responsive processes, emotions and aesthetics of change. 

Strategy & Leadership

Taking a view that, in practice, strategy is something that people do rather than something organisations have, this class aims to develop understanding and insights into how current and aspiring business leaders can manage strategically. An experiential learning approach, based on exploring case examples through workshops, is adopted to:

  • surface insights into the complexities and challenges of being a strategic business leader
  • critically assess the scope and relative merits of different strategic management mechanisms and leadership approaches 
  • encourage self-reflection and self-awareness
When you complete this class, you'll have an enhanced understanding of how individuals within an organisation can effectively lead and manage strategy in a complex and challenging world.
Being an Ethical Manager

Given the increased attention on business leaders and the perceived emphasis on corporate social responsibility, this class looks at ethical leadership by focusing on the nature and application of business ethics and contemporary leadership. It raises key ethical issues from both cultural and stakeholder perspectives and balances them with philosophical and pragmatic considerations. It'll provide you with a clear understanding of the dichotomy between philosophical idealism and the pragmatic considerations of ethical leadership and the challenges of ethical decision making.    

Strategy & Leadership (MG418)

Taking a view that, in practice, strategy is something that people do rather than something organisations have, this class aims to develop understanding and insights into how current and aspiring business leaders can manage strategically. An experiential learning approach, based on exploring case examples through workshops, is adopted to:

  • surface insights into the complexities and challenges of being a strategic business leader
  • critically assess the scope and relative merits of different strategic management mechanisms and leadership approaches 
  • encourage self-reflection and self-awareness. 
When you complete this class, you'll have an enhanced understanding of how individuals within an organisation can effectively lead and manage strategy in a complex and challenging world.

Assessment

The majority of classes involve a final unseen exam which is normally at the end of the semester. This is normally supplemented by individual and/or group coursework.

Students normally have one opportunity to be re-assessed for a failed class. Exam resits normally take place during the summer.

In some cases, you can get exemption from the final exam if you achieve a specific mark for your coursework (and satisfying attendance requirements).

A range of assessment techniques are used including business reports, case studies, essays, presentations, individual and group projects, learning journals and peer assessments.

Learning & teaching

Teaching is over two semesters in blocks of 12 weeks.  Classes are taught through lectures, tutorials, and seminars alongside team-based projects, online materials and interactive sessions using personal response systems.

External contributors from partnership corporate organisations are involved in teaching and/or assessment of student presentations. 

The innovative and highly acclaimed Management Development Programme (MDP) is at the core of our undergraduate degrees in the Business School and comprises a series of classes which you take throughout Years 1 to 3.

You develop knowledge and skills in key areas of management, and team-working, communication and decision-making skills, all of which are highly sought-after by employers.

Major employers and alumni from all sectors are involved in the MDP, participating in group sessions, observing student presentations, and providing feedback. Organisations involved include Barclays, Deloitte, Procter & Gamble and Ernst & Young. In first year the best teams are selected to present to senior staff in one of the sponsoring organisations, and there are prizes for the best projects.

The programme builds your confidence and entrepreneurial capabilities, and promotes awareness of globalisation and ethical issues in personal and business decision-making. In Year 3, you develop your own pathway from internships, involvement with business projects, engagement in interdisciplinary activities and business clinics.  

Entry requirements

Minimum grades

Required subjects are indicated following minimum accepted grades.

Highers

1st sitting: AAAB or AABBB; 2nd sitting: AAABBB (English B, Maths National 5B/Intermediate 2; Higher Maths B for combinations with Finance)

A Levels

Minimum entry requirements: BBB (GCSE English Language B or Literature B; Maths GCSE B/A Level B for combinations with Finance)

Typical entry requirements: ABB (GCSE English Language B or Literature B; GCSE Maths B/A Level B for combinations with Finance)

International Baccalaureate

33 (no subject below 5 and including English SL5, Maths SL5/Maths Studies 5)

HNC/HND

Successful completion of relevant HNC/HND at first attempt with A passes in all graded Units.  Contact Business School Admissions for advice on entry to Year 2.

Irish Leaving Certificate

AAABBB at Higher level, including English and Maths

Required subjects
  • English: Higher level B
  • Maths: Ordinary level at B or Higher level at B for combinations with Finance
  • Maths for combinations with Mathematics & Statistics: Higher level A

Additional information

Advanced Highers

An Advanced Higher and a Higher are given equal credit and the grades for each qualification count towards the total grades required.

Deferred entry

Deferred entry not accepted.

Admission to Honours

All students will be admitted as potential Honours students. Students may exit with a Bachelor of Arts degree at the end of year three of the Honours programme if they have accumulated at least 360 credits and satisfied the appropriate specialisation requirements. For admission to the final year of the Honours course, a student must have qualified for the award of the Bachelor of Arts degree and achieved an approved standard of performance.

English language requirement

A pass in an English language qualification is normally required from applicants outside the UK whose first language is not English. The following provides information on the main qualifications considered for entry to the Business School undergraduate degree courses.

IELTS: Minimum overall band score of 6.5 (no individual test score below 5.5)

Widening access

We want to increase opportunities for people from every background. Strathclyde selects our students based on merit, potential and the ability to benefit from the education we offer. We look for more than just your grades. We consider the circumstances of your education and will make lower offers to certain applicants as a result.

Find out if you can benefit from this type of offer.

International students

Find out entry requirements for your country.

Degree preparation course for international students

We offer international students (non EU/UK) who do not meet the entry requirements for an undergraduate degree at Strathclyde the option of completing an Undergraduate Foundation year programme at the International Study Centre. To find out more about these courses and opportunities on offer visit isc.strath.ac.uk or call today on +44 (0) 1273 339333 and discuss your education future.

You can also complete the online application form, or to ask a question please fill in the enquiry form and talk to one of our multi-lingual Student Enrolment Advisers today.

Fees & funding

How much will my course cost?

All fees quoted are for full-time courses and per academic year unless stated otherwise.

Scotland/EU

  • 2017/18 - £1,820

Rest of UK

  • 2017/18 - £9,250

Bachelor degrees at Strathclyde will cost £9,250 a year, but the total amount payable will be capped at £27,750 for students on a four-year Bachelors programme. Students studying on integrated Masters degree programmes – for example MSci, MEng and MPharm – will pay £9,250 for the Masters year.

International

  • 2017/18 - £13,500

Additional fees 

Human Resource Management 

Course materials & costs 

Students are encouraged to purchase the core textbook for each Human Resource Management module.  

  • approximate cost - £40 to 50 per textbook

Other costs

PG Diploma and MSc Human Resource Management is accredited by the Chartered Institute of Personal Development (CIPD). Students wishing to achieve the Associate Membership of CIPD are required to join as a student member during studies.  This is not a mandatory requirement for passing the course but is required by CIPD to achieve membership update on passing the course.

Costs for 2015/16 membership:

  • £40 admission fee 
  • £90 annual subscription  

Management 

Course materials & costs

Essential textbooks for the course cost approximately £200 per year. There will also be a minimum of two copies per textbook available in the main library.

Other costs

Students are responsible for the costs of printing and binding of the undergraduate final project. Costs are approximately £50.

Graduation fee and gown hire are also to be met by students.

Please note: All fees shown are annual and may be subject to an increase each year. Find out more about fees.

How can I fund my studies?

Students from Scotland and the EU

If you're a Scottish or EU student, you may be able to apply to the Student Award Agency Scotland (SAAS) to have your tuition fees paid by the Scottish government. Scottish students may also be eligible for a bursary and loan to help cover living costs while at University.

For more information on funding your studies have a look at our University Funding page.

Students from England, Wales & Northern Ireland

We have a generous package of bursaries on offer for students from England, Northern Ireland and Wales

You don’t need to make a separate application for these. When your place is confirmed at Strathclyde, we’ll assess your eligibility. Have a look at our scholarship search for any more funding opportunities.

International Students (Non UK, EEA)

We have a number of scholarships available to international students. Take a look at our scholarship search to find out more.

Available scholarships

We have a wide range of scholarships available. Have a look at our scholarship search to find a scholarship.

Careers

Our graduates find jobs directly related to HRM while others go into broader business and administrative roles.

Our recent HRM graduates have found jobs in insurance, retail, manufacturing, recruitment consultancy and in the public sector. Some are employed in jobs such as HR trainee, HR assistant, recruitment consultant while others are employed in general administration and management.

As a Management graduate you’ll have a strong understanding of business structure with the ability to analyse and use business data and information. Your commercial awareness will be valued by a wide range of employers across all industries.

Recent graduates are now working for Ernst & Young, The Royal Bank of Scotland and Lloyds with job titles such as graduate sales trainee, logistics manger and business development manager.

Contact us

Apply

How to apply – 10 things you need to know

  1. All undergraduate applications are made through UCAS
    Go to the UCAS website to apply – you can apply for up to five courses.
  2. It costs £12 to apply for a course
    The cost is £23 for two to five courses.
  3. The deadline is 15 January each year
    This is the application deadline for most courses. However, please check the details for your particular course. View a full list of UCAS key dates.
  4. You might be asked to attend an interview
    Most of our courses make offers based on the UCAS application. However some might ask you to attend an interview or for a portfolio of work. If this is the case, this will be stated in the prospectus entry requirements.
  5. It’s possible to apply directly to Year 2
    Depending on your qualifications, you might be able to apply directly to Year 2 - or even Year 3 - of a course. Speak to the named contact for your course if you want to discuss this.
  6. There’s three types of decision
    • unconditional – you’ve already met our entry requirements
    • conditional – we’ll offer you a place if you meet certain conditions, usually based on your exams
    • unsuccessful – we’ve decided not to offer you a place
  7. You need to contact UCAS to accept your offer
    Once you’ve decided which course you’d like to accept, you must let UCAS know. You don’t need to decide until you’ve received all offers. UCAS will give you a deadline you must respond by.

    You’ll choose one as your firm choice. If the offer is unconditional or if you meet the conditions, this is the course you’ll study.

    You’ll also have an insurance choice. This is a back-up option if you don’t meet the conditions of your first choice.
  8. You don’t need to send us your exam results (Scotland, England & Wales)
    If you’re studying in Scotland, England or Wales, we receive a copy of your Higher/Advanced Higher/A Level results directly from the awarding body. However, if you are studying a different qualification, then please contact us to arrange to send your results directly.
  9. We welcome applications from international students

    Find out further information about our entry and English language requirements.

    International students who don’t meet the entry requirements, can apply for our pre-undergraduate programmes.

    There’s also an online application form.

    For further information:
  10. Here’s a really useful video to help you apply

Discover more about Strathclyde