The RSM MSc in Human Resource Management programme is one academic year’s duration. Core courses are compulsory and will be offered during the autumn semester (22 ECTS). Master electives (18 ECTS) are offered during the spring semester, of which one elective can be chosen from another MSc programme. During the year, students work on a master thesis project (20 ECTS).

Please note that certain electives may be very popular. Although we can place most students in the elective(s) of their choice, there are no guaranteed places.

    • This course covers the mainstream topics of organisational behaviour and HRM by teaching the principles that are valuable for managers and consultants dealing with human resource issues. It offers an in-depth view of key issues in the psychology of organisational behaviour, including employee selection, effective leadership, employee motivation and team composition.

      Review the course guide for more details.

    • The starting point for your learning is an overview of essential current issues in HRM. You will develop skills by building on concepts from neighbouring sciences in order to diagnose human resource business issues and develop human resource interventions. You will pay particular attention to understanding the dynamics of power and influence necessary ‘to make things happen’ for human resource professionals.

      Review the course guide for more details.

      Taught by Dr. B. Dietz

    • How does strategic and international HR knowledge add value to organisations? We will focus on developing human resource strategies by taking corporate strategies and structure, opportunities and threats, plus the strengths and weaknesses of the organisation and its personnel into account.

      Review the course guide for more details.

      Taught by Dr. D. van Dierendonck

    • Here you will learn how the development of individual strengths and personal growth can flourish at work. Fostering resilience in employees within an organisational culture makes possible the processes of healing, restoration and reconciliation. In turn, this cultivates extraordinary individual and organisational performance. The course offers in-depth knowledge of the most recent developments from positive psychology and positive organisational scholarship, and how it can help answer the specific general management and HRM demands of organisations.

      Review the course guide for more details.

      Taught by Y. Yuan, MA. 

    • Cultural diversity, gender diversity, and a growing number of other forms of diversity are now higher on the management agenda than ever before. Managing diversity offers a complex challenge to create equal opportunities for members of under-represented groups, as well as in realising the potential performance benefits of diversity. This course combines the most recent diversity research with coverage of best practices in diversity management. With an eye on the future, the course also identifies what is needed for these practices to become still more effective.

      Review the course guide for more details.

      Taught by J. Khattab, Msc. 

    • Organisational success and the ability to gain a competitive advantage are dependent on effective management of people. Leaders are the key players in these processes. At the same time, however, they may also be a primary source of conflict and demotivation. Understanding what ensures high-performance leadership – as well as where leadership can go wrong – is therefore of critical importance to the successful functioning of an organisation. This course explores theory, research and practice of leadership effectiveness in order to build a deeper understanding of leadership processes, and of the do’s and don’ts of leadership. You gain deeper knowledge about leadership and learn how to apply it in practical settings. You will also benefit from additional insights from leading practitioners who visit RSM to give guest lectures.

      Review the course guide for more details.

      Taught by Prof. Steffen Giessner

    • Decision-making is a crucial determining factor when it comes to an organisation achieving its objectives. But in many business situations it is not possible to solve a decision-making problem analytically. The emphasis in this course is on the managerial implications and, in particular, applications for organisational behaviour. The initial part of the course is devoted to understanding the nature, causes, and implications of these human decision-making limitations, while the second part is devoted to group decision-making. We discuss reasons why groups often do not use their productive potential, and how that can be improved. The last part of the course focuses on the organisational perspective.

      Review the course guide for more details.

      Taught by Dr. A. Nederveen Pieterse

    • This is an introduction to the role of HR managers and their interaction with line managers and consultants as professional facilitators in the process of organisational development and change. It aims to enhance students’ knowledge of processes of organisational change and development, and examines both formal and informal aspects of organisational functioning. Examples include

      1. The development of organisations
      2. Change dynamics
      3. Institutionalisation and institutional change
      4. Organisational learning
      5. Management and employee attitudes
      6. Power and politics
      7. Resistance to change
      8. Roles for HRM and others as facilitators of the process of development
      9. Strategies for change
      10. Institutional entrepreneurship
      11. Management of conflict and resistance.

      Review the course guide for more details.

      Taught by Dr. B. Koene

    • Cross-cultural competence is your ability to compare values and norms to understand behaviour and complexities. You must be able to perform an analysis of a rising mix of interactive, communicative and organising processes to make sense of them, to help others understand them, and to perform efficiently and effectively.  

      Cross-cultural competence allows you to understand what people mean by what they say and do. Globalisation and modern technology have increased international business partnerships and postings. This requires you to be a manager who can coach and puts the needs of others first to help people develop and perform as highly as possible.

      In this elective, you will:

      1. exercise your methodological skills in deconstructing and changing complex adaptive systems by rhetoric, design and contextual shifts;
      2. learn how to deal with cultural hierarchies and people’s positioning across cultures;
      3. study, unzip and apply a theoretical framework of cultural dimensions and a research project;
      4. learn how to perform a quick cultural scan of organisations and compare the results across national, organisational and professional fault lines;
      5. hone your skills in cross-cultural analysis by submitting a comprehensive team assignment, which will include a case study, an empirical research and formatted media communication releases.

      Review the course guide for more details.

      Taught by Dr. M. Flory

    • This course gives you a solid foundation of the key principles of leadership development and organisational change, with a strong practical emphasis. It consists of three interlinking parts:

      1. First, students gain better insight into their own personal leadership potential, their leadership attitudes and values through a process of self- and peer-reflection.
      2. Second, they get an overview of the latest knowledge in academic research and practical experience of leadership development.
      3. Third, they get hands-on experience with developing and facilitating leadership training.

      An important part of the course is working in teams to devise a state-of-the-art leadership development programme, which could include training, building on inspiration gained from management development consultants, leadership development literature, and learning from leaders in practice. Domains of training can span leadership development, the impact of specific trends on leadership development, skills for organisational change, and many more.

      Review the course guide for more details.

      Taught by L. van Bunderen, MSc. 

    • This research clinic will offer insights in methodology including issues surrounding surveys, experiments, and interviews, as well as statistics including issues of reliability, correlation, regression, moderation, mediation). This course will act as a point of departure for students’ research proposals.

      Review the course guide for guide for more details.

Note regarding taking courses if you are not an RSM master student: RSM does not offer the possibility for non-RSM students (master or otherwise) to take RSM MSc courses outside of official exchange partnerships or other inter-faculty agreements. If you are interested in learning more about human resource management and leadership, please refer to our Open Programmes section.