Curriculum

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Curriculum

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 EC). Master electives (18 EC) 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 EC).

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.

 

    • Agenda’s of senior human resource executives of both local and multinational firms are crammed with countless issues. Parallel to this is a growing body of scholarly research on human resource related topics published and presented in journals and conferences around the world. What are the relevant lessons from within human resource research that these managers can learn from, and how can they benefit from this?

      Triggered by this question, the present course identifies a number of essential ‘current issues in human resource management’ and takes these issues as a starting point for classroom discussion and learning. Building on concepts from the neighbouring sciences of Organisational Behaviour and Strategic Management, it discusses such topics as: (1) Performance Management, (2) Electronic & Web-Based HRM, (3) Performing necessary evils to employees, (4) The strategic position of most senior human resource officials in the firm, and (5) Emotional Intelligence.

      Review the course guide for more details.

      Taught by dr. H.M.S. Dietz.

    • There is a growing realization that organizational success and the ability of organizations to gain a competitive advantage is critically contingent on effective management of people. This course covers the mainstream topics of OB and HRM by providing ‘principles’ valuable for managers dealing with human resource issues. The course builds on BA teaching in social and psychological processes and organizational behavior, and offers an in-depth treatment of key issues in the psychology of organizational behavior. Managing People in Organizations bridges cutting-edge theory with modern leadership and managerial practices. Emphasis will be placed on examining the relationship between theory and managerial practice.

      To meet course objectives, the course uses selected book chapters, articles published in international journals, lectures, and class discussion. Reading assignments (listed in the syllabus) provide essential background knowledge for class activities and must be completed prior to the start of each class. Lectures will supplement information gained from the reading assignments and integrate course material. During the course, students are expected to actively participate in the class discussions.

      Review the course guide for more details.

      Taught by J. Mell.

    • Through a sequence of readings, lectures, cases, and experiential exercises, this course will introduce you to strategic and international human resource management. It aims to build upon basic knowledge of human resource management from earlier courses and provides you with a clear guide to the theory and practice of managing people strategically. Topics that will be dealt include: the global context of strategic and HRM, HRM and organisational performance, and global talent management.

      You will prepare for each class by completing assigned readings and preparing a case analysis with your assigned group. The readings will give you theoretical grounding for each day’s discussion and will provide important information for you to use in your group’s case analysis. To succeed in this course, you must prepare for class each day and should arrive ready to participate and think actively and critically.

      Review the course guide for more details.

      Taught by dr. R.L. Hewett.

    • This course focuses on thriving at work in terms of the development of human strength and personal growth; and fostering resilience in employees within an organizational culture that makes healing, restoration, and reconciliation possible, and that cultivates extraordinary individual and organizational performance. The course offers more in-depth knowledge into the recent insights from positive psychological/ organisational behavioural scholarship and how it can help answer the current needs and demands of organisations in general, and with regard to Human Resource management specifically.

      Review the course guide for more details.

      Taught by J. Alkema MSc BA.

  • When you care about what you do, you will enjoy your work more, create greater impact, and be more successful in being a force for positive change. But it can be difficult to identify what your passion is, where your competencies and skills will be useful, and which professional environment and culture are the best match for you. RSM Career Centre has therefore developed a course aiming to put you in the driver seat of your own career and to support you in identifying and preparing for your first career step after graduation. 
     
    Through several online modules, the “Your Future Career “ course will help you make crucial steps towards landing the best suitable internship or job. Your career development begins with personal reflection on interests and motivations, before moving on to developing knowledge of the job market, functions, companies and industries. Once you have targeted your role and sector, you will intensively work on preparing your internship or job applications.

    Review the course guide for more information.

    • This course will provide insights into the complex topic of diversity in organizations and will examine how diversity can effectively be managed in organizations. At the end of the course, students understand the core diversity theories and empirical research insights, can critically evaluate the operation and effects of diversity across individual, team, and organizational levels, and apply their learnings to real-world diversity challenges by identifying how human resource management (HRM) can contribute to the effective management of diversity in organizations.  

      Review the course guide for more details.

      Taught by dr. A. Burmeister.

    • The only thing that all organisations have in common is that they are made up of people. And, indeed, there is a growing realisation that organisational success and an organisation’s ability to gain a competitive advantage is critically contingent on their effective management of these people. Leaders are the key players in these processes. They are in the position to motivate employees to excellent performance and mobilise employees for the organisation’s mission and vision. At the same time, however, they may also be a primary source of conflict and de-motivation. Understanding what makes for high performance leadership as well as where leadership can go wrong, therefore, is of critical importance to successful organisational functioning. This course explores theory, research, and practice of leadership effectiveness to build a deeper understanding of leadership processes, and the dos and don’ts of leadership.

      The course offers an in-depth treatment of key issues in the psychology of leadership. It not only looks at the practical implications of theories in the area, but also highlights state-of-the-art research to develop analytical thinking about effective leadership.

      Review the course guide for more details.

      Taught by dr. H. Lam MPhil.

    • The course objective is to introduce participants to processes of organisational development and change, with a particular focus on the role of HR Management in interaction with line management and consultants as professional facilitators of these processes. As such we address organizational diagnosis and basic consultancy skills. The course involves weekly interactive lecture/workshops with discussions of the required readings, presentation of team-assignments, cases and exercises. Individual and team preparation for the meetings is required through weekly assignments.

      The course aims to enhance your insight in processes of organisational development and change and your ability to professionally diagnose and deal with issues of change. We will address 1) natural processes of organizational development and their management challenges (as organizations grow older, larger and more complex); 2) organizational design supporting effective development and continuous improvement; and 3) the role of professional change agents (i.e. managers, consultants) in supporting development and change. In the weekly meetings required readings are discussed and student teams present short assignments directly related to the topic of the specific meeting, aimed at understanding and gaining personal ownership of the presented insights. Examples of topics are: the development of organisations and how they can get stuck (addressing processes of sense making and (de)institutionalization), organization design and organisational learning, power and politics, roles for HRM and others as facilitators of the process of development, strategies for change, and management of conflict and resistance.

      Review the course guide for more details.

      Taught by dr. C. Lee.

    • Arguably one of the most important actions performed by people in organizations is making decisions. Decision making takes place at many different levels of the organization and can have enormous implications for organizational functioning and performance. This course provides an in-depth view of several theoretical perspectives on decision making, at an individual and as well as at a group-level. In many business situations it is not possible to solve a decision making problem purely analytically. Therefore an initial part of the course is devoted to understanding the nature, causes, and implications of human decision making limitations. Second, because decision making often takes place in a social context, a part of the course is devoted to social decision-making and deals with how individuals coordinate their decisions in a social environment and how social influences affect decision making by individuals. Furthermore, decisions are often delegated to groups, because groups are supposed to possess more relevant resources like knowledge and perspectives. In reality, however, it is often the case that joint decision-making is suboptimal and actually obstructive. We will discuss the reasons why groups often do not live up to their potential, and how group decision making could be improved. Finally, while decision making is not always solely a cooperative activity, we will also take a look at less cooperative decision making, which is negotiation.

      Review the course guide for more details.

      Taught by dr. S. Isaakyan.

    • Enterprises are quite different from markets. First, unlike transactions involving consumer goods and services, exchanges inside enterprises cannot be disembodied from the individuals supplying them. Second, individuals in enterprises supply not only their time but also their effort, their cooperation, and a subset of their liberties to management. Third, long-term relationships are apt to develop between the parties in an enterprise. Fourth, the worker embodies specific skills or attributes that make him or her a more valuable employee to the current employer than to another company. For these reasons, enterprises tend to have characteristics that set them apart from the markets for commodities and for physical and financial assets.

      These features raise issues regarding the determinants of well-functioning enterprises, such as many aspects of ‘Who decides?’ (the allocation of authority, formal versus real authority, access; relational contracts; ratification and monitoring in decision control, and initiation and implementation in decision management; task design; conflict resolution; enforcement mechanisms; talent allocation across hierarchical positions; incompatible languages and communication failures; rigid cultures, …) and ‘Benefits and Costs’ (short-termism, hard versus soft information, and vested interests in payment schemes; hiring decisions; …).

      This course illuminates the nature of these issues, and their solutions. They are characterized as incentive problems (agents do not want to act in the organization’s interests), alignment challenges (agents not coordinating across departments), or bounded rationality problems (agents do not have the necessary information to do so). Successful enterprises develop and implement policies to create value, or organizations fail due to not adequately motivating and coordinating individuals toward joint goals.

      Review the course guide for more details.

      Taught by prof. G. Hendrikse.

    • Cross-cultural competence is about professional ability to make sense of actions and complexities, which require comparison of values, norms and actions (verbal, material, symbolic, etc.). Future managers must be able to perform a multidimensional analysis of an emergent mix of interactive, communicative and organizing processes – in order to make sense of them, in order to help others understand them, in order to perform efficiently and effectively.

      Cross-cultural competence allows us to understand what individuals mean by words and acts. Dialogical turn in hyper-connected societies of mobile individuals requires a more coaching and servant leadership based type of managers. Students will exercise their methodological skills in deconstructing and changing complex adaptive systems by rhetoric, design and contextual shifts. They will learn how to survive “jettisoning dualities, hierarchies, and especially levels”. Hofstede’s theoretical frame of national cultural dimensions and its modified GLOBE research project version will be studied, unzipped and applied. Students have to learn how to perform a quick cultural scan of organisations and compare the results across national, organisational and professional fault lines. We shall also ask students to hone their 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.J. Flory.

    •  In modern organizations, employees are continuously expected to learn and improve themselves. One of the core aspects employees are expected to develop in order to advance in a company are their leadership skills. The aim of this course is to establish a solid foundation of the key principles of leadership development based in the state of the science. The focus will be on both developing your own leadership potential and your ability to develop other’s leadership.

      Together we will explore different approaches to leadership development such as 360 degree feedback,coaching, mentoring, and learning from experience. The basis of the course will be an understanding of leadership development based in the scientific literature. You are expected to actively participate during the lectures both in discussions and through in-class exercises. In addition to active in-class participation, you are expected to complete a number of assignments outside of the classroom, both individually and in small groups.

      Review the course guide for more details.

      Taught by P. Vongswasdi.

    • 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.

      This course is taught by M van der Giessen.

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.