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Organisation Studies and International Human Resource Management

Course overview

(MSc) Master of Science
Organisation Studies and International Human Resource Management
University of Essex
University of Essex
Essex Business School
Southend Campus
Full-time, part-time or by credit accumulation
MSC N10824

A 1st, 2:1 or good 2:2 degree.

IELTS 6.5 overall with a minimum component score of 5.5

If you do not meet our IELTS requirements then you may be able to complete a pre-sessional English pathway that enables you to start your course without retaking IELTS.

Additional Notes

The University uses academic selection criteria to determine an applicant’s ability to successfully complete a course at the University of Essex. Where appropriate, we may ask for specific information relating to previous modules studied or work experience.

External Examiners provide an independent overview of our courses, offering their expertise and help towards our continual improvement of course content, teaching, learning, and assessment. External Examiners are normally academics from other higher education institutions, but may be from the industry, business or the profession as appropriate for the course. They comment on how well courses align with national standards, and on how well the teaching, learning and assessment methods allow students to develop and demonstrate the relevant knowledge and skills needed to achieve their awards. External Examiners who are responsible for awards are key members of Boards of Examiners. These boards make decisions about student progression within their course and about whether students can receive their final award.

eNROL, the module enrolment system, is now open until Monday 21 October 2019 8:59AM, for students wishing to make changes to their module options.


Core You must take this module You must pass this module. No failure can be permitted.
Core with Options You can choose which module to study
Compulsory You must take this module There may be limited opportunities to continue on the course/be eligible for the degree if you fail.
Compulsory with Options You can choose which module to study
Optional You can choose which module to study

Year 1 - 2019/20

Exit Award Status
Component Number Module Code Module Title Status Credits PG Diploma PG Certificate
01 Option(s) from list Optional 0 Optional Optional

Year 2 - 2020/21

Exit Award Status
Component Number Module Code Module Title Status Credits PG Diploma PG Certificate
01 BE984-7-FY or BE956-7-FY Core with Options 60 Optional
02 Options year 2 Optional 0 Optional Optional

Exit awards

A module is given one of the following statuses: 'core' – meaning it must be taken and passed; 'compulsory' – meaning it must be taken; or 'optional' – meaning that students can choose the module from a designated list. The rules of assessment may allow for limited condonement of fails in 'compulsory' or 'optional' modules, but 'core' modules cannot be failed. The status of the module may be different in any exit awards which are available for the course. Exam Boards will consider students' eligibility for an exit award if they fail the main award or do not complete their studies.

Programme aims

The main aims and objectives of the programme are to enable the student to:
- Obtain a critical understanding of past and present concepts and practices of organisation, learning, collaboration, and human resource management in the context of todays global economy and knowledge society.
- Establish ways in which a renewed ethics, social enterprise, organisational processes, and human resource management can contribute to individual and group well-being in organisations, to business growth, and to the enhancement of social responsibility of organisations in the private, public, and non-for-profit sectors.
- Acquire key skills and learning tools with which to lead and manage effectively human resources internationally, to support the diversity of organisational cultures, the various networks of collaboration and international business endeavours;
- Obtain a critical understanding of the complexity of the global and local contexts of organisational activities and to how technology, management techniques, power issues as well as the regulatory environments affect organising and organisational identities, human resource management, ethical practices and our notion of corporate citizenship. -
To advance the development of capabilities for reflective practice in (senior) management roles.
- Develop personal development plans for starting and/or managing projects of organisational innovation and improvement of exisiting organisational processes or procedures as well as to start their own enterprises.
- Being part of a wider learning community to advance approaches that sustain ethical practice in organisations, learning and collaboration at a local and international level within firms, communities, partnerships and inter-organisational networks.

Learning outcomes and learning, teaching and assessment methods

On successful completion of the programme a graduate should demonstrate knowledge and skills as follows:

A: Knowledge and understanding

A1 Ideas, theory and practice of social and community enterprises, and their application in various regional scenarios
A2 The value of entrepreneurship and economic development policy with specific reference to social and community enterprise issues in different social and economic contexts
A3 In-depth and critical understanding of key issues in the regional economic development, including regulatory framework issues, the role of institutions, social capital, political, legal, technological and socio-cultural factors, and how they affect social and community ventures
A4 Epistemological issues and in-depth and critical understanding of types and processes of social entrepreneurship and economic development
A5 In-depth and critical understanding of the leadership, governance, stakeholding and related issues of regional social and community enterprise management
A6 In-depth and critical understanding of the research process and the application of a range of research techniques.
A7 Development of critical theoretical appreciation of 'how', 'why' and 'where' social entrepreneurship contributes to and supports regional economic development, and the development of these issues into a dissertation
Learning Methods: Directed pre-reading and writing tasks on different aspects of enterprise; lectures; Discussions with tutors and supervisors on the values, principles and applications of organisation theory and human resource management practice as they apply in organisations of the private and public sectors.
Directed self-study, observation and reflection of organisational and human resource management practice; comparative case work in workshops and the classroom; consultation with library materials, projects with private and public organisations and agencies; presentations of findings related to models, strategies and good practice; examination of critical topics Informal assessment will be made through oral presentations.
Related feedback, coupled with peer group interaction should enable students to explore and augment their understanding of the topics, and develop their presentation skills.
Re: Learning Outcome A7 Self directed study with dedicated supervision.
Assessment Methods: Assessment methods Learning outcomes (1) - (6) are formally assessed by course work assignments and written examinations.
Learning outcomes (2), (6) and (7) are assessed by the dissertation or comprehensive business plan.

B: Intellectual and cognitive skills

B1 Identify, design, develop, create, codify, synthesise, and critically review/analyse theoretical and practical arguments on entrepreneurial opportunities, strategies from a social and community angle, and tools for new ventures and public policy for economic development in particular contexts and for different purposes
B2 Identify, develop and critically review theories of regional economic and entrepreneurship development; with particular reference to social and community enterprises
B3 Construction and use of appropriate methodologies and problem-centred/solution focused learning methods in the creation and development of social and community enterprises
B4 Assimilation and acquisition of skills in preparation for developing a dissertation
B5 Carrying out independent research and formulating coherent and cogent arguments
Learning Methods: Applies to (B) 1 - 4 inclusive Lectures; workshop exercises, preparation of individual and team-based assignments, presentations of assignments to academic and practitioner panels; peer group work; final examination.
Recommended directed reading, networking with external communities of practice, peer groups, practitioners; reference to public and private fora.
Development of learning logs from the beginning of the course.
Lectures and directed self-study for the identification of different research paradigms, techniques and methods used in traditional dissertation, and those which can be used to inform and support practical scenarios.
Formative assessment will consist of individual assignments, group work and oral presentations.
Related feedback, coupled with peer group interaction, should enable students to explore and augment their understanding of the topics, and develop their presentation skills.
Applies to (B) 5 only Self-directed study with supervision.
Assessment Methods: Learning outcomes (1) and (4) are formally assessed by course work assignments and written examinations.
The dissertation or comprehensive business plan provides a further opportunity to assess (3) and (5).
The presentation will conform to the University's policy on oral assessment. 20% of the marks for the dissertation/comprehensive business plan will be awarded for a presentation on the dissertation thesis/business plan.
This will be presented to the MSc group and the panel of external advisers.
The assessment of the traditional dissertation will encompass examination and evaluation of the student's knowledge of research philosophy and methods in exploring a specific topic.
The comprehensive business plan will seek to examine a similar range of research skills as they apply to the organisational and huma resource management issues.

C: Practical skills

C1 Compare and contrast different theoretical and practical approaches to social and community entrepreneurship and economic development in different regions
C2 Understand and appreciate features of the regional economic context, and describe and critique these features in relation to the study of social and community entrepreneurship
C3 Lay the detailed, analytical ground work for the development of a dissertation
C4 C1 - C3, plus: Development of practical plans for independent research in the form of a dissertation
Learning Methods: Applies to (C) 1- 3 inclusive Direct reading, lectures; review with practitioner/policy making advisory group; networking with peers; reference to public and private fora, the International Entrepreneurship Forum; on-line discussions; formation of teams linked to organisations, enterprises, and economic development agencies; national and international visits to organisations to learn about activities; workshops; discussions with tutors and supervisors; projects; maintenance of learning logs.
Routine classwork, management of self-learning, group work and interactions with experts will provide an informal means for assessment of the practical skills acquired by the students.
Applies to (C) 3 only Self-directed study with supervision.
Assessment Methods: Learning Outcomes (1) - (3) are formally assessed by course work assignments, written examinations, and the presentation of individual and group work.
Learning outcome (4) is assessed by the completion of a dissertation or a comprehensive business plan in relation to organisational and/or human resource management themes.

D: Key skills

D1 Oral and written communication to different audiences in a coherent, cogent and effective manner.
D2 Use of information technologies including word-processing, spreadsheets, databases, statistical and web-based packages to read, download, analyse, and evaluate different types of data and information
D3 Use and manipulate different types of numerical data, solve operations and finance based problems, apply and interpret statistical and visual data, formulate and solve complex managerial problems.
D4 Use and application of analytical, morphological and other creative problem skills
D5 Understanding and appreciation of different communities of interest, good spoken and written communication skills, empathy and resolution of conflict.
D6 Developing ability to create individual learning logs; developing time management and critical task prioritisation skills, meeting deadlines, evaluating self-learning
Learning Methods: Development of organisational strategy and leadership, with respect to effective implementation of organisational and management processes, transparent governance and ethical issues; critical understanding of people, organisations and the wider environment; application in international contexts.
Communication in the classroom, written assignments, group work, interactions with external and internal providers and experts, and use of information should provide for the means of assessing the range of key skills.
Assessment Methods: Learning outcomes (1), (3) and (4) will be assessed by presentations of individual and group work.
A variety of written coursework assignments and written examinations will assess (2).


The University makes every effort to ensure that this information on its programme specification is accurate and up-to-date. Exceptionally it can be necessary to make changes, for example to courses, facilities or fees. Examples of such reasons might include a change of law or regulatory requirements, industrial action, lack of demand, departure of key personnel, change in government policy, or withdrawal/reduction of funding. Changes to courses may for example consist of variations to the content and method of delivery of programmes, courses and other services, to discontinue programmes, courses and other services and to merge or combine programmes or courses. The University will endeavour to keep such changes to a minimum, and will also keep students informed appropriately by updating our programme specifications.

The full Procedures, Rules and Regulations of the University governing how it operates are set out in the Charter, Statutes and Ordinances and in the University Regulations, Policy and Procedures.

Should you have any questions about programme specifications, please contact Course Records, Quality and Academic Development; email: