Description:

Human factor properties such as learning, culture, teamwork, and human capital appear to be the most likely sources of long-term competitive advantage of organizations. In a Human Resource Management (HRM)-view, it is people who encompass the properties of value (they contribute to firm efficiency or effectiveness), rarity (they are not widely available, at least not in the kind of quality organizations prefer), inimitability (they cannot easily be replicated by competitors), non-substitutability (other resources cannot fulfill the same function) and non-transferability (they cannot be purchased in resource markets) which are the necessary conditions for organizational success. An important question then is how these human resources can be both ‘made’, and tied to the company. 

Competent and committed persons who have the feeling that they are in control over what they do, appear important resources for superior long-term firm performance. Therefore, the aim of HRM is to control valuable and scarce human resources by buying them, developing them or contracting them. Aim is to guarantee key resources by committing persons to the organization for a long time. Current contextual dynamics, such as an increasing diversity of the work force, affect the ways in which professional service organizations select, develop, and retain heterogeneous human resources. As a consequence, key issues in HRM are: How can firms draw advantage of their human resources, and which contingencies correspond to which differences in HR policies and practices? How to combine human abilities and motivations with situational opportunities to create competitive advantage in production and innovation? 

HRM is directed at two major personnel processes: (1) management and control of performance, and (2) commitment and development of employees. Performance management refers to fitting the employee to major production processes of the organization, and embodies practices such as selection, appraisal, and remuneration. Human development refers to processes of personal development and embodies such practices as training, development, and career management.

Structure:

Premaster

A premaster program is offered for candidates to be able to qualify for the admission requirements (page 5). This program includes a mandatory component and a deficiency program, the last to be determined based on the pre-education of the candidate.

 

PreMaster HRM

Mandatory Program

Ects

Deficiency Program

Ects

Advanced HR Mgt

6

Business Administration courses

6

Research Methodology/Statistics

6

 

 

Research Writing

9

 

 

 

 

 

 

Total

21

 

6

 

Master HRM

The master's program lasts two years. The academic year is divided into six modules: four modules of eight weeks and two of four weeks. The program's study load is 60 credits. Credits are expressed in ects: European Credit Transfer System. Each credit amounts to circa 26 hours studying so that 6 ects is about 4 weeks of 40 hours.

In the following overview, the VU Amsterdam coordinators for each course are indicated between brackets.

 

Program Overview HRM

Period

Year 1

Courses

ECTS

Year 2

Courses

ECTS


(Sep-Oct)

Careers and Organizations 
(Dr. S. Khapova)

6

Diversity in Organizations

(Dr. C. Vinkenburg)

6


(Nov-Dec)

Strategy Control & Design*

6

Elective*

6


(Jan)

Ethics 

(Dr. M.Bal)

3

  Research Seminar II

(Dr. O.Solinger)

3


(Feb-Mar)

Performance Mgt & Control

(Prof. Dr. P. Jansen)

6

Master Thesis (Start)

(Prof. Dr. P. Jansen/ C. Camelia)

6


(Apr-May)

Cross-Cultural Management
(Prof. Dr. V. Marcha)**

6

Master Thesis (Continuation)

(Prof. Dr. P. Jansen/ C. Camelia)

6


(Jun)

Research Seminar I

(Dr. M. Bal) (in Amsterdam)

3

Master Thesis (Finish + Defense)

(Prof. Dr. P. Jansen/ C. Camelia)

   3

Total 60 ECTS

30

 

30

* To be determined

**Rector Magnificus ICUC; prof. em. University of Utrecht.

 

Final Attainment Level:

The graduate of the M.Sc. in Business Administration, with specialization in HRM in particular must be able:

-          To view the embedment of personnel processes in the context of a real organization with existing structure, strategic position, logistic systems etc.,

-          To also take into account other, for instance strategic or logistic, business processes, and consequently draw on knowledge from a variety of respective disciplines, such as psychology, law, and economics.

-          To formulate and corroborate judgments that are also informed by ethical considerations.

-          To relate analyses and actions to a field of both specialist and non-specialists –and in particular to managers, by applying self-directed or autonomous learning.

-          To include culture as one of the human success factors for gaining competitive advantage, besides training or team work by developing the ability to work in multicultural teams.

 

In addition to the learning outcomes formulated for the M.Sc. program in Human Resource Management, the following general purpose and final attainment levels have been formulated.

The Master student must develop into honorable academics, responsible professionals and responsible members of society. Highest priority is given to achievement of the highest possible level of know-how and expertise in the field of the HR program. The student must be able to operate at an academic level in terms of intellectual development and the quality of his/ her work. 

 

The following attainment targets have been formulated on the basis of these general principles. 

Every Master's graduate:

·         must have the know-how and command of the theoretical and method­ological domain of the Master's program, both in terms of breadth and depth

·         must be capable of conducting scientific research and be able to set up, conduct and report on a research project in a scientifically-responsible manner (demonstrating a scientific approach when describing, explaining and predicting phenomena

·         knows how to access scientific information and is capable of studying and evaluating such information critically (has the required attitude for life-long learning and professional development)

·         knows how to tackle practical problems, whether social or academic, creatively and systematically. Must be capable of using his theoretical and methodological knowledge to clarify or solve a problem (Must have a problem-solving attitude.)

·         knows how to present his findings clearly, both orally and in writing, without losing sight of quality

·         must be able to operate at an academic level in terms of intellectual development (logical, well-considered, critical, creative, ethical and independent)

·         must be able to operate at an academic level in terms of the quality of his work. Must be able to set up and execute projects logically, systematically and independently, and has the required social and communication skills. Must also have the practical skills necessary for setting up as a professional (languages, ICT, presentation and writing skills, independence etc.)

·         must be able to communicate on attitudes and values and is aware of the ethical aspects and social context of his work, both in the academic and in professional practice.

nr 
Level 
[Expand]1The student is able to reflect and act in a constructive, critical and dynamic way with regard to business and related community issues.
 
Main Points:

Teaching

Teaching is carried out in plenary lectures and small groups. Much attention is paid to an active method of studying. This includes writing study papers, working out cases and preparing practical assignments.

Assessment

Assessment is based on papers and reports handed in during the course, on participation during lectures and tutorials and on a written exam. Examinations are held at the end of each teaching period. Resits are held at the end of the next period.
For more information see the Education and Examination Regulation (OER).

Final Exam

In the third period of the second year the thesis will be started. The written part of the thesis continues in period 4 and 5. In period 6 the thesis will be defended in front of a committee chaired by a full professor.

 

Years: 2
Major (Ascending)
Master Human Resource Management

Admission Requirements:

The academic requirements are the following.

1.      B.Sc. degree in Business administration of a NVAO accredited university:

         No further academic requirements

2.      Bachelor in Applied Science  (HBO) of an eligible Dutch Higher Education Institute

 

Mandatory courses

         Advanced Human Resource Management

         Research Methodology/Statistics

         Research Writing

 

Deficiency Program to be determined for each candidate, depending on prior education: 

         Business Administration courses

­   Accounting – Marketing – and/or Finance

 

3.      International (accredited) Bachelor in Business Administration or equivalent:

         GMAT

         Advanced Human Resource Management

         Research Methodology/Statistics

         Research Writing

 

Deficiency Program to be determined for each candidate, depending on prior education: 

         Business Administration courses

­   Accounting – Marketing – and/or Finance

 

 

Language Requirement for International students

For international applicants who have NOT completed their Bachelor degree in USA, Canada, UK, Ireland, Australia or New Zealand, a TOEFL test or equivalent is required.

English as a Second Language (ESL) courses are offered by ICUC in order to improve the English language proficiency of the candidate and to prepare for the TOEFL test.

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