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Overview Learning Outcomes | Master of Human Resource Management (MHRM)


1. Dublin Descriptors

For the Master of Human Resource Management the Dublin Descriptors are specified below.

D1. Knowledge and understanding

The Master of Human Resource Management offers a scholarly underpinned program in the area of human resource management. This program is designed to offer an insight into the current scholarly knowledge (‘state of the art’) in the field: strategic and sustainable HRM (=core), labour sociology, labour psychology, labour law (HR foundations), financial, strategic, ICT, change-management (HR-context). The result of the above is that the Master of Human Resource Management is able to integrate and synthesize the various approaches to organizational and HR problems, both within his or her own discipline and between disciplines. Transfer of knowledge and understanding is achieved in a variety of interactive ways: lectures with class discussion, use of case studies, preparation by reading recent research articles and business literature, simulations and exercises, etc.

This can be found in learning objectives: L1, L2, L3 and L4.

D2. Applying knowledge and understanding

The Master’s graduate is able to critically apply scholarly insights and methods in the evaluation and the development of organizational and human resource knowledge. The development of core skills such as independent analysis, synthesis, judging and communicating is as important as the direct preparation for a professional management career. As already demonstrated by the methods to transfer knowledge, giving participants the opportunity to apply their new insights and ideas to the world of real-life HRM practice, is at the core of the learning goals of the program. This is achieved not only by the learning tools and teaching methods mentioned, but also by direct confrontation with HR-professionals. Company visits, guest lecturers/training programs by and discussions with HR professionals and alumni of the program all add to giving participants a clear insight on how to apply all their recently acquired knowledge and understanding to the world of HRM. In addition the consulting project, which is the capstone course of the program, should be given special mention. Participants will work in duo during a period of 8 weeks, on a full-time basis, on a specific HRM management assignment provided by a wide range of companies and organizations. These projects give participants the opportunity to apply many of the skills and knowledge they have acquired during the program, to a real-life business situation. They work in teams and are intensively guided and coached by the faculty of the school. Moreover, these projects usually make a perfect bridge between studying and working, since they often constitute the first working experience in a professional setting for most participants.

Learning objectives L1, L2, L3, and L4 all relevant in this context.

D3. Making judgements

The Master’s graduate assumes an independent and critical attitude whereby he/she recognizes in what circumstances it is important to reflect independently, rationally, and in a disciplined manner, and possesses the courage and the strength to apply his/her abilities to that process. The Master’s graduate reflects out of a historical-scholarly perspective on his or her position in society. Out of a critical-philosophical reflection, the Master’s graduate questions both himself or herself and the political, social, and economic system. Out of an ethical concern, the Master’s graduate renders services to society and champions the cause of its less fortunate and disadvantaged members. From a multicultural viewpoint, he/she takes a position inside his/her immediate and distant environment. The Master’s graduate evidences value awareness and acts accordingly. From the outset, participants are challenged to bring in their own opinion and participate fully in class discussions. The diverse educational backgrounds present in the group of participants, ensures a diversity of points of view and ways to tackle HR discussions. Participants are made to understand to use this confrontation of opinions to achieve a more comprehensive and balanced judgment. Additionally, feedback is given on how to use academic and analytical knowledge to carefully evaluate different management strategies and their implications in a real-life situation.

The aspect of making judgments can be found in learning objectives L2, L3 and L4.

D4. Communication

During the selection of the participants, attention is already paid to the presentation and communication skills of the candidates. To further improve these, special courses and seminars are offered. A comprehensive course in strategic communication is part of the program. In this course practical aspects of written and verbal communication in relevant business settings are discussed and put into practice on an individual and a team level. Also more specific HR skills are trained. The Master’s participant develops skills such as presenting, interviewing for selection, assessing of competencies, conducting evaluation interviews (in function of employee development), negotiations, working together with a common goal in mind (team work inclusive of dealing with conflict situations), holding meetings (presiding and taking minutes), and expressing and formulating skills (argumentation). Additionally, participants are given the opportunity to prepare for important communication challenges that they will encounter while applying for a job or when they start a first job. Leadership and Career Development Track or Company recruiters will meet participants for mock interviews and give them feedback. Written resumes will be checked and corrected by Leadership and Career Development track and/or human resource professionals. Business negotiations exercises will be made. Team and individual presentations will be commented on, etc. During the evaluation of the consulting project, communication is an important aspect. The team of participants will not only be judged on the quality of its written report and verbal presentation, but the whole communication process between the participants, the company and the schools’ project advisor will be part of the final evaluation.

Relevant learning objectives: L5,L6.

D5. Learning skills

The Master program in HRM, like all the full-time Master degrees at Antwerp Management School, has taken the development of the skills of its participants to the center of its learning goals. Program-related learning skills are introduced to ensure an efficient and high quality learning experience for the participants. Participants are taught how to make a good individual or team presentation and basically can receive any type of advice related to improving their daily practical learning skills. Moreover, and based on feedback from companies and other stakeholders, the development of social skills and attitudes like teamwork, leadership, independence, motivation, communication, intercultural awareness, etc. now form an substantial and integrated part of the program. The most important way to achieve this objective is organized within the ’Leadership Development Track’. Starting from a comprehensive self-assessment, the internationally recognized Thomas International method, participants gradually learn how to improve their personal qualities and skills. This is achieved by means of a residential seminar, seminars on leadership competencies, individual review conversations, individual coaching, etc. In every semester, an intensive personal review will monitor and demonstrate the progress that has been achieved in the development of the participants’ skills.

Learning objectives L3, L4, L5 and L6.

2. Learning Objectives

The Master of Human Resource Management aims to provide the participants with a thorough theoretical understanding of human resource concepts and the ability to apply these in practice. The following learning objectives (L) and qualifications can be determined:

L1. The participant must be able to apply the basic principles of scholarly research. This implies originality and the ability to make a contribution to scholarly based human resource management with focus on recruitment, selection, careers, learning, performance, reward, appraisal, job design and labour relations.

L2. The university level further requires a broad, general educational background. This implies the study of a number of secondary disciplines relevant to strategic and sustainable human resource management (such as law, ethics, social and psychological sciences), and the study of the institutional framework.

L3. The Master’s graduate should be able to professionally and independently apply his/her scholarly knowledge in preparing, and following up on organizational and human resource decisions and to deal with their implementation in the private as well as the public sector, in profit as well as nonprofit organizations.

L4. Therefore, the Master’s graduate is imbued with a problem‐oriented attitude that is required for the recognition and tackling of problems, for investigating directions towards solutions, and for choosing, designing, implementing, and evaluating a reasoned solution.

L5. At the same time, the program is designed with a high focus on the development of general management and social skills. Given its highly interactive nature, communication skills as well as learning to deal with effective team work, diversity, negotiating skills, etc. are trained throughout the year.

L6. Also more specific HR skills are trained. The participant develops skills such as presenting, interviewing for selection, assessing of competencies, conducting evaluation interviews (in function of employee development), negotiations, working together with a common goal in mind(team work inclusive of dealing with conflict situations), holding meetings (presiding and taking minutes), and expression and formulating skills (argumentation).The participant acquires an international (multicultural) attitude.