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A Guide to Your Course 2010/11
Masters in Human Resource Management
Full-time
Route: P/HRM
Course Leader: Lee Crofts
Tel: 01902 323794
Email: lee.crofts@wlv.ac.uk
1
2
Contents
ABOUT THIS GUIDE ................................................................................................................................................... 5
WELCOME TO THE MASTERS IN HUMAN RESOURCE MANAGEMENT – FULL-TIME ................................................................ 5
SECTION 1 GENERAL COURSE INFORMATION .................................................................................................. 7
THE CHARTERED INSTITUTE OF PERSONNEL AND DEVELOPMENT (CIPD) ............................................................................ 7
CIPD MEMBERSHIP ................................................................................................................................................. 7
THE LOCAL BRANCH ................................................................................................................................................. 8
PROFESSIONAL QUALIFICATIONS ................................................................................................................................. 8
EMPLOYABILITY & YOUR PERSONAL DEVELOPMENT PORTFOLIO (PDP) .............................................................................. 8
CAREER OPPORTUNITIES AND FUTURE STUDY................................................................................................................ 9
ACCREDITATION OF PRIOR LEARNING (APL)................................................................................................................ 10
COURSE STRUCTURE: MA IN HRM FULL-TIME ........................................................................................................... 11
GRADUATE MEMBERSHIP OF THE CIPD ..................................................................................................................... 11
SECTION 2 MODULE INFORMATION FIELD 1 .................................................................................................. 12
HR4058 PEOPLE MANAGEMENT AND DEVELOPMENT (PMD)....................................................................................... 12
MG4009 RESEARCH IN ORGANISATION STUDIES ........................................................................................................ 13
MODULE DESCRIPTIONS – FIELD 2 ................................................................................................................. 14
HR4056 LEADERSHIP, MANAGEMENT & ORGANISATIONS ............................................................................................ 14
HR4063 THE BUSINESS CONTEXT AND MANAGING INFORMATION ................................................................................. 15
MODULE DESCRIPTIONS – FIELD 3 ................................................................................................................. 16
HR4048 EMPLOYEE RELATIONS ............................................................................................................................... 16
HR4049 EMPLOYEE RESOURCING AND REWARD......................................................................................................... 17
HR4050 EMPLOYMENT LAW .................................................................................................................................. 18
HR4053 EMPLOYEE LEARNING AND DEVELOPMENT .................................................................................................... 19
HR4052 CROSS CULTURAL ISSUES IN INTERNATIONAL HR ............................................................................................ 20
HR4062 HUMAN RESOURCE MANAGEMENT AND CHANGE........................................................................................... 21
MODULE DESCRIPTION – FIELD 4 ................................................................................................................... 23
MG4118 RESEARCH PROJECT ................................................................................................................................. 23
MG4122 ORGANISATIONAL CONSULTANCY PROJECT................................................................................................... 25
SECTION 3 COURSE MANAGEMENT & SUPPORT ............................................................................................ 29
COURSE LEADER .................................................................................................................................................... 29
PERSONAL TUTOR .................................................................................................................................................. 29
MODULE LEADERS ................................................................................................................................................. 30
UWBS SCHOOL ADMINISTRATOR ............................................................................................................................. 30
UWBS SUPPORT ASSISTANT.................................................................................................................................... 30
STUDENT OFFICE ................................................................................................................................................... 30
STUDENT SUPPORT ................................................................................................................................................ 32
FREQUENTLY ASKED QUESTIONS (FAQS) ................................................................................................................... 33
HOW TO SOLVE YOUR PROBLEMS ............................................................................................................................. 35
SECTION 4 ACADEMIC INFORMATION............................................................................................................ 37
UWBS CHARTER FOR STUDENTS .............................................................................................................................. 37
ACADEMIC REGULATIONS ........................................................................................................................................ 38
ACADEMIC APPEALS & MISCONDUCT ........................................................................................................................ 38
COMMUNICATIONS ................................................................................................................................................ 39
ETHICAL GUIDELINES .............................................................................................................................................. 40
LEARNING AND TEACHING (L&T) .............................................................................................................................. 40
BLENDED LEARNING ............................................................................................................................................... 40
3
LEARNING & TEACHING RESOURCES .......................................................................................................................... 41
ASSESSMENT......................................................................................................................................................... 42
MODERATION ....................................................................................................................................................... 42
GRADING OF POSTGRADUATE ASSESSMENT ................................................................................................................ 43
FEEDBACK ............................................................................................................................................................ 43
ACADEMIC CALENDAR ................................................................................................................................... 45
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Masters in Human Resource Management – Full-time
A guide to your course 2010/11
About this guide
This guide will help you plan your Masters in Human Resource Management Full-time course.
It tells you which modules you must study and pass, and lists the optional ones which
contribute to your course. The guide also offers you brief descriptions of each module,
including general information about assessment tasks, and an overview of how the course is
managed.
We believe it is important that you are encouraged to make your own contribution to the
effective operation and development of your chosen course. We are, therefore, keen to hear
your views and would welcome any suggestions that you may have about ways of improving
any aspect of your course and/or the student experience here at the University. In practice,
you will have the opportunity to do this through our student voice processes.
Please enter the contact details for
your Personal Tutor for your future
reference:
Your Student Offices are:
MI Building City Campus South
Please note: In order to develop and improve the Course, it may be necessary on occasions
to amend or revise the details given in this Course Guide.
Welcome to the Masters in Human Resource Management – Full-time
Welcome to the University of Wolverhampton Business School (UWBS), Masters in Human
Resource Management Full-time course.
The following sections of the course guide provide information on the course aims, structure
and content, assessment process and the arrangements in place for the management of the
course.
The Course Management team and I will be pleased to deal with any questions you might
have which are not answered here.
We wish you every success in your studies and hope that your experience on the course will
prove to be enjoyable, stimulating and rewarding.
Lee Crofts
Course Leader Masters in HR Management, Full-time
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Masters in Human Resource Management – Full-time
A guide to your course 2010/11
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Masters in Human Resource Management – Full-time
A guide to your course 2010/11
Section 1 General Course Information
The aim of the Masters in Human Resource Management is to enable participants to operate
in senior level HR/HRM practitioner roles and to make a strategic contribution to the
management of an organisation.
The Course aims to develop:
Management and HR skills appropriate to middle and senior management and
advanced practitioners;
Knowledge and critical understanding of complex managerial, HR and organisational
issues by students taking an independent and holistic perspective;
A reflective research informed approach to professional practice.
The Chartered Institute of Personnel and Development (CIPD)
CIPD Membership
UWBS‟s HR qualifications lead to various levels of membership of the CIPD. It is essential
that you become a student member of the CIPD in order to gain the appropriate membership
on completion of your studies. The appropriate form will be supplied at the beginning of your
course of study.
Should you wish to contact the Institute at any time the address and telephone number is:
Chartered Institute of Personnel & Development
151 The Broadway
London
SW19 1JQ
Tel: +44 (0) 20 8612 6200
Fax: +44 (0) 20 8612 6201
Direct dial enquiry numbers:
Library enquiries +44 (0) 20 8612 6210
Library orders and renewals +44 (0) 20 8612 6209
Membership and qualifications +44 (0) 20 8612 6208
Conferences and training courses +44 (0) 20 8612 6202
Books +44 (0) 20 8612 6204
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Masters in Human Resource Management – Full-time
A guide to your course 2010/11
The Local Branch
Students are encouraged to join their local Branch of the Institute, the three local ones being,
Black Country, Shropshire & Mid Wales and Hereford & Worcester. Professional Advisors
from the nearest CIPD Branches are invited to address the course at an early stage, and
periodically thereafter. The role of the professional advisor is to explain what the CIPD has to
offer to its student members, the sort of careers that can be pursued within the HR profession,
and the benefits of becoming involved in Branch activities. In short, the Professional Advisor
provides a link between the student and the Branch for mutual benefit.
Professional Qualifications
On satisfactory completion of the MA in Human Resource Management students will be able
to gain Graduate membership of the CIPD. The CIPD have recognised this course of UWBS
as providing a route to professional membership without the need to take national
examinations.
However, in addition to the taught modules, there is a requirement to have contact with
organisations. For full-time students, this will be achieved through scheduled activities
contained within the modules and also through personal development actions, some of which
will be assessed within the Masters programme.
Employability & Your Personal Development Portfolio (PDP)
What is ‘Employability’?
„Employability‟ is concerned with the development of skills aimed at enhancing your
employment prospects throughout your time here at the University of Wolverhampton.
Developing specialist subject and academic knowledge is important for employers but they
also want to employ individuals who are able to:
Communicate effectively,
Work in a team and have good interpersonal skills.
Solve problems
Work on their own using their own initiative and are able to adapt to changing
situations
Be self-confident
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Masters in Human Resource Management – Full-time
A guide to your course 2010/11
How Will You Develop Your Employment Skills?
At UWBS we aim to provide you with the opportunity to develop these through the modules
you will be studying. The assessments you do for your modules are designed to help you
develop Subject specific skills through the research you undertake for the assignments. In
addition, they are also designed to help you develop other key skills such as your written
communication skills. Where you have formal presentations, this will build your self-
confidence in addition to helping you develop your skills of verbal communication. Working as
part of a team will develop vital group-work skills. Attending your classes regularly will further
ensure that you have the opportunity to develop other skills.
Throughout your time at the University, you will develop and be able to demonstrate a number
of skills, some of which are listed below:
Working as part of a group
Demonstrating teamwork skills and leadership skills
Effective communication
Written (via reports etc.)
Oral (through formal presentations)
Problem-solving
IT skills (which include use of basic packages for word processing, spreadsheets,
use of email etc.)
Time management
Attending classes on time
Handing in your assignments by the deadline date
Personal Development Portfolio (PDP)
To help you build, reflect and improve your skills we recommend that you compile a Personal
Development Portfolio. A PDP provides you with the opportunity to reflect on your learning
and on the development of your skills. Your PDP will help you to identify your strengths,
weaknesses, opportunities and threats and will allow you to produce an action plan to help
you to improve on any weaknesses or gaps as you progress on your course.
Career Opportunities and Future Study
“Your UWBS, takes your career development seriously with a dedicated employment and
placement team”
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Masters in Human Resource Management – Full-time
A guide to your course 2010/11
Your career opportunities are vast with a sought-after academic qualification.
You could work in:
Business and Finance
National and Local government
Legal and Accounting professions
Healthcare
Management
Education and Training
Retail and Distribution
Leisure and Hospitality
Accreditation of Prior Learning (APL)
APL is the Accreditation of Prior Learning. It recognises and encompasses prior experiential
learning (APEL) and prior certificated learning (APCL) as counting towards the completion of a
programme of study and associated requirements for an award or qualification.
Accreditation of prior certificated learning (APCL) is a formal recognition of previously
attained qualifications that have direct relevance to the programme being applied for.
Accreditation of prior experiential learning (APEL) is the recognition of prior experience; that
is, learning achieved outside education or training systems is assessed and, as appropriate,
recognised for academic purposes. It is normally acknowledged and quantified through the
submission of a portfolio that reflects the learning achievement and outcomes of that experience
and that has direct relevance to the programme being applied for.
Please contact your Course Leader for further details.
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Masters in Human Resource Management – Full-time
A guide to your course 2010/11
Course Structure: MA in HRM Full-Time
Field 1 CIPD Field of Study: People Management & Development
HR4058 People Management MG4009 Research in
& Development (15) Core Organisation Studies (15)
Core
Sem 1 & 2 Sem 1 & 2
Field 2 CIPD Field of Study: Leadership & Management
HR4056 Leadership, HR4063 The Business Context
Management & Organisations & Managing Information (15)
Core Core
(15) Sem 1 Sem 2
Field 3 CIPD Field of Study: Generalist Personnel & Development
HR4048 Employee Relations HR4049 Employee Resourcing
(15) Sem 1 & Reward (15) Sem 2
HR4050 Employment Law (15) HR4053 Learning &
Sem 1 Development (15) Sem 2
HR4052 Cross Cultural Issues HR4062 HRM & Change
in International HR (15) Sem 1 (15) Sem 2
Field 4 CIPD Field of Study: Applied Personnel & Development
MG4118 Research Project (30)
Or
MG4122 Organisational Consultancy Project (30)
(15) or (30) indicates credit rating of module
Graduate Membership of the CIPD
On satisfactory completion of the MA in HRM students will be able to gain Graduate
membership of the CIPD.
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Masters in Human Resource Management – Full-time
A guide to your course 2010/11
Section 2 Module Information Field 1
HR4058 People Management and Development (PMD)
Credit value 15
Availability Semester 1 Campus City
Pre-requisites: None
Co-requisites: None
Prohibited combinations: None
Module Leader John Dale Telephone External 01902 323651 Internal 3651
Email J.Dale2@wlv.ac.uk
School Office External 01902 323691/321818 Internal 3691 / 3818
Educational Aims of the Module
This module provides core personnel and development knowledge and understanding, as
well as a set of skills which are needed to underpin this in practice. This core knowledge, skill
and understanding cannot be viewed in isolation, but must be seen within its organisational,
societal and commercial context. Practitioners need to be aware of the wide range of
circumstances in which personnel and development takes place, and consequently, the
degree to which particular strategies and practices may be appropriate in specific situations.
There is also a need to evaluate the contribution which personnel and development makes to
organisational success, and to consider the ways in which this contribution can be made more
effective. Such an approach is relevant for all types of practitioner, personnel and
development generalists and specialists, line managers, consultants and academics.
Assessment
Description Weighting or
Pass/Fail
1 A 3000 word work – based critical review and report 50%
2 1½ hour closed book exam 50%
3 Section of the personal reflective CPD journal Pass/Fail
There is also a need to evaluate the contribution which personnel and development makes to
organisational success, and to consider the ways in which this contribution can be made more
effective. Such an approach is relevant for all types of practitioner, personnel and
development generalists and specialists, line managers, consultants and academics.
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Masters in Human Resource Management – Full-time
A guide to your course 2010/11
MG4009 Research in Organisation Studies
Credit value 15
Availability Semesters 1/2 Campus City
Pre-requisites None
Co-requisites None
Prohibited combinations None
Module Leader Dr Michael Haynes Telephone External 01902 321776
Internal 1776
Email M.J.Haynes2@wlv.ac.uk
School Office External 01902 323691/321818 Internal 3691 / 3818
Educational Aims of the Module
This module introduces students to the conventions of academic research at postgraduate
level.
Throughout the module the critical thinking capacities of students are developed through
considering how conceptions of knowledge influence what is accepted as legitimate and
useful in both academia and our working environments.
Students will be encouraged to use their developing critical qualities when reflecting on their
everyday work experiences
Assessment
Assessment Tasks % Weighting
for items of assessment
Portfolio report based on secondary data produced
by organisation (s) (6,000 words max) comprising 3
tasks:
1. Literature critique 30
2. Data analysis
3. Research Proposal 20
50
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Masters in Human Resource Management – Full-time
A guide to your course 2010/11
Module Descriptions – Field 2
HR4056 Leadership, Management & Organisations
Credit value 15
Availability Semester 1 Campus City
Pre-requisites: None
Co-requisites: None
Prohibited combinations: None
Module Leader William Scarff Telephone William Scarff External 01902
323684 Internal 3684
Email W.J.Scarff@wlv.ac.uk
School Office External 01902 323691/321818 Internal 3691 / 3818
Educational Aims of the Module
This module is concerned with the critical analysis and evaluation of a range of theories and
approaches, which underpin management and organisational behaviour. The focus is on
management and people issues taken from a range of psychological, sociological, human
resourcing and management perspectives.
The module encourages students to synthesise theory from these disciplines and fields of
study, in order to understand the relationship between theory and practice. In addition, it
enables students to explore the practical application of management and organisation
theories/frameworks for the purpose of informing practice in organisations.
Assessment
Description Weighting or
Pass/Fail
1 Individual essay 3,000 words 50%
2 1.5 hours closed book examination 50%
3 Section of the personal reflective CPD journal Pass/Fail
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Masters in Human Resource Management – Full-time
A guide to your course 2010/11
HR4063 The Business Context and Managing Information
Credit value 15
Availability Semester 2 Campus City
Pre-requisites: None
Co-requisites: None
Prohibited combinations: None
Module Leader John Dale Telephone External 01902 323651 Internal 3651
Email J.Dale2@wlv.ac.uk
School Office External 01902 323691/321818 Internal 3691 / 3818
Educational Aims of the Module
The overall purpose of the module is to identify, examine and analyse the major contexts
within which organisations operate. The usage of information (in all its forms), the application
of statistical tools and techniques will be explored, and its critical role in the corporate
decision and communication process reviewed
Assessment
Description Weighting or
Pass/Fail
1 A case study analysis and report 3000 words 50%
2 A 1.5 hours open book examination 50%
3 Section of the personal reflective CPD journal Pass/Fail
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Masters in Human Resource Management – Full-time
A guide to your course 2010/11
Module Descriptions – Field 3
HR4048 Employee Relations
Credit value 15
Availability Semester 1 Campus City
Prohibited combinations: None
Module Leader TBC Telephone TBC
Email TBC
School Office External 01902 323691/321818 Internal 3691 / 3818
Educational Aims of the Module
This module is concerned with the context, focus and structure of Employee Relations both in
the UK, Europe and internationally. Throughout the module students will be encouraged to
develop a critical perspective based on a thorough reading of the available literature and
research. Attention will be given to the theory, models and frameworks contributing to this
subject area. It is designed to provide sufficient knowledge, understanding and competence
for individuals to operate as professional personnel practitioners in a number of different
union and non-union scenarios. It will also concentrate on the general skills of negotiation
with managerial colleagues, senior management, trade unions, employee representatives and
employees either individually or in groups.
Employee Relations is a dynamic area of study and therefore the focus will be on those
issues at the cutting edge of the subject. Examples of these include: changing patterns of
work, employee representation, Works Councils, positive rights at work, feminisation within
the work place. Throughout the module emphasis will be placed on developing skills in
dealing with Employee Relations issues.
Assessment
Description Weighting
1 3,000 word group assignment (60%) 50%
Plus 20 minute group presentation linked to the residential, where applicable, and
comprising an international comparative study of employee relations between the UK
and another EU country (40%)
2 A 1.5 hour closed book exam 50%
3 Section of the personal reflective CPD journal Pass/Fail
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Masters in Human Resource Management – Full-time
A guide to your course 2010/11
HR4049 Employee Resourcing and Reward
Credit value 15
Availability Semester 2 Campus City
Pre-requisites: None
Co-requisites: None
Prohibited combinations: None
Module Leader Charles Leatherbarrow Telephone 3918
Email c.leatherbarrow@wlv.ac.uk
School Office External 01902 323691/321818 Internal 3691 / 3818
Educational Aims of the Module
Employers are increasingly concerned with maximising the productivity of their staff in order
to achieve/maintain competitive advantage in the market place. This module explores the key
areas in the management of people and will encourage students to examine various
theoretical and conceptual frameworks and best practice models in order to understand and
appreciate the critical tools and technique required to establish this competitive advantage.
The module is based around the key areas of attracting, retaining and motivating quality staff
and enhancing their performance at work.
Assessment
Description Weighting or
Pass/Fail
1 A 3,000 individual word essay 50%
2 1.5 hour closed book exam 50%
3 Section of personal reflective CPD journal Pass/Fail
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Masters in Human Resource Management – Full-time
A guide to your course 2010/11
HR4050 Employment Law
Credit value 15
Availability Semester 1 Campus City
Pre-requisites: None
Co-requisites: None
Prohibited combinations: None
Module Leader TBC Telephone TBC
Email TBC
School Office External 01902 323691/321818 Internal 3691 / 3818
Educational Aims of the Module
Increasingly employers, employees and Trade Unions are having to respond to changes in
employment law both from the UK and from the European Union. Simply knowing the legal
changes is not enough.
Employers are expected to anticipate future developments and plan to incorporate these into
their policies and procedures. Some employers will look to go beyond the law in order to
attract and retain staff. Trade Unions may well lobby for new laws, improving on existing law
or reforming past laws.
Employees are generally now more aware of their rights and are prepared to take a case to
an Employment Tribunal or even to the European Courts. All of these changes indicate that
employment law is a dynamic area of study and no one can afford to be left ignorant of the
developments.
This module is designed to raise awareness of these changes.
Assessment
Description Weighting or Next
Pass/Fail Retrieval/Resi
t Date
1 Individual essay 5,000 - 6,000 words 100% Parts one
2 and two:
Section of personal reflective CPD journal Pass/Fail
25 April 2008
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Masters in Human Resource Management – Full-time
A guide to your course 2010/11
HR4053 Employee Learning and Development
Credit value 15
Availability Semester 2 Campus City
Pre-requisites None
Co-requisites None
Prohibited combinations None
Module Leader Steve Rogers Telephone External 01902 323638 Internal
3638
Email S.Rogers@wlv.ac.uk
School Office External 01902 323691/321818 Internal 3691 / 3818
Educational Aims of the Module
This module enables students to critically evaluate and analyse a range of concepts and
multi-perspective frameworks relating to the field of Employee Learning and Development
(ELD). To gain an in depth understanding of ELD theory and practice students will be
encouraged to apply a range of tools and techniques to critically evaluate ELD within their
own organisations and to justify their ELD interventions
Assessment
Description Weighting or
Pass/Fail
1 A 3,000 words essay 50%
2 1.5 hours Closed book exam 50%
3 Section of personal reflective CPD journal Pass/Fail
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Masters in Human Resource Management – Full-time
A guide to your course 2010/11
HR4052 Cross Cultural Issues in International HR
Credit value 15
Availability Semester 1 Campus City
Pre-requisites None
Co-requisites None
Prohibited combinations None
Module Leader Kate Moseley Telephone External 01902
323705 Internal 3705
Email K.Moseley@wlv.ac.uk
School Office External 01902 323691/321818 Internal 3691 / 3818
Educational Aims of the Module
This module aims to focus students on Human Resource Management in an international
context. As organisations have moved from the regional to global arena there are significant
changes in perspectives, structures, systems and behaviours within organisations.
Global/multi national organisations are now considering HR in its cultural context and
examining the contributions and multicultural influences in the management of people. The
focus of the module is therefore centred around the cross cultural approaches to the study of
international HR and in particular the analysis and critical evaluation of the literature in this
area.
Assessment
% weighting Hand in date Minimum pass
for items of (semester week) grade for
Assessment Tasks
assessment assessment task
1 One component with
3 elements consisting
of a portfolio of 3
academic papers
(6,000 words max)
Paper 1 20 See module guide D
Paper 2 40 D
Paper 3 40 D
2 CPD Journal 0 Students final taught P/F
semester
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Masters in Human Resource Management – Full-time
A guide to your course 2010/11
HR4062 Human Resource Management and Change
Credit value 15
Availability Semester 2 Campus City
Pre-requisites None
Co-requisites None
Prohibited combinations None
Module Leader Sue Kinsey Telephone 3757
Email S.Kinsey@wlv.ac.uk
School Office External 01902 323691/321818 Internal 3691 / 3818
Educational Aims of the Module
HRM ideas are attractive and powerful; they largely define the agenda of organisational
change and restructuring. While HRM has become the major approach to organisational
restructuring and is clearly attractive to senior managers, it has also been criticised on a
number of fundamental fronts.
“It has been accused of encouraging but masking control, exploitation and manipulation under
the guise of a rhetoric of consensus, mutuality and empowerment” (Mabey et al 1998:18)
Nevertheless, it has also been seen as a „ray of hope‟ for the analysis of, and intervention
into, organisations. Change, and culture change in particular, are often regarded as
something which happens to, or is perpetrated upon, a relatively passive organisation. It is
more realistic to see people as „co-constructing‟ each other; both acting, understanding and
making sense of change as joint (not necessarily equal) and dynamic players in the process.
This module has three primary aims.
The first aim is to develop participants‟ critical awareness of the validity, reality and rhetoric
surrounding the idea of HRM. Students need to be clear about the different bases of the
continuing controversies; the meaning of HRM, the practice of HRM and the ethical standing
of HRM within various types of organisations and businesses within the public, private, and
not for profit sectors.
The second main focus of this module, is to provide students with a critical understanding of
the core debates in organisational change. Students will be introduced to the concept of
management mindsets and how they influence strategy formulation, implementation choices
and responses to change. The module will critically examine a range of traditional approaches
which are deeply grounded in rationalist recipes for developing strategy and managing
change, and explore some alternative perspectives.
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Masters in Human Resource Management – Full-time
A guide to your course 2010/11
The third aim is a logical consequence of the previous two aims. The module will expose the
differing standpoints found in the management literature. These are the perspectives which
provide meaning, legitimacy and justification for people‟s actions. We will present two
standpoints: mainstream and critical. The mainstream perspective is inseparable from the
notions of efficiency and cause and effect logic; that is, the search for the „winning formula‟,
so that managers can become „effective‟. In contrast, critical perspectives on management try
to discover the ways in which power, control, conflict, and legitimacy impact on employment
relations.
Assessment
Description Weighting or
Pass/Fail
Component 1 - Individual 6000 word case study on HRM and 100%
change
Component 2 - Reflective personal development journal
Pass/Fail
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Masters in Human Resource Management – Full-time
A guide to your course 2010/11
Module Description – Field 4
MG4118 Research Project
Module Code MG4118 Module Title Research Project
Credit value 30
Availability Semester 1 Campus City
Pre-requisites None
Co-requisites None
Prohibited combinations None
Module Leader Shaukat Ali Telephone TBC
Email shaukat.Ali@wlv.ac.uk
School Office External 01902 323691/321818 Internal 3691 / 3818
Educational Aims of the module
The production of a piece of original work based on independent research is an essential part
of study at Masters level. This module exercises and expands the knowledge and skills
covered in MG4069 Research in Management Studies or MG4009 Research in Organisation
Studies, one of which students normally study prior to commencing their Research Project.
For the award of a Masters degree, candidates must present a research project
demonstrating a range of intellectual and practical skills, using and synthesising information,
carrying out an application-oriented research project within a business and management
context, and identifying the implications of the findings.
Professional managers need to be capable of basing their decision-making on information
and knowledge derived from research, and so the skills acquired in the course of producing
the Research Project will contribute to the candidate‟s effectiveness throughout his or her
career.
Candidates undertaking this 30 credit Research Project, i.e. MG4118, will be expected to
design and carry out a research programme that is quantitatively and qualitatively distinct
from the 60 credit Dissertation, i.e. MG4071. The salient quantitative distinctions, in terms of
length and credit rating, derive from qualitative differences in expectations of the scope and
depth of research outcomes: particularly in terms of literature review, methodological design,
data requirements, analysis and interpretation. The 60 credit Dissertation allows candidates to
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Masters in Human Resource Management – Full-time
A guide to your course 2010/11
investigate specialist topics in greater depth than in the more constrained format of the 30
credit Research Project.
In deciding on their Research Project topic, each student will be encouraged to review all of
the subject modules that are included within their award study programme with a view to
highlighting particular key topics, themes, and issues that may align with their personal
research interests or indeed suggest researchable topics. For many students their choice of
topic may reflect issues of current interest and importance to the organisations they work for,
or have been employed by, or have knowledge of in other ways, and/or are sponsored by.
The assessment1 on this module (for both MG4122 and MG4071) is based on the preparation
and submission of a dissertation.
Assessment
Weighting Submission
Description
Date
nd
1 Research Project Study of 9,000 - 12,000 100% Week 13 of 2
words maximum, inclusive of appendices Semester of
Module
Registration.
The Research Project must be passed (minimum grade D) for successful completion of the
module.
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Masters in Human Resource Management – Full-time
A guide to your course 2010/11
MG4122 Organisational Consultancy Project
Module Code MG4122 Module Title Organisational Consultancy Project
Credit value 30
Availability Year Long Campus City
Pre-requisites None
Co-requisites None
Prohibited combinations None
Module Leader TBC Telephone TBC
Email TBC
School Office External 01902 323691/321818 Internal 3691 / 3818
To enable students to negotiate, implement and close out a client-sponsored organisational
consultancy project.
To enable students, through an organisational consultancy project, to learn how the
application of management research principles and techniques contributes to their
development as managers.
Weighting Submission
Description
Date
nd
1 Organisational consultancy project, in 100% Week 13 of 2
formats* agreed with client, equivalent to Semester of Module
9,000 – 12,000 words (max), inclusive of Registration.
appendices.
* Formats are likely to include report document(s)
and presentation(s), but are not limited to these.
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Assessment Matrix
Research Proposal
Group Assignment
Data Interpretation
Assignment/Essay
Literature Review
Reflective CPD
Group Review/
Organisational
Presentation
Consultancy
Dissertation
Module titles
Case Study
Individual
Personal
Journal
Project
Exam
MG4009 Research in Organisation
50% 30% 20%
Studies
HR4048 Employee Relations 30% 20% 50%
HR4048 Employee Relations Resit or
50% 50%
Retrieval
HR4049 Employee Resourcing &
50% 50%
Reward
HR4052 Cross Cultural Issues in
100%
International HR
HR4053 Employee Learning &
50% 50%
Development
HR4056 Leadership, Management &
50% 50%
Organisations
HR4058 People Management &
50% 50%
Development
HR4058 People Management &
Development 50% 50%
Resit or Retrieval
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Literature Review
Assignment/Essay
Reflective CPD
Group Review/
Organisational
Interpretation
Presentation
Consultancy
Dissertation
Module titles
Assignment
Case Study
Research
Proposal
Personal
Individual
Journal
Project
Group
Exam
Data
HR4062 Human Resource
100%
Management & Change
HR4063 The Business Context &
50% 50%
Managing Information
MG4118 Research Project 100%
100%
MG4122 Research Consultancy
Project
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Section 3 Course Management & Support
The following members of the team will be pleased to help with any concern you may encounter during
your term of study at UWBS. It is important you note the following contact details. If dialling from
outside the university please precede the extension number with 01902 32****
Role/Responsible Name Ext Email
Course Leader Lee Crofts 3794 lee.crofts@wlv.ac.uk
UWBS School Donna Curbishley d.curbishley@wlv.ac.uk
Administration
Student Office Student Office Team 1516
Support
Course Leader
For any academic related queries your Course Leader should be your first port of call. They are here to
advise you on aspects relating to your course of study and progression requirements.
Personal Tutor
Assists students in their personal and academic development, planning and progression. Maintains
regular communication (virtual and/or face-to-face) with each of their designated tutees at least 3 times
a year (e.g. once per term for full time undergraduate study) and at each significant phase for all other
modes of study (including part time, postgraduate and work based learning). Follows up students who
are not making satisfactory progress or who are at risk of withdrawal.
In order for personal tutoring to be beneficial and meaningful students will be expected to
undertake the following:
Maintain regular communication with their personal tutor
Prepare for and engage in any personal tutoring related activities
Contact personal tutors if there are any issues that may impact on their academic
performance or pose any risk to their progression or withdrawal
Act on any recommendations and advice offered by personal tutors
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Module Leaders
Module Leader contact information is available via Module Guides, which are issued at the start of each
module you study.
UWBS School Administrator
Please contact the UWBS School Administrator for general queries, and for making appointments with
the Course Leader.
UWBS Support Assistant
To contact Module Tutors or Module Leaders, please contact the Support Assistant. If the member of
staff is not on site, or you email the member of staff, and do not receive a response within three working
days, then please notify the Support Assistant/UWBS School Administrator.
Student Office
Registry staff are based in Student Offices and are your first port of call with any queries relating to your
course. They have responsibility for maintaining your records/student files on the University‟s Student
Management System known as SITS, as well as providing general programme advice including
extenuating circumstances and extensions. The Student office will also make appointments for you to
see your Personal Tutor and UWBS Student Advisors as required.
What is a Student Rep?
Student Reps represent students in their school at school level by:
Attending School Quality Committees (SQEC)
Meeting with the relevant Student Liaison Officer
Course Committee meetings
They represent students in their school at Students' Union level by:
Attending the Student Representative Council.
Attending the Advice and Support Committee.
The Role and Function of a Student Rep
Student Reps are the voice of students in their school. They represent the needs and concerns of
students to the university and the Students‟ Union (SU). Their responsibilities include:
Identifying students‟ issues and opinions
Voicing these concerns at school/subject committees or the equivalent
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Report back to students with news and developments in the representative‟s defined area
Keeping informed about current issues in the school and university
Liaising with other school, subject, site, level (etc) reps and the Academic Affairs Officer of
the Students‟ Union
You are not expected to deal with individual student academic problems. Academic Affairs in the
Student Union can provide specialist advice and support, and the Student Gateway in MB Building on
City Campus is also there to provide support.
School Reps represent students in their school at school level by:
Attending School Quality Committees (SQEC)
Meeting with the relevant Student Liaison Officer
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Student Support
If you encounter any issues (personal or academic) the following diagram directs you to the appropriate
department or staff member. Further information can be located from WOLF.
Academic & Programme
related queries:
Study Issues Course Leader General Queries:
Study Skills Advisor Student Office
LRC or study skills
website
Employability Administrator Module Related queries:
Who to Contact
Charlotte Poole Module Tutor
Ext 1785
Personal Issues: Extensions/Extenuating
Circumstances/Course
Student Gateway ext Transfer
2572
Special Needs Student Office
Richard Williams ext
3777
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Frequently Asked Questions (FAQs)
1. What are the opening hours of the UWBS School Office?
Term time and Vacation: 9.00am – 5.00pm Monday to Friday
2. What should I do if I can‟t make an assignment deadline?
Contact the Student Office at Compton Park to seek an extension. The Student Office can
approve a one week extension. Alternatively, where your illness or personal difficulty is so
serious that you consider your performance in one or more modules has been affected, or you
are unable to attend a formal examination, you should seek extenuating circumstances. If your
claim is accepted you will normally be offered the opportunity to take assessment as if for the first
time (with no grade penalty) within the current year. However, please note the assessment task
may have changed. Extenuating circumstances forms are available online via e:Vision.
3. If I am unable to attend a class session, whom should I notify in order to obtain any handouts?
All module materials can be accessed via WOLF.
4. What happens if I need a leave of absence (LOA)?
You may request a LOA of up to four semesters. LOA forms are available online via e:Vision.
Please indicate when you are returning.
5. If I withdraw from the programme am I entitled to a refund?
Semester 1:
th
Withdrawal up to 30 November – Credit in full – no fees due
st
Withdrawal on or after 1 December – No credit – all fees due
Semester 2:
st
Withdrawal up to 31 March – Credit in full – no fees due
st
Withdrawal on or after 1 April – No credit – all fees due
6. What must I do if I change my name or address?
A student can change their address and telephone contact numbers through their e-Vision
record. However, documentary proof is required for a change of name.
7. When and how do I get my results?
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At the end of each semester you will not be sent a results letter, you will need to check your
results on e:Vision.
Please do not telephone in for your results - we do not release them over the telephone.
8. What happens if I fail a module with an F grade?
If you fail a module with an overall F grade you will be required to retake the module in full and
will be assessed in all assessment tasks. If you fail MG4118 or MG4122 with an F grade and are
able to repeat the module you must negotiate a new topic for research before commencing study.
There is a charge for retaking a module.
9. What happens if I fail a module with an E grade?
If you fail a module with an E grade you will have the right to attempt the failed assessment(s)
once, within the current academic year. If successful, you are limited to a maximum grade of D
for the assessment(s) you resit, regardless of your actual performance. The overall grade for the
module will be calculated on the basis of grades achieved in assessment(s) passed at the first
attempt and the bare pass awarded for assessment(s) you resit. Where the resit is coursework it
will normally be undertaken in June and submitted in July. Where this is an examination, it will
normally take place during the resit examination week in July. Please check the University exam
timetable for resit examination dates and times.
In some cases, where modules run in both semester one and semester two, you may be able to
resit a failed assessment from semester one during semester two. Please check with the
appropriate module leader to determine if this is possible.
10. How do I access resit coursework?
Information is available via www.wlv.ac.uk/wolf. Then for resit specific information please
subscribe to topic:
UWBS Resits
Within the topic there is a postgraduate folder containing resit information for all modules.
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How to Solve Your Problems
This section is designed to save time for both you and staff. Listed below are the initial points of contact for
the different questions and problems that you might encounter.
Question or Problem Contact
Timetable Distributed at induction
Regulations Course Leader/ Campus Student Office
Examinations: timetable/rooms e:Vision
Enrolment e:Vision
Module Registration and Amendment e:Vision
Course Leader/Careers and Employment
Careers
Service
Problems relating to a specific Module Module Tutor/Module Leader
Course Leader/UWBS School
More general aspects of the course or study
Administrator
Dissertation Co-ordinator or
Dissertation Wolverhampton Online Learning
Framework (WOLF) www.wlv.ac.uk/wolf
Personal records/transcripts e:Vision
Initial discussion of academic
Course Leader
performance/personal or domestic problems
Signing module registration and amendment Course Leader/ UWBS School
forms Administrator/
Assessment/content of specific module Module Tutor/Module Leader
Initial discussion of requests for transfer, leave
Course Leader/Campus Student Office
of absence
Approval of transfer to other schemes or
Course Leader
courses
Permission for leave of absence Course Leader
Matters relating to appeals Course Leader/Campus Student Office
Assessment feedback return UWBS School Administrator
Further explanation of assessment feedback
Module Tutor/Module Leader
given
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Section 4 Academic Information
UWBS Charter for Students
Students of the University of Wolverhampton Business School are entitled to have high expectations.
Studying at the University offers you the opportunity to develop new knowledge, skills and attitudes
which will improve your career opportunities.
In order to help you achieve your objectives with us we will provide:
Stimulating and well-planned learning opportunities
Up-to-date resources including books and computers
Well-defined and appropriate programmes of study
Opportunities to plan and review progress
Access to learning support
Access to confidential counselling, careers advice and financial advice
A welcoming environment with quiet places to study
Qualified, experienced and professional lecturers
Friendly, helpful staff
We will ensure that:
Feedback will be provided on all assessments within 3 working weeks
You have a personal tutor
Your tutor‟s availability will be clearly advertised
There are opportunities for you to comment on and influence your University experience,
e.g. via student-staff liaison meetings, module questionnaires and student representation
on course committees
You will have access to the information you need to progress on the course, e.g. through
module guides
We expect you to:
Attend regularly and punctually
Show courtesy and respect to staff and other students
Ensure you understand the requirements of your award/pathway
Ensure you understand the requirements of each module you are studying (sessions to
attend, assessment procedures, exam procedures)
Respect and abide by the University Regulations, e.g. Equal Opportunities Policy, ID
Cards, quiet areas
Bring all necessary equipment to classes/workshops
Hand in assessments on time (or they will not be marked)
Switch off mobile phones when in class
Behave considerately in lectures and participated in class activities
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Keep your tutor informed if you have personal problems that affect your work; if these
problems make it necessary to seek extensions, to do so before the deadline
Use the advertised time (or make an appointment by e-mail) to seek advice from your
tutors/lecturers
Seek approval for and record any change of programme within the deadlines
Inform the Student Office if your address or other contact details change
Academic Regulations
This course adheres to the University‟s academic regulations for students undertaking a postgraduate
degree. A full version of these regulations can be found on the University web site:
http://www.wlv.ac.uk/default.aspx?page=6932. These regulations govern your course and will be
binding on you. It is, therefore, important that you read and become familiar with them.
Academic Appeals & Misconduct
Academic misconduct is “Copying somebody else‟s work, referencing incorrectly, working with others
on individual projects or cheating.”
(www.wolvesunion.org/export/sites/Wolverhampton/upload_gallery/Academic_Misconduct_Guide_web.
pdf)
Academic misconduct is treated very seriously by the University and includes:
Plagiarism – defined by the University of Wolverhampton‟s Regulations and Procedure for the
investigation of Academic Misconduct (2007) as “…the act of taking someone else‟s work and passing it
off as your own. This includes incorporating either unattributed direct quotation(s) or substantial
paraphrasing from the work of another/others...”
Collusion – defined by the University of Wolverhampton‟s Regulations and Procedure for the
investigation of Academic Misconduct (2007) as “…two or more people combine to produce a piece of
work for assessment that is passed off as the work of one student alone. The work may be so alike in
content, wording and structure that the similarity goes beyond what might have been coincidence…”
Cheating – relates to any attempt by a student to “…gain an unfair advantage in an assessment by
dishonest means, and includes, for example, all breaches of examination room rules, impersonating
another candidate, falsifying data and obtaining an examination paper in advance of its authorised
release.” (University of Wolverhampton (2007) Read Write Pass Office of the Dean of Students)
For further detail contact the Students’ Union or visit their website at www.wolvesunion.org
The Business School is very active in identifying cases of academic misconduct and routinely utilise
relevant software to aid this process. Where academic misconduct is proven, penalties will be applied
and which may lead to exclusion.
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Communications
Wolverhampton Online Learning Framework (WOLF)
At various times during your study at UWBS you will need to access further information in relation to
Module/Course Guides, Guidance and Support, Timetable details, etc., this information along with
access to your Email, E:portfolio (PebblePad) and e:Vision (for exam results) is available quickly and
easily.
Further information is available via: www.wlv.ac.uk/wolf. Then for course specific information please
„Subscribe‟ to Topic:
UWBS Full-time Postgraduate Support
University Email Account
Please check your university email account on a daily basis. This is the standard communication
channel used to update you. Both the Course Leader and UWBS Student Administration staff use this
facility regularly to notify you of any changes.
It is student’s responsibility to either read their university email account on a daily basis, or
arrange to forward correspondence to their alternative email address.
e:Vision
The University is constantly improving its online facilities and uses the web and e:Vision as its principle
means of communication to students.
e:Vision is also the way in which you update your records online. You will be able to carry out the
following using e:Vision:
Register and amend your module selections
View your module results
Enrol online
Update your personal record with your current contact details
Payment of fees by credit card or direct debit
It is important that students check their e:Vision accounts regularly. If there is any information we are
holding about you that is incorrect, please notify the Registry immediately.
Students should also check their e:Vision accounts regularly for messages.
PebblePad the ePortfolio System
The PebblePad ePorfolio system allows you to build a diverse collection of items related to your
studies, your personal development or your hobbies and interests.
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PebblePad can be used to collate work for assessment; to support your personal development
planning; to record progress on professional courses and for supporting peer-networks or project
groups.
The website contains lots of tip sheets and guidance to help you make the most of the system.
Your lecturers, personal tutors and careers advisors may ask you to use PebblePad to create items for
assessment or personal and professional development, or you may just choose to use it for yourself.
Further information is available via the icon on your desktop or click on the following url
http://eportfolio.wlv.ac.uk/splash/default.asp
Ethical Guidelines
When undertaking any form of research involving engagement and interaction with organisations and
people, it is imperative that students rigorously and consistently apply the Ethical guidelines (codes of
conduct). Further details are available from WOLF then subscribe to Topic: UWBS Ethical
Procedures for guidance and the „UWBS034a Ethical Approval Form‟.
Learning and Teaching (L&T)
The University of Wolverhampton Business School (UWBS) aims to provide a high-quality learning
environment through effective use and delivery to its students of its resources, both human and
material. We are constantly monitoring delivery through internal review, in which you as students play a
key role through feedback within modules, focus groups and staff-student committees. Furthermore, our
L&T is influenced by feedback from employers and other stakeholders within the wider community.
The School‟s courses and systems also undergo external review by peers from other universities
through the Quality Assurance Agency for Higher Education (QAA) that conducts periodic audits of
academic provision. Since 2000 UWBS has achieved excellent ratings from QAA in the three subject
audits it has been engaged in. Also, in 2004, the School has been a key part of the QAA‟s audit of the
University that resulted in a judgement of „broad confidence‟ in its course delivery, the highest category
of judgement made by QAA.
Blended Learning
In 2008, the University adopted a Blended Learning Strategy which promotes the integration of
technology supported learning across all our modules. We believe this will improve the employability of
our students and the effectiveness and efficiency of our learning and teaching practice.
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The Blended Learning Strategy identifies six student entitlements which all the University‟s Schools will
progressively implement from the start of academic year 2008/9. The intention is that all students will
come to have
1. Access to a digital copy of all lecturer-produced course documents. e.g. module guides,
assessment briefs, presentations, handouts, reading lists;
2. Formative assessment/s opportunities on line with meaningful electronic assessment
feedback;
3. Opportunities to collaborate on line with others in their learning cohort;
4. The opportunity to participate in electronic Personal Development Planning (ePDP);
5. Ability to submit all (appropriate) assessments online;
6. Opportunities to engage in interactive learning during all face to face sessions.
The rationale, for student learning and experience benefits for 1-6 above, are to enable each learner to:
Have 24/7 access to all learning content, and to ensure equality of access;
Gauge her or his progress against the learning outcomes, to receive supporting feedback on this
progress, and for staff to have information on student progress;
Use asynchronous collaborative learning which extends the face to face learning, creating
supportive learning networks, managed by learners at a time and place best suited to their
needs;
Understand better her or his learning process, act on feedback, so as to become more effective
and successful, as well as collecting evidence on achievement to enhance employability and
satisfying QAA‟s requirement for HE Progress files;
Save time and paper, and encourage feedback to each learner to be provided electronically;
Participate in, and engage with interactive learning opportunities in her or his face-to-face
learning sessions. There is no expectation that this need necessarily involve the use of
technologies.
Learning & Teaching Resources
There is a wide range of resources available for your learning, including on-line materials for each
module (on WOLF), web-based information and, importantly, the online resources provided by the
Learning Centres. Module information will direct you to specific information sources, but there is an
expectation, that you will research your own sources in order to enhance your achievement of the
learning outcomes for the course.
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Assessment
Types of Assessment
The tutor, as part of the introduction to the module, will outline the assessment tasks. A more detailed
briefing for each assignment will be available via the WOLF topic that supports the module. There is a
wide range of assessment, including:
Written assignments
Reports
Time Constrained Assignments
Examinations (open book or closed book)
Portfolios
Presentations
Marking of Assessments
The marking and grading of your work, be it for example an assignment or an exam is a comprehensive
exercise involving first-marking by lecturers, moderation by the lecturers in the module team and the
submission of assessments to independent external examiners who monitor and advise, thereby
ensuring quality and standards.
The normal return period for feedback on your marked (summative) work is three weeks after the date
of submission. You will receive a copy of the assessment feedback proforma indicating the grade
achieved and comments on whether and how you have achieved the learning outcomes.
Summative assessments will normally be retained by the School for purposes of submitting to external
examiners and subsequent archiving. Thus, it is important that you retain a copy of your work on disk
should you need to refer to it in the future. Assessment grades follow the „Grade Point Scales‟ outlined
in the Postgraduate Student Guide.
Moderation
Grades that students receive as part of their feedback on assessments are normally provisional until
they have been through a process of 'moderation'. This process is a two-stage one. Firstly, a sample of
the marked assessment is considered by another member of staff within the Subject area who has
responsibility for confirming that grades by the first marker have been awarded consistently; this is
known as 'internal moderation'. The second stage is where an External Examiner will consider a sample
of the assessments in each module and confirm the standards of marking are consistent and
appropriate. Where anomalies in the grading of work are identified either through the internal
moderation process or through external moderation then the grades of the whole cohort are
reconsidered.
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A student has the right to request a remark but students are reminded of the regulations which are that
there is "no formal appeal against academic judgement". Further details are provided on the Students'
Union website http://www.wolvesunion.org/
Grading of Postgraduate Assessment
The postgraduate grading scheme recognises four pass grades – A, B, C and D. An E grade
indicates a retrievable fail and F a fail. Module results will be recorded using the Postgraduate Grade
Point Scale shown below:
Grade Performance Result
A Work of an excellent standard Pass
B Work of a very good standard Pass
C Work of a sound/solid standard Pass
D Work of a satisfactory standard Pass
E Work of an unsatisfactory standard but retrievable Defer
F Work of an unsatisfactory standard that is not retrievable Fail
Defer = resit allowed
Fail = no resit allowed
Feedback
Feedback will usually be available for collection from your Tutor during a scheduled class session three
working weeks after the submission date, your Tutor will advise you of the exact date. If you do not
collect your feedback during this session you will need to ask your Tutor where it will be left for you to
collect. Students are strongly advised to collect feedback as it is a useful indicator of your progress.
Please note feedback is not normally available for examinations, however if you wish to discuss your
examination please contact your Module Tutor directly.
The purposes and uses of feedback on all types of assessment
Purposes
You are given feedback to:
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Help you to clarify what a good or better performance is by clarifying the goals, criteria and
expected standards of the assessment;
Encourage you to participate actively in your learning by having a dialogue with your lecturer
and reflecting on that dialogue;
Help you to assess your own performance more accurately;
Suggest to you ways in which you might “close the gap” between your current level of
performance and the level you want to achieve.
Uses
If you are to get the most out of your assessment and the feedback you receive, you should consider
the following:
Read all of the comments written on your assessment, which maybe on the assessment
itself and/or on a feedback sheet.
Check that you understand all of the comments. Make a note of any that you do not
understand.
Write responses to each of the comments so that you can discuss the points with your
lecturer or other students taking the module.
For future reference, list all the areas in which you have done well and those which need
further attention.
Re-read the assessment criteria to see how your performance (your grade) relates to these
criteria. One way of doing this is to list all the criteria for your grade that you have met and
those you have not achieved.
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Academic Calendar
Semester-long Modules Year-long Modules
University Teaching University Teaching
Week Commencing Week Commencing
Week Week Week Week
th th
1 30 August 2010 2009/10 Graduations 1 30 August 2010 2009/10 Graduations
th th
2 6 September 2010 2009/10 Graduations 2 6 September 2010 2009/10 Graduations
th th
3 13 September 2010 Welcome Week 3 13 September 2010 Welcome Week
4 20th September 2010 S1 1 4 20th September 2010 Y1
th th
5 27 September 2010 S1 2 5 27 September 2010 Y2
th th
6 4 October 2010 S1 3 6 4 October 2010 Y3
th th
7 11 October 2010 S1 4 7 11 October 2010 Y4
th th
8 18 October 2010 S1 5 8 18 October 2010 Y5
th th
9 25 October 2010 S1 6 9 25 October 2010 Y6
st st
10 1 November 2010 S1 7 10 1 November 2010 Y7
11 8th November 2010 S1 8 11 8th November 2010 Y8
12 15th November 2010 S1 9 12 15th November 2010 Y9
13 22nd November 2010 S1 10 13 22nd November 2010 Y 10
14 29th November 2010 S1 11 14 29th November 2010 Y 11
15 6th December 2010 S1 12 15 6th December 2010 Y 12
16 13th December 2010 Assessment S1 13 16 13th December 2010
17 20th December 2010 Christmas Holiday 17 20th December 2010 Christmas Holiday
18 27th December 2010 Christmas Holiday 18 27th December 2010 Christmas Holiday
19 3rd January 2011 Christmas Holiday 19 3rd January 2011 Christmas Holiday
20 10th January 2011 20 10th January 2011 Assessment Y 13
Welcome Week
21 17th January 2011 (Sem2) S1 14 21 17th January 2011 Y 14 1
Feedback (Sem 1)
22 24th January 2011 S2 1 22 24th January 2011 Y 15 2
23 31st January 2011 S2 2 23 31st January 2011 Y 16 3
th th
24 7 February 2011 S2 3 24 7 February 2011 Y 17 4
25 14th February 2011 S2 4 25 14th February 2011 Y 18 5
26 21st February 2011 S2 5 26 21st February 2011 Y 19 6
27 28th February 2011 S2 6 27 28th February 2011 Y 20 7
28 7th March 2011 S2 7 28 7th March 2011 Y 21 8
29 14th March 2011 S2 8 29 14th March 2011 Y 22 9
30 21st March 2011 S2 9 30 21st March 2011 Y 23 10
31 28th March 2011 S2 10 31 28th March 2011 Y 24 11
32 4th April 2011 S2 11 32 4th April 2011 Y 25 12
33 11th April 2011 33 11th April 2011 Assessment Y 26
Graduation/ Graduation/
34 18th April 2011 34 18th April 2011
Easter Holiday Easter Holiday
35 25th April 2011 Easter Holiday 35 25th April 2011 Easter Holiday
36 2nd May 2011 S2 12 36 2nd May 2011
37 9th May 2011 Assessment S2 13 37 9th May 2011
38 16th May 2011 38 16th May 2011
39 23rd May 2011 39 23rd May 2011
40 30th May 2011 Assessment Boards 40 30th May 2011 Assessment Boards
41 6th June 2011 Assessment Boards 41 6th June 2011 Assessment Boards
Publication of
42 13th June 2011 42 13th June 2011 Publication of Results
Results
th th
43 20 June 2011 43 20 June 2011
44 27th June 2011 Revision Week S2 14 44 27th June 2011 Revision Week Y 27
45 4th July 2011 Resit Assessment 45 4th July 2011 Resit Assessment
46 11th July 2011 46 11th July 2011
47 18th July 2011 Resit Boards 47 18th July 2011 Resit Boards
Publication of
48 25th July 2011 48 25th July 2011 Publication of Results
Results
49 1st August 2011 49 1st August 2011
50 8th August 2011 50 8th August 2011
51 15th August 2011 51 15th August 2011
52 22nd August 2011 52 22nd August 2011
45
