MSc Human Resource Management Part Time

The Lincoln International Business School has an experienced team of staff, which is made up of academically and professionally qualified lecturers with relevant industrial experience and finance experts with wide research interests.

The Course

Using critical analysis, self-reflection and problem-solving techniques, the MSc Human Resource Management (HRM) degree provides students with the opportunity to learn how to develop and implement creative and strategic HRM solutions that drive organisational performance.

Professional accreditation, industry links and a business focus make this programme ideal if you are currently involved in human resources or are interested in pursuing a career in this area.

With distinct academic and practitioner perspectives you will have the chance to discover new ways of managing people in the modern workplace, taking into consideration people development and employee relations and understanding the broader business concerns of senior management. You will be challenged to think critically upon matters of organisational management and self-reflection.

This programme provides the opportunity to gain a professionally recognised qualification that will assist in meeting the increasing requirement of HRM practitioners to hold a Chartered Institute of Personnel and Development (CIPD) qualification.

As well as entitling you to the CIPD membership level of Associate, this programme provides the necessary supporting evidence of professional knowledge to apply for upgrading CIPD Chartered Membership, subject to associated work experience.

This course is accredited by the Chartered Institute of Personnel and Development (CIPD) as fulfilling the ‘knowledge elements’ necessary to achieve Associate Membership of the CIPD. University of Lincoln Student members who apply to upgrade within a year of successfully completing their qualification are entitled to one free online assessment for Chartered MCIPD (Chartered Member of the CIPD). Graduates will need to have consistent and sustainable evidence of working in HR/L&D. For guidance, please refer to
The following academics comprise the teaching team and their research areas are summarised below:

Professor Matthijs Bal - workplace dignity, individualization, workplace flexibility, psychological contract, fictional narratives and critical approaches to HRM and Management studies. Matthijs is developing a theory on workplace dignity in a book which will be published during the summer of 2017.

Dr Deirdre Anderson - flexibility, work and family (especially in different cultures), gendered careers, and women’s management pipeline, all considered through a lens of inclusion and diversity.

Dr Dieu Hack-Polay - economic performance of migrants in host countries and international human resource management. Dieu is currently working on a book entitled ‘African diaspora direct investment – economic and socio-cultural rationality’ which is expected to be published by Palgrave Macmillan in October 2017.

Dr Rochelle Haynes - the role of internationally-assigned managers in multinational enterprises, how the roles of these managers evolve during transitional periods and how their roles are shaped by institutional factors within their company’s country-of-origin.

Muhammad Khan is undertaking a PhD on ‘The Role of Ethics in HRM and its impact on stakeholder engagement’.

Jan Mehmet’s areas include Human Resource Development, Leadership and Management, Coaching and Mentoring, Action Learning, Wellbeing at work and she is currently undertaking a PhD entitled ‘Inclusive or Exclusive ? Exploring the experiences of gynaecological cancer survivors at work ‘ with a view to improving the support HR can provide to enable such women to stay in work.

Dr Igor Menezes - matching modern techniques from machine learning and psychometrics in order to provide predictive solutions to businesses and individuals has motivated him to continuously hone existing skills while developing new ones.

Dr John Mendy - research, HRM and Organisational Behaviour, organisational improvement, organisational culture and change, change management, the management of working relationships between international, home graduates and other employees, smart cities as learning cities and developing HRM policies and practices to support people on the autism spectrum. John is currently working on a book on the teaching of HRM and OB which is expected to be published by IGI Global in September 2017.

Our part-time MSc HRM programme is delivered on a day release basis. Year one is taught on a Monday, year two on a Tuesday, and year three on a Wednesday (year three teaching is for half a day in term one only) during term time. There are two two-day residential visits, one in year one and one in year two that students attend for block teaching.

There are two two-day residential visits, one in year one and one in year two that students attend for block teaching.

  • Lectures and Seminars
  • Residential Visit
  • Support Lectures
  • Library Resources
  • Group study

Programme Structure

Year 1 core modules:

  • Developing Skills for Business Leadership
  • Human Resource Management in a Global Context
  • International Resourcing and Talent Management
  • Leading, Managing, and Developing People

Year 2 core modules:

  • Human Resource Strategy
  • Leadership and Management Development
  • Learning and Talent Development

Options Year 2 – taught in term 2 alongside full-time MSc HRM students.

Students choose 1 module:

  • Business Ethics and Corporate Social Responsibility
  • Coaching and Mentoring for the Human Resource Professional
  • Comparative Human Resource Management
  • Managing Employment Relations
  • Performance Management

Optional modules will run as far as minimum student numbers are met. Timetabling arrangements may limit the availability of modules to some students. As the options reflect staff research interests, they may alter over time due to staff availability.

Year 3 core modules:

  • Research Methodologies and Methods (HRM)
  • Applied Research (HRM) Dissertation

Contact Hours and Independent Study

As well as attendance at the University, participants are expected to undertake additional independent study for preparation, research and assignment writing.

As a general guide on this part-time programme, for every hour in class students are expected to spend three hours in independent study. This is based on an allocation of 150 learning hours per 15 credit module minus 36 hours teaching = 108 hours for private study per module throughout the academic year. (The amount of time needed may vary throughout the year).

Applied Research (HRM) (Core)
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Applied Research (HRM) (Core)

In order to demonstrate professional competence students will be required to undertake a dissertation during the final stage of the course. The dissertation must be linked to an HRM issue which is of relevance to an organisation. The dissertation should be 12,000 – 15,000 words.

Business Ethics and Corporate Social Responsibility (Option)
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Business Ethics and Corporate Social Responsibility (Option)

This module aims to critically appraise and analyse the major ethical challenges that HR faces from an international perspective while discussing the cultural differences and the varying contexts that impact HRM. The module will also explore how the quality of leadership determines congruence between the various aspects of the business ethics, organisation, its strategy and structures; and the varying cultures, regions and contexts in which they operate.

It will explore this from the perspective of the individual (manager /agent and stakeholder), of individual firms and of wider society, by combining a rigorous theoretical and a strong applied foundation on the topic. The need for a firm to fit social performance to its international stakeholder environment (business and non-business) is explored (business and society perspective). Furthermore, this module will follow the PRIME principles for Responsible Management and Responsible Business. The module will utilise both theory and case studies.

Coaching and Mentoring for the Human Resource Professional (Option)
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Coaching and Mentoring for the Human Resource Professional (Option)

Interest in and the use of coaching and mentoring in organisations, and as methods of personal, professional and management development have grown significantly. Both processes are more popular and prevalent in professional practice and have been subject to much academic and professional research and writing which suggest many issues and problems, as well as features of effective practice, that need to be taken into account when using the processes and methods.

The research and writing also signals many unanswered questions about current practice and this module promotes an evidence-based approach to enable the development of intellectual, social and professional skills necessary to design, apply and practise coaching and mentoring programmes and services in work organisations and their application in supporting personal and performance development.

The module encourages a questioning of simplistic and prescriptive accounts of coaching and mentoring in order to develop a critical awareness and understanding of the potential and limitations of coaching and mentoring models, frameworks and associated theories. It explores the implications for professional practice and requires learners to reflect critically on theory and practice from an ethical and professional standpoint and provides opportunities for applied learning and continuous professional development.

Comparative Human Resource Management (Option)
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Comparative Human Resource Management (Option)

This module is designed to introduce students to the principal issues underlying international and comparative human resource management (IHRM) in a global context. Such issues have risen in prominence due to increasing trade liberalisation, ‘globalisation’, spread of multinational corporations (MNCs), outsourcing to Asia, developmental focus on Africa and economic integration within the European Union.

As firms increasingly internationalise, suitable strategies for managing human resources have become critical to competition between the MNCs. Students can develop an insight into managing human resources in different national contexts and examine those global and national factors that impact approaches taken to international human resource management. More specifically, the module aims to discuss and analyse those factors which result in variations in HRM practices and policies across national business systems.

Developing Skills for Business Leadership (Core)
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Developing Skills for Business Leadership (Core)

This module is designed to encourage students to develop a strong sense of self-awareness and of their own strengths and weaknesses as managers and colleagues. The module is primarily concerned with the development of skills, and specifically seeks to develop and improve a range of definable skills that are pivotal to successful management practice and to effective leadership.

Human Resource Management in a Global Context (Core)
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Human Resource Management in a Global Context (Core)

This module aims to provide learners, first, with an understanding of the principal internal and external environmental contexts of contemporary organisations. Second, the module examines how those leading organisations respond to these dynamic environmental contexts. Third, the module indicates how leaders in organisations, and those in the HR function, and line managers with HR responsibilities, need to recognise and acknowledge that corporate decisions and HR choices are not always shaped by managers alone.

Human Resource Strategy (Core)
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Human Resource Strategy (Core)

This module aims to build on the operational and procedural skills and knowledge developed at earlier levels and present HR as a function that should be inextricably located in the strategic management of an organisation. Students have the opportunity to explore internal and external strategic influences, with particular emphasis on the culturally diverse nature of organisations and the environments in which they operate. The module will focus on organisational strategy and organisational development to consider how HR both informs and contributes to the implementation of organisational strategy and organisational change. The module is built around the processes of diagnosis, planning and implementation, and offers students the chance to develop and apply consultancy skills.

International Resourcing and Talent Management (Core)
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International Resourcing and Talent Management (Core)

This module focuses not just on the practical aspects of recruitment, selection, employee retention and dismissal, but also on the strategic and the international aspects to equip learners with the knowledge and skills required for Resourcing and Talent management within a global context. The module also requires learners to reflect critically on theory and practice from an ethical standpoint.

Leadership and Management Development (Core)
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Leadership and Management Development (Core)

Main themes of this module include:

  • Concepts of leadership and management and their application in context.
  • Leadership and management development needs in differing organisational contexts.
  • Approaches to the formulation and implementation of leadership and management development strategies to meet current and future organisational needs.
  • The role of leadership and management development in enhancing and developing the organisation.
  • Approaches to the development of leadership and management in international and global contexts.

Leading, Managing and Developing People (Core)
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Leading, Managing and Developing People (Core)

This module aims to provide learners with a rigorous framework of knowledge and understanding concerning people management and development. The module seeks to familiarise learners with major contemporary research evidence on employment and effective approaches to human resource (HR) and learning and development (L&D) practice.

Research focusing on the links between people management practices and positive organisational outcomes is covered, as is research that highlights major contemporary changes and developments in practice. Learners are also introduced to major debates about theory and practice in the specific fields of leadership, flexibility and change management, the aim being to help them become effective managers as well as effective HR specialists.

Learning and Talent Development (Core)
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Learning and Talent Development (Core)

Learning and Talent Development is a term associated with the recent rise in interest in the notion of talent.

As a concept it is derived from historical notions of learning and development, training and development, training, and human resource development (HRD). In this module we explore how the introduction of the word talent impacts upon a study of how workers might be developed and develop themselves.

In doing so we consider how organisations might benefit from improved performance/productivity, how the workers themselves might benefit by improving their employability and therefore enhance their position within the labour marketplace, and additionally how government socio-political and macro-economic objectives might be facilitated.

After an introduction to HRD from a critical perspective, the module progresses by examining different strategic approaches to HRD and the political and ethical dimensions implicit in identifying and selecting specific ‘talent’ for development.

The module requires students to reflect critically on theory and practice from an ethical and professional standpoint, explores the implications for professional practice, and provides opportunities for applied learning and continuous professional development.

Managing Employment Relations (Option)
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Managing Employment Relations (Option)

The cornerstone of all human resource (HR) management activity is the employment relationship – as a legal, social, economic and psychological exchange. This module will is designed to provide students with the chance to develop a comprehensive understanding of employment relations perspectives and debates, both national and international, from a theoretical and behavioural competency perspective.

It will look to enable students to understand, analyse and evaluate competing theories and perspectives associated with managing employment relations strategies and their outcomes on organisational climate, employees and management. The module provides opportunities to critically apply the activities, knowledge and behavioural competencies required for managing employment relations practices in union and non-union, small and large, private, public and indigenous and multinational organisations and aims to enable students to review and critically evaluate the roles and functions of different stakeholders in employment relations and the structures and processes required to manage the employment relationship effectively.

Performance Management (Option)
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Performance Management (Option)

This module provides students with the opportunity to develop knowledge and understanding of the role of performance management in supporting the strategic objectives of an organisation in different business environments; how the performance of people can be enhanced and inspired by leadership and direction and how it contributes to high-performance work organisations.

The module examines the design of performance management systems that aim to transform organisational objectives and performance outcomes and identifies the knowledge and skills needed for effective performance review processes that are fair, ethical and improve people performance in modern organisations.

It aims to equip students with the necessary skills and a critical understanding of the performance review process that combines challenge and support and places a focus on personal, team and organisational learning and accountability. Furthermore, it recognises the importance of communication skills in the performance review process and evaluates the need for employee involvement as well as transparent, ethical and justifiable rewards for performance.

Students are expected to reflect critically on theory and practice from an ethical and professional standpoint and have opportunities for applied learning and continuous professional development.

Research Methodologies and Methods (HRM) (Core)
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Research Methodologies and Methods (HRM) (Core)

This module is designed to support the Applied Research (HRM) module. It aims to prepare students for writing a dissertation by discussing how to research and the philosophical underpinnings for research.

†The availability of optional modules may vary from year to year and will be subject to minimum student numbers being achieved. This means that the availability of specific optional modules cannot be guaranteed. Optional module selection may also be affected by staff availability.

Written assignments, individual and group presentation, development portfolio, reflective accounts. There are two examinations in Year 1 which are a requirement of the professional body (CIPD) .

Assessment Feedback

The University of Lincoln's policy on assessment feedback aims to ensure that academics will return in-course assessments to you promptly – usually within 15 working days after the submission date.

Informal interviews are held for UK-based students
  • The Lincoln International Business School HRM team is diverse, and is made up of academically and professionally qualified lecturers with relevant experience and wide research interests.
  • The MSc HRM part-time programme utilises guest speakers, including alumni, from a variety of related backgrounds, who students will have the opportunity to learn from. Previous speakers have included HR Directors from major employers in Lincolnshire and international companies, regional trade union officials, specialists in Learning and Development, conflict resolution, and diversity, as well as visiting academics.
  • The Lincoln International Business School is the current home of the Lincolnshire Branch of CIPD which organises events and conferences, vital for Continuous Professional Development and networking.
  • Students have the chance to build their skills and knowledge further by being involved with the local branch of CIPD and representing the branch at CIPD national and regional student conferences and events.
  • The Lincolnshire Branch of CIPD sponsors an annual award for the best part-time Year 3 MSc HRM student.
  2017/18 Entry*2018/19 Entry*
Home/EU £7,600 £7,600
(including Alumni Scholarship** reduction)
£5,320 £5,700
International £13,000 £15,300
(Including International Alumni / Global Postgraduate Scholarship** £2,000 reduction)
£11,000 £13,300
Part-time Home/EU £42 per credit point £42 per credit point
Part-time International £72 per credit point £85 per credit point

* Academic year September- July
** Subject to eligibility


A new system of postgraduate loans for Master's courses has been introduced in the UK. Under the new scheme individuals will be able to borrow up to £10,280 for the purpose of completing an eligible postgraduate Master's qualification.


As a postgraduate student you may be eligible for scholarships in addition to those shown above.

Guidance for Part-time Postgraduate Fees

To complete a standard Master's Taught programme, you must complete 180 credit points.

Full time students will be invoiced for the programme in full upon initial enrolment.

For part-time students, tuition fees are payable each credit point enrolled. To calculate your part-time fees, multiply the part-time fee per credit point by the number of credits you intend to complete within that academic year. This is usually between 60 and 90 credit points per year.

For example, if the fee per credit point for your programme is £38, and you enrol on 60 credits, the tuition fee payable for that academic year will be £2280.

Fees for enrolment on additional modules

Tuition fees for additional activity are payable by the student/sponsor and charged at the equivalent £ per credit point rate for each module. Additional activity includes:

- Enrolment on modules that are in addition to the validated programme curriculum

- Enrolment on modules that are over and above the full credit diet for the relevant academic year

- Retakes of modules as permitted by the Board of Examiners

Exceptionally tuition fees may not be payable where a student has been granted a retake with approved extenuating circumstances.

For further information and for details about funding your study, scholarships and bursaries, please see our Postgraduate Fees & Funding pages [].

There are several entry routes to this programme, these include holding an honours degree from a UK university (or its equivalent), or equivalent professional qualification or experience.

For those without a degree who have equivalent professional qualifications or experience, please contact our Admissions tutor in the first instance - Jan Mehmet

International Students will require English Language at IELTS 6.0 with no less than 5.5 in each element, or equivalent.

Learn from Experts

Throughout this degree, students may receive tuition from professors, senior lecturers, lecturers, researchers, practitioners, visiting experts or technicians, and they may also be supported in their learning by other students.

Jan Mehmet

Jan Mehmet

Programme Leader

Jan's research interests and areas of expertise include Human Resource Development, Leadership and Management, Coaching and Mentoring, Action Learning, Identity and Wellbeing at Work. Jan is currently undertaking research for her PhD at the University of Lincoln exploring the experiences of gynaecological cancer survivors at work. She is currently Co Vice-Chair of the Lincolnshire Branch of CIPD.


Your Future Career

Career and Personal Development

Graduates of the programme may obtain promotion or new roles within the Human Resources or Development departments of organisations. Alumni from our MSc HRM programmes have progressed to work for local, regional and international organisations such as Rockstar Lincoln, Paul Smith Nottingham, Belvoir Fruit Farms, McDonald's, NHS Trusts in Lincolnshire and Nottinghamshire, the RAF, City of Lincoln Council, Bakkavor, Morrisons, DFDS, and the Royal Mail. Some students may go on to careers in research or academia.


At Lincoln, we constantly invest in our campus as we aim to provide the best learning environment for our students. Whatever the area of study, the University strives to ensure you have access to the specialist equipment and resources you need to develop the skills you may need in their future career

Students also make the most of the University's award-winning Great Central Warehouse Library, which is home to more than 260,000 books, ebooks, and approximately 200,000 print and electronic journals, alongside databases and specialist collections. The Library also has a range of different spaces for shared and individual learning.

This course is taught in the award-winning David Chiddick Building, which is situated in the centre of the city of Lincoln on the Brayford campus. It provides dedicated teaching and learning spaces and comprises lecture theatres, workshop rooms, IT laboratories and a café. Software including SAGE is available for you to use, as well as SPSS, Datastream (the source of financial and economic data), and

The University intends to provide its courses as outlined in these pages, although the University may make changes in accordance with the Student Admissions Terms and Conditions.