OVERVIEW

The PUC MBA Human Resource Management (HRM) is structured to provide knowledge and skills needed to manage the most important resource of an organization.  To this end, the programme is envisaged to apply modern concepts, theories and strategies, which serve as catalysts with the view of attaining organizational objectives. Employment prospects for graduates of this programme cut across public, private, and not-for-profit organizations.

Content

 

PHILOSOPHY OF THE PROGRAMME

The world has become a global village making it possible for human resource to move across boundaries. This has been compounded by the increase in multi-nationalization of industries which has resulted in challenges in effectively managing the human resource in organizations. The MBA in Human Resources Management is designed to address these challenges by equipping students with relevant competencies to address the challenges in the management of human resources.

OBJECTIVES OF THE PROGRAMME

Upon completion of the programme graduates would be able to:

  • Apply contemporary HR concepts and strategies in managing people
  • Analyse the legal an ethical implications of HRM activities
  • Address challenges associated with globalization.
  • Adopt strategic approach in managing human resources

MBA HUMAN RESOURCE MANAGEMENT COURSE STRUCTURE

FIRST YEAR

First Semester

NO.

COURSE CODE

COURSE TITLE

CREDIT HOURS

1

MBAC 601

Quantitative Methods

3

2

MBAC 603

Business Research Methods

3

3

MBAC 605

Accounting for Managers

3

4

MBAC 607

Financial Management

3

5

MBAC 609

Business and Legal Environment

3

6

MBAC 611

Management and Organizational Behaviour

3

TOTAL CREDIT

18

 Second Semester

NO.

COURSE CODE

COURSE TITLE

CREDIT HOURS

1

MBAC 602

Managerial Economics

3

2

MBAC 604

Marketing Management

3

3

MBAC 606

Strategic Management

3

4

MBAC 608

Human Resource Management

3

5

MBAC 612

Management Information System (MIS)

3

6

MBAC 614

Research Seminar I

3

TOTAL CREDIT

18


SECOND YEAR

First Semester

NO.

COURSE CODE

COURSE TITLE

CREDIT HOURS

1

MBAC 615

Research Seminar II

3

2

MBAC 617

Operations Management 

3

     3

MBAH 619

Strategic HRM

3

4

MBAH 621

International HRM

3

5

MBAH 623

Change management & Organizational Development

3

6

MBAH 625

Industrial Relations & Labour Law

3

TOTAL CREDIT

18


Second Semester

NO.

COURSE CODE

COURSE TITLE

CREDIT HOURS

1

MBAH 626

Performance Management

3

2

MBAC 628

Knowledge Management

3

3

MBAC 632

Long Essay

6

TOTAL CREDIT

12

Total Credits for the Entire Programme is 66 Credit Hours

 

COURSE DESCRIPTIONS

MBAC 601 Quantitative Methods

This course provides the fundamental quantitative knowledge necessary for managers to use the results of analyses to enhance the decision-making process.  This course will enhance students' ability to perform the necessary quantitative analyses, understand the usefulness and limitations of the methods and recognize situations where the methods can be applied beneficially, and issues involved when utilizing the results of analyses. The course provides the analytical tools needed for making informed business decisions using data. The focus is on decision making using the tools of mathematics. Topics to be treated will include basic statistical principles such as probability distributions, inferential statistics (sampling), regression analysis, decision trees, utility theory, and simulation.

Reading List

  • Chiang Alpha C. (1984) Fundamental Methods of Mathematical Economics (3rd ed.): U.S.A, McGraw-Hill Publishing Company.
  • Macleod, Stewart, Ferrier, Gordon (2002), Quantitative Methods: U.S.A, Crucial Publishers.
  • Mohammed, Adil Hasan (2000), Quantitative Method for Business and Economics (3rd ed.): U.S.A, L M.E sharp Publishers.
  • Sweeney, Denis J., Anderson, David R., William Thomas A., Camm Jeff D., Martin Kipp R. (2009), Quantitative methods for Business (11th ed.): UK, Cengage Learning. 
  • Waters, Donald, Waters, Donald J. (2008), Quantitative Methods for business (4th ed.): UK Prentice Hall.

 

MBAC 602 Managerial Economics

This course focuses on the application of economics theory in management analysis and decisions, and their relevance to business decision-making; therefore, it is designed to select the mathematical tools, topics and techniques essential for success in today’s business and economics. Topics covered in the course include: Price Determination in Alternative Market Structures, Demand and Supply Theories, Production and Costs Functions, and Decision-making under Uncertainty using Game Theory from a Business viewpoint.  Other topics covered are Exchange Rates, Interest Rates, Economic Policy, Inflation and International Trade. In addition, the course will provide a basic introduction to econometric analysis and its role in managerial decision-making. 

Reading List

  • Hirschey, Mark (2008), Managerial economics (12th ed.): UK. Cengage Learning.
  • McGuigan J. R., Moyer Charles R., deB, Harris F. H. (2008), Managerial Economics, Applications, Strategy, and Tactics (11th ed.): U.S.A, Thompson/South-Western Publishing.
  • Pug, I., Lehman, Dale (2007), Managerial Economic (3rd ed.): New York, Wiley – Blackwell.
  • Webster, Thomas J. (2003), Managerial Economics Theory and Practice, UK, Emerald Group publishers.


MBAC 603 Business Research Methods

The objective of this course is to introduce students to business research methods. It is designed to ensure that students acquire practical research skills, understand the principles of research and also help students to link the research process with theories. Topical areas will include the meaning of research, research problems, types of research, research process and design, choice of research topic, components of research proposal, literature review, research strategies, sampling analysis, data collection, research ethics, data analysis, and report writing.

Reading List

  • Black, Ken (2009), Business Statistics: Contemporary Decision Making (6th ed.): USA, John Wiley and Sons.
  • Bryman, Alan, Bell, Emma (2007), Business Research Methods (2nd ed.): UK, Oxford University Press.
  • Lucey T. (1997), Quantitative Techniques, Chicago, ELBS with DP Publication.
  • Vitalis, A., Zepp, K. A. (1989), Business Research and Statistics, USA, API press.

MBAC 604 Marketing Management

This foundation course in strategy covers a range of Core concepts and analytical techniques relating to competitive advantage in global organizations.  It deals with both classical and contemporary issues of importance such as industry analysis, Core competence of organizations, top management teams and corporate governance, product/market scope decisions, and value chain analysis.  The emphasis is on the application of analytical tools and frameworks to understand complex strategy issues.


Reading List

  • Hollensen, Svend (2010), Marketing Management: A Relationship Approach (2nd ed.): New York, Pearson Education.
  • Kotler, Philip (2000), Marketing Management (10th ed.): India, Prentice Hall
  • London, David L., Stevens, Robert E., Wrenn, Bruce (2004), Marketing Management Text and cases, London, Routledge
  • Mullins, J., Walken, Orville (2012) Marketing Management: A strategic Decision – Making Approach (8th ed.): USA, McGraw – Hill Companies, Inc.
  • Peter, Paul J., Donnelly, James H. Jr. (2010), Marketing Management (10th ed.): USA, McGraw- Hill Companies, Inc.

MBAC 605 Accounting for Managers

Business managers at various level of management require understanding of financial and management accounting principles for effective discharge of their managerial roles. This course is designed to provide managers with sound understanding of such accounting matters. Financial accounting topics to be covered in the syllabus include the accounting equation, preparation and analysis of financial statement using tools such as ratios. Cost and management accounting topic to be discussed would include costing methods and costing techniques. Planning and cost control aspect of organizations shall be discussed using budgetary controls and variance analysis. Performance measurement and divisional control shall also be discussed.

Reading List

  • Burns, William J. (2005), Accounting for Managers: Text and Case (3rd ed.): USA, Thompson /South –Western.
  • Collier, Paul M. (2012), Accounting for Managers: Interpreting Accounting Information for Decision- Making (4th ed.): USA, John Wiley and Sons
  • Gopal, Rana (2009), Accounting for Managers: USA, New Age International.
  • Webster, William H. (2003), Accounting for Managers: USA, McGraw-Hill Professional.

MBAC 606 Strategic Management

This course explores the issues of defining corporate mission, objectives, and goals. Participants focus on the analysis of the firm's external and internal environment to identify and create competitive advantage in a global context. It emphasizes the cultural, ethical, political, and regulatory issues faces any global business environment and the need for leadership for a successful management of strategic change.

Reading List

  • Dess, Gregory G., Dess, Gregory, Lumpkin, G. T., Eisner, Alan (2009), Strategic Management: Creating Competitive Advantages (5th ed.): USA, McGraw-Hill/Irwin
  • Dobson, P., Starkey, K., Richard, J. (2004), Strategic Management: Issues and Cases (2nd ed.): New York, John Willey and Sons.
  • Hill, Charles W.L., Jones, Gareth, R. (2007), Strategic Management: An Integrated Approach (8th ed.):  UK, Cengage Learning
  • Sadlor, P., Graig, James C. (2003), Strategic Management (2nd ed.): USA, Kogan Page Publishers
  • Thompson, J., Martin, Frank (2010), Strategic Management (6th ed.): Boston, Cengage EMEA

MBAC 607   Financial Management                                                         

Financial management is at the heart of corporate survival and growth. This course shall serve as foundation designed to expose participant to various tools and techniques that management use to arrive at optimum financial decision within an organization. The course shall explore the three aspect of financial management including Working capital management, investment and capital structure decisions. Specific topics in working capital management shall include inventory, receivable, payable and cash management. Investment decisions shall be discussed using capital budgeting techniques such payback period, the NPV and IRR. Capital structure decision will cover issues such as source of finance and their costs. 

Reading List

  • Brigham, Eugene F., Ehrhardt, Michael C. (2010), Financial Management Theory and Practice (13th ed.): USA, Cengage leaning.
  • Kahn, M.Y., Jain P. K. (2007), Financial Management: New Delhi, Tata McGraw-Hill Education.
  • Philippatos, George C., Sihler, Willian W. (1987), Financial Management: Text and Cases: USA, Allyn and Bacon.
  • Rao, Ramesh K. S. (1995), Financial Management: Concepts and Applications (3rd ed.): USA, South- Western College Pub.
  • Shim, Jae K., Siegel, Joel G. (2008), Financial Management (3rd ed.):  USA, Barron’s Educational Series.

 

MBAC 608 Human Resources Management

This course arises from the observation that human resource management could help create competitive advantages for firms. Concepts and issues examined in this course include those associated with job design, staffing, training and development, group behaviour and teamwork, motivation and job satisfaction.  By the end of this course, you will understand HRM from a strategic perspective and an operational perspective. Strategically, HRM policies and activities are designed to support and reinforce business strategies and objectives. Operationally, HRM is concerned with the design and implementation of procedures to optimize the day-to-day management of people in organizations.

Reading List

  • Armstrong, Michael (2006), A hand book of Human Resource Management Practice (10th ed.): USA, Kogan Page publishers.
  • Bratton, J., Gold, Jeffrey (2001), Human Resource Management: Theory and Practice (2nd ed.): London, Routledge.
  • Mathis, Robert L., Jackson, John H. (2011), Human Resource Management: Essential Perspectives (6th ed.): USA, Cengage leaning.
  • Sims, Ronald R. (2007), Human Resource Management: Contemporary Issues, Challenges, and Opportunities: USA, IAP.
  • Torrington, D., Hall, L., Taylor, Stephen (2008), Human Resource Management (7th ed.): London, Financial Times Prentice Hall.

MBAC 609 Business and Legal Environments

This course is designed to provide students with an overview of various legal concepts and principles impacting business. It introduces students to a broad array of information and develops relevant skills encompassing the dynamic nature of the legal environment and its relationship to the transactional and functional aspects of business by incorporating unique instructional methodologies that combine theory with real life case examples of practical application and significance.  Topical areas include procedural laws and the court system; alternative means of dispute resolution; constitutional law, torts/products liability, business crimes, contracts, sales, forms of business organizations, and employment regulation.

Reading List

  • Halbert, J., Ingulli, Elaine (2011), Law and Ethics in Business Environment (7th ed.):   USA, Cengage Learning
  • Meiners, Roger E., Ringles A. H., Edward, Francis L. (2011), The Legal Environment of Business (11th ed.): USA, Cengage Learning
  • Miller, Roger L., Cross, Frank B. (2012), The Legal Environment Today: Business in its Ethnical, Regulatory, E – commerce, and Global settings (7th ed.): UK, Cengage Learning.
  • Ringles, Al H., Meiners, Roger E., Edwards, Frances L. (1993), Managing in the Legal Environment (2nd ed.): USA, West Pub. Co.
  • Schaffer, R., Augusti, F., Eanle, Beverley (2008), International and Business Law and it Environment (7th ed.):  USA, Cengage Learning

MBAC 611   Management and Organizational Behaviour

This course examines the range of individual and group behaviour in an organization.  The course will take a functional approach to the study of business management, and will integrate organizational behaviour theories with an understanding of managerial practices.  Students will learn to apply these concepts to organizational settings by the use of examples, case-studies and exercises.  Topics to be covered include: personality and attitudes, perception, motivation in the work setting, group and team behaviour, leadership, interpersonal communication, and organizational design and culture.

Reading List

  • Cook, Curtis W., Hunsaker, Philip L. (2002), Organizational Behaviour and Management (3rd ed.): USA, McGraw-Hill/Irwin.
  • Martin, J., Fellenz, Martin (2010), Organizational Behaviour and Management (4th ed.): New York, Cengage Learning EMEA.
  • Pierce, Jon L., Gardener, Donald G., Dunham, Randall B. (2001), Management and Organizational Behaviour: An Integrated Perspective: New York, Cengage Learning EMEA.
  • Saha, Jayantee (2009), Management and Organizational Behaviour: India, Excel Books,

 

MBAC 612 Management Information System

This course examines the role of information systems in supporting a wide range of organizational functions. The aim of this course is to enable students to appreciate the opportunities and problems that managers in a wide range of organizations face as they attempt to use these information technology (IT) applications to add value to their businesses. The courses explains basic concepts for IT/IS management discusses organizational, business and strategic issues surrounding IT/IS, and analyze and evaluate uses of strategic IT/IS in practice. Topics to be treated includes; the strategic role of information systems, information systems and organizations, information, management, and decision making, the challenge of information systems, managing data resources, managing international information systems and ethical and social impact of information systems.

Reading List

  • Laudon, Kenneth C., Laudon, Jane P. (2011), Management Information Systems: Managing the Digital Firm: UK, Prentice Hall.
  • O’Brien, James A., Mavakas, George M. (2008), Management Information Systems (8th ed.): U.S.A, McGraw- Hill/Irwin,
  • OZ, Effy (2008), Management Information Systems (6th ed.): U.S.A, Cengage Learning.
  • Post, Gerald V., Anderson, David Lee (2005), Management Information Systems, (4th ed.): U.S.A, McGraw –Hill /Irwin

MBAC 614 Research Seminar I

This Seminar is compulsory for all students aimed at giving students the opportunity to present their research papers. This Seminar will also expose students to leading experts in the fields of business, academia and public and private sectors.  Thus, it will provide the platform for academic researchers, professional practitioners and students the opportunity to present, exchange views, share findings and discuss new developments and challenges in business. 


Reading List

  • Black, Ken (2009), Business Statistics: Contemporary Decision Making (6th ed.): USA, John Wiley and Sons.
  • Bryman, Alan, Bell, Emma (2007), Business Research Methods (2nd ed.): UK, Oxford University Press.
  • Lucey T. (1997), Quantitative Techniques: USA, ELBS with DP Publication.
  • Vitalis, A., Zepp, K. A. (1989), Business Research and Statistics: USA, API Press.

MBAC 615 Research Seminar II

The objective of this course is to introduce students to business research methods. It is designed to ensure that students acquire practical research skills, understand the principles of research and also help students to link the research process with theories. Students will be exposed to real life situations by inviting professionals in the various business areas or set up where students can interact with them on potential challenges they might face in the business world and help them on how to solve such challenges.

Reading List

  • Black, Ken (2009), Business Statistics: Contemporary Decision Making (6th ed.): USA, John Wiley and Sons.
  • Bryman, Alan, Bell, Emma (2007), Business Research Methods (2nd ed.): UK, Oxford University Press.
  • Lucey T. (1997), Quantitative Techniques: USA, ELBS with DP Publication.
  • Vitalis, A., Zepp, K. A. (1989), Business Research and Statistics: USA, API Press.

MBAC 617 Operations Management

This course is designed to emphasize the strategic importance of operations management to the overall performance of the enterprise. A functional view of how to manage the activities involved in the process of converting or transforming resources into products or services. Thus, the course examines the concepts for designing, planning and improving manufacturing and service organizations. Topics include; product and process planning and design, forecasting, facility location and layout, production staffing, job design and work measurement, capacity planning, aggregate planning, inventory management, requirements planning, operations scheduling, Just-in-time, and quality assurance.

Reading List

  • Barnes, David (2005), Operations Management: An International Perspective: U.S.A, Cengage Learning EMEA.
  • Bettley, A., Mayle, D., Tantoush, T. (2005), Operations Management: A Strategic Approach: U.S.A, Sage Publications,
  • Brown, Steve (2001), Operations Management: Policy, Practice and Performance Improvement: USA, Butterworth–Heinemann
  • Stephenson, Williams J. (2009), Operations Management (10th ed.): U.S.A McGraw–Hill/Irwin.
  • Vidler, Chris (2001), Operations Management: U.S.A, Heimann Publishers

MBAH 619 Strategic Human Resource Management

The aim of this course is to enable students to adopt a strategic approach in the management of human resources at all levels. Topics to  be covered in this course include strategy: concept and process, strategic human resource management: concept and process, HR strategies, formulating and implementing HR strategies, improving business performance through HR strategies, improving business performance through HR strategies, Roles in strategic HRM, strategies for improving organisational effectiveness, resourcing strategy, learning and development strategy, strategies for managing performance, reward strategy and employee relations strategy

Reading List

  • Deb, T. (2006), Strategic Approach to Human Resource Management: New Delhi, Atlantic Publishers & Dist.
  • Lundy, O., Cowling, A. (1996), Strategic Human Resource Management: USA, Routledge.
  • Salama, G., Storey, J., Billsberry, J. (2005), Strategic Human Resource Management: Theory and Practice (2nd ed.): USA, SAGE.
  • Schuler, Randall S., Jackson, Susan E. (2007), Strategic Human Resource Management, (2nd ed.): USA, Wiley – Blackwell.

MBAH 621 International Human Resources Management

This course explores the impact and complexities that the process of internationalization has on the activities and policies of human resource management in terms of cultural, legal and functional differences.. A major focus of the course will be on international human resource management & development issues of recruitment and selection, compensation and reward systems, training and development, performance appraisal, expatriation, repatriation and career development. Topics to be covered will also include Communications and Employee Relations; International Human Resource Management (IHRM) Theory; Expatriation/Managing International Working; Managing New Forms of Diversity in IHRM Working; Contemporary Issues in IHRM; and Globalizing IHRM Management.

Reading List

  • Briscoe, D. R., Schuller, Randall S. (2008), International Human Resource Management (3rd ed.): USA, Taylor and Francis.
  • Harzing, Anne-Wil, Ruysseveldt, J. Van (2004), International Human Resource Management (2nd ed.): USA, SAGE.
  • Jackson, Terence (2002), International HRM: A cross-cultural Approach, SAGE
  • Joynt, P., Morton, B. (1999), The Global HR Manager: London, CIPD Publishing.
  • Pattanayak, B. (2005), Human Resource Management (3rd ed.): India, PHI Learning Pvt. Ltd.
  • Tayeb, Monir H. (2005), International Human Resource Management: A Multinational Company Perspective: UK, Oxford University Press.

MBAH 623 Change Management and Organizational Development

This course is designed to enable students grasp the concepts and issues that are involved in managing organizational change. Students will be exposed to practical methods as well as strategies required for managing change in organizations. The course will assist students to analyse   change management cases in organisations in order to the identify concepts, methods and strategies that have been employed in handling change. The course will explore change in structure, system and people which lead to organizational development and growth.

Reading List

  • Cummings, Thomas G., Worley, Christopher G. (2008) Organizational Development and Change (9th ed.): London, Cengage Learning.
  • Hughes, Mark (2006), Change Management: A Critical Perspective: UK, Chartered Institute of Personnel and Development.
  • Kondalkar, V. G. (2009), Organizational Development: USA, New Age International
  • McLean, Gary N. (2005), Organizational Development: Principles, Processes and Performance: Germany, Berret – Koehler Publishers.

MBAH 625 Industrial Relations and Labour Law

This course is a merger of two broad areas namely industrial relations and labour law. The course therefore aims at examining the union-management relations as well as the labour law of Ghana. Various aspects of the labour law will be thoroughly considered to enable students who are future HR Managers help their organisations to stay within the law.

Reading List

  • Bennett – Alexander, D., Hartman, Laura P. (2005), Employment Law for Business (5th ed.): USA, McGraw – Hill/Irwin.
  • Campbell, C. (2005), Legal Aspect of Doing Business in Africa: USA, Lulu-Cum
  • Shukla, Rajesh K. (2006), Industrial Relation and Labour Laws: USA, New Royal Book Corp.
  • Srivastava, Suresh C. (2009), Industrial Relation and Labour Laws (5th ed.): Madrid, Vileas

MBAH 626 Performance Management

This course is designed to help students address the topic of performance management, a continuous process of identifying, measuring and developing the performance of individuals and teams and aligning performance with the strategic goals of the organization. Topics to be covered include; Performance management and reward systems in context, Performance management process, Performance management and strategic planning, Defining performance and choosing a measurement approach, Measuring results and behaviours, Gathering performance information, Implementing a performance management system, Performance management and employee development, Performance management skills, Reward systems and legal issues and Managing team performance.

Reading List

  • Aguinis, Herman (2012), Performance Management (3rd ed.): UK, Prentice Hall PTR.
  • Armstrong, Michael (2006), Performance Management: Key Strategies and Practical Guidelines (3rd ed.): USA, Kogan Pages.
  • Bascal, Robert (2011), Performance Management (2nd ed.): USA, McGraw- Hill Professional
  • Schwart, Andrew E. (1999), Performance Management: USA, Barron’s Educational Series.

MBAH 628 Knowledge Management

This course covers design, evaluation, use of knowledge in organizations, leveraging knowledge in workers, structures, and processes.  It also address issues such as assessment of knowledge needs, evaluation of key decision processes, information demands, usage patterns, and content requirements.  Behavioural, cultural barriers and the use of technology for knowledge management are explored. Thus, the course is designed to enable future HR professionals with the knowledge, understanding and skills necessary to contribute in both the strategic and tactical management of organization’s Human Resources.

Reading List

  • Awad, Elias M. (2004), Knowledge Management: India, Pearson Education.
  • Crakes, Elayne (2003), Knowledge Management: Current issues and Challenges, Idea Group Inc.
  • Guillet, Fabirce (2010). Knowledge Management: Discovery and Management (6th ed.): Springer, USA.
  • Mertins, K., Heising, P. Vorbeck, J. (2003), Knowledge Management: Concept and Best Practices (2nd ed.): USA, Springer.
  • Rollet, Herwig (2003), Knowledge Management: Processes and Technologies: USA, Springer.

MBAC 632 Long Essay

Candidates shall take a compulsory 60-page Long Essay.  Every candidate will be assigned a supervisor from the specialized area that will provide guidance in the writing and presentation of the final report. This will constitute six (6) credit hours.

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