Human Resource Management

learning outcomes of a unit. One credit is equal to 10
hours of TQT.

ENTRY REQUIREMENTS

For entry onto the OTHM Level 7 Diploma in Human Resource Management qualification,
learners must possess:
●​An honours degree in related subject or UK level 6 diploma or an equivalent
overseas qualification
●​Mature learners with management experience (learners must check with the delivery
centre regarding this experience prior to registering for the programme)
●​Learners must be 21 years old or older at the beginning of the course
●​English requirements: If a learner is not from a majority English-speaking country
must provide evidence of English language competency. For more information visit
the English Language Expectations page in our website www.othm.org.uk.

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OTHM LEVEL 7 DIPLOMA IN HUMAN RESOURCE MANAGEMENT | SPECIFICATION


PROGRESSION

The OTHM Level 7 Diploma in Human Resource Management qualification enables learners
to progress into or within employment and/or continue their further study. As this qualification
is approved and regulated by Ofqual (Office of the Qualifications and Examinations
Regulation), learners are eligible to progress to Master’s top-up at many universities in the
UK and overseas with advanced standing. For more information visit the University
Progressions page on our website www.othm.org.uk.

DELIVERY OF OTHM QUALIFICATIONS

OTHM do not specify the mode of delivery for its qualifications, therefore OTHM Centres are
free to deliver this qualification using any mode of delivery that meets the needs of their
Learners. However, OTHM Centres should consider the Learners’ complete learning
experience when designing the delivery of programmes.
OTHM Centres must ensure that the chosen mode of delivery does not unlawfully or unfairly
discriminate, whether directly or indirectly, and that equality of opportunity is promoted.
Where it is reasonable and practicable to do so, it will take steps to address identified
inequalities or barriers that may arise.
Guided Learning Hours (GLH) which are listed in each unit gives the Centres the number of
hours of teacher-supervised or direct study time likely to be required to teach that unit.

ASSESSMENT AND VERIFICATION

All units within this qualification are internally assessed by the centre and externally verified
by OTHM. The qualifications are criterion-referenced and based on the achievement of all
the specified learning outcomes.

To achieve a ‘pass’ for a unit, learners must provide evidence to demonstrate that they have
fulfilled all the learning outcomes and meet the standards specified by all assessment
criteria. Judgement that the learners have successfully fulfilled the assessment criteria is
made by the Assessor.
The Assessor should provide an audit trail showing how the judgement of the learners’
overall achievement has been arrived at.

Specific assessment guidance and relevant marking criteria for each unit are made available
in the Assignment Brief document. These are made available to centres immediately after
registration of one or more learners.

OPPORTUNITIES FOR LEARNERS TO PASS

Centres are responsible for managing learners who have not achieved a Pass for the
qualification having completed the assessment. However, OTHM expects at a minimum, that
centres must have in place a clear feedback mechanism to learners by which they can
effectively retrain the learner in all the areas required before re-assessing the learner.



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OTHM LEVEL 7 DIPLOMA IN HUMAN RESOURCE MANAGEMENT | SPECIFICATION
RECOGNITION OF PRIOR LEARNING AND ACHIEVEMENT

Recognition of Prior Learning (RPL) is a method of assessment that considers whether
learners can demonstrate that they can meet the assessment requirements for a unit
through knowledge, understanding or skills they already possess and do not need to develop
through a course of learning.
RPL policies and procedures have been developed over time, which has led to the use of a
number of terms to describe the process. Among the most common are:
●​Accreditation of Prior Learning (APL)
●​Accreditation of Prior Experiential Learning (APEL)
●​Accreditation of Prior Achievement (APA)
●​Accreditation of Prior Learning and Achievement (APLA)

All evidence must be evaluated against the stipulated learning outcomes and assessment
criteria for the respective unit(s). The assessor must be satisfied that the evidence produced
by the learner meets the assessment standard established by the learning outcome and its
related assessment criteria at that particular level.
Most often RPL will be used for units. It is not acceptable to claim for an entire qualification
through RPL. Where evidence is assessed to be only sufficient to cover one or more
learning outcomes, or to partly meet the need of a learning outcome, then additional
assessment methods should be used to generate sufficient evidence to be able to award the
learning outcome(s) for the whole unit. This may include a combination of units where
applicable.


EQUALITY AND DIVERSITY

OTHM provides equality and diversity training to staff and consultants. This makes clear that
staff and consultants must comply with the requirements of the Equality Act 2010, and all
other related equality and diversity legislation, in relation to our qualifications.

We develop and revise our qualifications to avoid, where possible, any feature that might
disadvantage learners because of their age, disability, gender, pregnancy or maternity, race,
religion or belief, and sexual orientation.

If a specific qualification requires a feature that might disadvantage a particular group (e.g. a
legal requirement regarding health and safety in the workplace), we will clarify this explicitly
in the qualification specification.
















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UNIT SPECIFICATIONS




















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OTHM LEVEL 7 DIPLOMA IN HUMAN RESOURCE MANAGEMENT | SPECIFICATION
Strategic Human Resource Management

The learner will also learn the process of analysing external and internal factors that affect an
organisation and how the contextual factors are used to develop an effective HR strategy. Consideration is given to the contribution of strategic
human resource management to competitive advantage and organisational growth.
Learning Outcomes, Assessment Criteria and Indicative Contents

Learning Outcomes –
the learner will:
Assessment Criteria –
the learner can:
Indicative contents
1.​Understand the role of
strategic management of
human resources.
1.1​Critically examine the nature and
importance of strategic human resource
management in organisations.
1.2​Assess the role and purpose of strategic
human resource management activities
in an organisation.
1.3​Evaluate how strategic human resource
management is related to other functional
areas.

Definition; features of HRM approach;
o​HRM models:
o​D. Guest, M. Patterson,
o​best practice model,
o​contingency model,
o​Harvard Framework;
o​personnel management and HRM;
o​activities of HRM;
HRM strategy; organisational strategy;

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OTHM LEVEL 7 DIPLOMA IN HUMAN RESOURCE MANAGEMENT | SPECIFICATION
HRM strategy benefits for organisations;
interrelationships between HRM and organisational
strategies;
Organisational performance and HRM strategy;
Organisational strategy influence on HRM strategy;
o​value creation;
o​human capital management;
HRM strategy business focus;
o​effective HRM;
o​evaluation of strategic human resource
management contribution, e.g. characteristics,
importance, techniques; the changing patterns of
effective human resource management; the effect
of globalisation; and the use of IT.
2. ​Understand human resource
planning in an organisation.

2.1​ Analyse the business factors that should
be considered in human resource
planning.
2.2​Determine human resource requirements
in different organisational contexts.
2.3​Develop a human resource plan for an
organisation.
●​Growth in business; changes in business; labour
market competition; labour cost substitution;
development of employee; control of labour cost;
operations location; work nature changing;
productivity increase; efficiency increase;
technological impact; competition in business;
declination of business;
●​Personnel prerequisites identification: experiences,
skills, qualifications, numbers; personnel matching to
organisational prerequisites; basic prerequisite
factors: skills, demand and supply of labours,
workforce; external factors: policies of governments,
education, employment, regional or industrial training;
competitions in labour market; human resource
planning e g. features and requirements;
functionalities e g. selection and recruitment,
retention, skill development, up-skilling, re-skilling,
succession planning; outputs; resource demand;
success factors; planning length e.g. short, medium
and long; and costs and benefits of the business.

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OTHM LEVEL 7 DIPLOMA IN HUMAN RESOURCE MANAGEMENT | SPECIFICATION
3. Understand how contemporary
issues in external business
environment impact
organisations and the
management of Human
Resources.
3.1​Apply the tools for analysing the
organisational environment.
3.2​Critically evaluate how contemporary
issues in external business environment
impact organisations and the
management of Human Resources.
3.3​Critically evaluate legal and regulatory
frameworks that impact on Human
Resource strategy.

●​Models of analysis an organisational and its
environment e.g.: SWOT, PEST, Mckinsey7S, natural
system model, cognitive model, meta models. HR
Metrics, employee surveys, audits and workforce
analytics.
●​Demographic trends, multi-generational and diverse
workforce; legislation, environmental (green) impacts,
technology developments and virtual workforce,
chronic health issues of workforce, career
development, organisational development and
change, employee benefits and remuneration,
diversity, global mobility and work/life issues.
●​Legislative frameworks of own country: eg.UK:
Employment Act (2008), Data Protection Act (1998),
Disclosure and Barring Service (DBS), Health and
Safety Act (1974), Equality Act (2010), Eligibility to
Work in UK, Safeguarding Children and Vulnerable
Adults, EU Working Time Directive.
4. ​Be able to plan effective
human resource strategies.

4.1​Analyse the impact of organisational
strategy, structure, and culture on HR
strategy and human resource
managements.
4.2​Plan an effective HR strategy.
4.3​Critically monitor the effectiveness of
human resources management.

●​Relationship of organisational strategy with HR
strategy.
●​Ethics in human resource management e.g.
discrimination, harassment, racism, gender
preference, nepotism, favouritism; employee
satisfaction; compliance and grievance; culture and
structure;
o​culture led theoretical models: Schein, Hofstede,
Handy; culture of organisation; interrelationships
between HRM activities and culture;
o​the requirement for effective human resource
strategies; SMART objective target settings
(specific, measurable, achievable, realistic, time-
based);
o​importance of monitoring effective human
resource management; policies, strategies,
operations; HRM contributions; benefits; costs;
use of resources; effectiveness; ineffectiveness;

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OTHM LEVEL 7 DIPLOMA IN HUMAN RESOURCE MANAGEMENT | SPECIFICATION
information collection on HRM performance;
performance indicator development;
o​evaluation of HRM performance indicators;
quantitative measurement: person output,
productivity, retention of
o​employee, turnover of staff, cost saving;
qualitative measurement: stakeholder
perspectives, employee attitude surveys, HRM
performance benchmarking, service level
standards and agreements of HRM; costs and
benefits utility analysis; and HRM improvement
proposals and activities.


Assessment

To achieve a ‘pass’ for this unit, learners must provide evidence to demonstrate that they have fulfilled all the learning outcomes and meet the
standards specified by all assessment criteria.

Learning Outcomes to be met Assessment criteria to be covered Type of assessment Word count
All 1 to 4 All ACs under LO 1 to 4 Report 4500


Indicative Reading List

Adair, J. and Allen, M. (2003). The Concise Time Management and Personal Development. London: Thorogood.

Megginson, D. (2007). Continuing Professional Development. London: Chartered Institute of Personnel & Development.

Truss, C., Mankin, D. and Kelliher, C., (2012). Strategic Human Resource Management. Oxford: University Press.

Boselie, P., & van der Heijden, B. (2024). Strategic human resource management: A balanced approach. McGraw Hill.




SPECIFICATION | MAY 2025

OTHM LEVEL 7 DIPLOMA IN HUMAN RESOURCE MANAGEMENT | SPECIFICATION

Engagement of Employees and Organisational Learning

Learning Outcomes, Assessment Criteria and Indicative Contents

Learning Outcomes –
the learner will:
Assessment Criteria –
the learner can:
Indicative contents
1.​Understand the role of the
Human Resource function
in contemporary
organisations.
1.1​Discuss the responsibilities of HR in relation
to relative the organisational objectives.
1.2​Analyse the role of HR in relation to
organisational learning and effective change
management.
1.3​Critically evaluate the Process and factors
of effective Workforce planning.
●​Develop, advise, and implement policies relating to
the effective use of personnel within an organisation.
Organisational development and organisational
learning. Theories of learning.
●​The formulation and implementation of processes of
learning and talent development strategies.
●​Process and factors of Workforce planning and skill
mix, training and development contribute to the
delivery of organisational aims and objectives.
●​Change management.

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OTHM LEVEL 7 DIPLOMA IN HUMAN RESOURCE MANAGEMENT | SPECIFICATION
●​Change barriers: e.g. Uncertainty, poor planning, lack
of consensus, resistance, leadership challenges and
manager challenges.
2.​Understand the goals of
Human Resource
management.
2.1​Analyse approaches and models of HR
service delivery within organisations.
2.2​Evaluate HR functions between
organisations from different sectors.
2.3​Analyse methods of evaluating HR function.
2.4​Evaluate the possible contribution of HR in
organisational performance and objectives.

●​Changing context of HR delivery; classic, business
partnering, shared services, centres of expertise;
normative perspective, the critical perspective,
behavioural perspective, systems perspective, and
agency or transaction cost perspective; challenges;
and drivers, skills, boundaries.
●​Evaluation: Rationale for evaluating HR functions, i.e.
future investment, improvement, workforce planning
and intellectual capital, accountability, motivation and
productivity.
●​Evaluation models, Kirkpatrick, return on investments
models, “Balanced Scorecard” and others. Public
private, sector goals, aims and objectives and
differences.
3.​Understanding,
designing and
implementation of HR
action plans for
promoting employee
engagement and
organisational
performance.
3.1​Analyse factors affecting employee learning
and employee engagement in a given
context
3.2​Explore the critical contribution of employee
engagement as a route to strategic and
competitive
3.3​Excellence within a high-performance
working environment.
3.4​Design and implement HR action plans for
promoting employee engagement and
organisational performance.

●​The concept of theories of employee engagement,
the relationship of employee engagement, learning,
managerial leadership.
●​HR strategies and development of human resource
management (HRM) competitive differentiators.
●​Factors affecting employee learning and employee
engagement.
●​The relationship of employee engagement with
employee performance and organisational
performance.
●​Design and implement action plans for promoting
employee engagement and organisational
performance.

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OTHM LEVEL 7 DIPLOMA IN HUMAN RESOURCE MANAGEMENT | SPECIFICATION
4.​Understand the correlation
between organisational
performance and
management of Human
Resources.
4.1​Examine HR contemporary issues affecting
organisational performance.
4.2​Critically analyse the impact of investment in
human capital on organisational
performance.
4.3​Critical examine approaches to evaluating
the effectiveness of the HR function.
4.4​Critically evaluate the role of human
resources in evaluating an organisation's
performance.

●​Understanding contemporary issues (PESTEL,
Competition, organisational) that affect organisational
performance. HRM
●​Performance relationship: theoretical frameworks
such as HRM practice leads to HR outcomes leads to
organisational performance what leads to what i.e
‘black box’ studies; Gallup studies; strength based
performance management; definition of human capital
ie. economic value of employee skills etc. decision
making, education, training, health; and HR metrics.
●​Rating scales, critical incidents, job satisfaction,
objective production, judgemental evaluation, peer
and self-assessment and negotiated performance
appraisal.
●​Evaluation of HR functions, i.e. Future investment,
improvement, workforce planning and intellectual
capital, accountability, motivation and productivity etc.
Evaluation models. Kirkpatrick, return on investments
models, “Balanced Scorecard” and others.


Assessment

To achieve a ‘pass’ for this unit, learners must provide evidence to demonstrate that they have fulfilled all the learning outcomes and meet the
standards specified by all assessment criteria.

Learning Outcomes to be met Assessment criteria to be covered Type of assessment Word count
All 1 to 4 All ACs under LO 1 to 4 Report 4500 words



SPECIFICATION | MAY 2025

OTHM LEVEL 7 DIPLOMA IN HUMAN RESOURCE MANAGEMENT | SPECIFICATION
Indicative Reading list

Bothma, R. and Brewster, C. (2012). Contemporary Issues in Human Resource Management. Oxford: Oxford University Press

Boxall, P., Purcell, J. and Wright, P. (2007). The Oxford Handbook of Human Resource Management. Oxford: OUP.

Cascio, W. and Boudreau, J. (2010). Investing in People: Financial Impact of Human Resource Initiatives Hardcover. London: Pearson FT
Press.

Gibb, S. (2007). Human Resource Development: Processes, Practices and Perspectives. Basingstoke: Palgrave.

Marchington, M. & Wilkinson, A. (2011). Human Resource Management at Work: People Management & Development. 5th Edition. London:
CIPD.

Rees, G. and French, R. (2013). Leading, Managing and Developing People. London: Chartered Institute of Personnel and Development.

Taylor, S. (2011). Contemporary Issues in Human Resource Management. London: CIPD.

Stone, R. J., Cox, A., Gavin, M., & Carpini, J. (2024). Human resource management. John Wiley & Sons.




SPECIFICATION | MAY 2025

OTHM LEVEL 7 DIPLOMA IN HUMAN RESOURCE MANAGEMENT | SPECIFICATION
Leadership Development and Performance Management

Learning Outcomes, Assessment Criteria and Indicative Contents

Learning Outcomes –
the learner will:
Assessment Criteria –
the learner can:
Indicative contents
1.​Understand the concepts
of leadership and
management.
1.1​Examine key concepts of leadership and
management.
1.2​Analyse different leadership and
management theories and their respective
applications.
1.3​Critically evaluate a range of approaches
to developing effective leaders and
managers.
●​Concepts of leadership and management: differences
& similarities between leadership and management.
●​Dimensions of leadership trait theory, process theory,
leadership styles, transactional and transformational
theory, contingency, task vs relationship, integrated
leader-manager, situational leadership theory; trait
theory, classic management theory, human relations
theory, neo human relations theory and system theory.
●​Concept and indicators of an effective leader and
manager, the significance of competency models;
instructional learning, emotional intelligence, cultural
intelligence self-awareness in developing effective
leaders and managers.

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OTHM LEVEL 7 DIPLOMA IN HUMAN RESOURCE MANAGEMENT | SPECIFICATION
2.​Understand learning and
development in leadership
and management.
2.1​Analyse coaching and mentoring as tools
for developing leadership and
management.
2.2​Critically evaluate trends in workplace
learning.
2.3​Examine strategies for integrating learning
and development within the wider
organisational strategy.

●​Definition of training, coaching, mentoring,
preceptorship; power equations, duration, boundaries.
●​Trends in learning, e.g. collaborative learning. Mobile
delivery, personalisation, showing value, synchronised
online delivery, the cloud, technology, micro learning,
neuroscience, coaching in talent management,
alignment with business objectives, measuring impact,
individualist reflection and skills acquisition.
●​Economic influences: funding of training.
●​National economic climate and priorities.
3.​Understand leadership and
management development
programmes.
3.1​Analyse indicators of success for effective
leadership and management development
programmes.
3.2​Critically analyse approaches to evaluating
leadership and management development
programmes.
●​Leadership gap indicator, metrics,
o​leadership competencies,
o​accountability,
o​outcomes:
o​Internal,
o​external,
o​impacts and influence on organisational
performance
o​Value for money and change measurement.
4.​Understand the role of
motivation, teamwork and
effective communication in
effective leadership.
4.1​Analyse methods for developing effective
teams for performance improvement.
4.2​Evaluate the role of effective motivation
using theories & models of motivation in
performance management.
4.3​Evaluate the relationship of effective
leadership with effective communication
using relevant theories and examples.

●​Relationship between leadership, motivation, teamwork
and communication and performance.
●​Concept of employee performance and organisational
performance.
●​Group dynamics and Team and related factors,
o​Tuckman’s model of group development, Belbin's
team roles,
o​Theories & models of motivation: Maslow's Need
Hierarchy,
o​Herzberg's Motivation Hygiene Theory, Vroom's
Expectancy Theory
o​Berlo's SMCR Model of Communication
o​Shannon–Weaver Model of effective
communication, communication barriers & effective
communication.

Assessment

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OTHM LEVEL 7 DIPLOMA IN HUMAN RESOURCE MANAGEMENT | SPECIFICATION

To achieve a ‘pass’ for this unit, learners must provide evidence to demonstrate that they have fulfilled all the learning outcomes and meet the
standards specified by all assessment criteria.

Learning Outcomes to be met Assessment criteria to be covered Type of assessment Word count (approx. length)
All 1 All ACs under LO1 Presentation 10 minutes
All 2 to 4 All ACs under LO 2 to 4 Report 4000 words


Indicative Reading List

Buchanan D Huczynski A (2013) Organizational Behaviour. Pearson; 8 edition, ISBN-10: 0273774816

Gill, R. (2006). Theory and Practice of Leadership. London: Sage.

Gold. J., Thorpe, R. and Mumford, A. (2010). Leadership and Management Development, 5
th
Edition. London: CIPD.

Kouzes, J. M. and Posner, B. Z. (2008). The Leadership Challenge. 4th Edition. New York: Jossey-Bass. London: CIPD.

Mabey, C. and Finch-Lees, T. (2008). Management and Leadership Development. London: Sage.

Flynn, G. (2022). Leadership and business ethics. Springer.

SPECIFICATION | MAY 2025

OTHM LEVEL 7 DIPLOMA IN HUMAN RESOURCE MANAGEMENT | SPECIFICATION
Global Resourcing, Talent and Reward Management

Learning Outcomes, Assessment Criteria and Indicative Contents

Learning Outcomes –
the learner will:
Assessment Criteria –
the learner can:
Indicative contents
1.​Understand the
challenges involved in
global talent
management.
1.1​Examine the roles and functions of those
involved in global talent management.
1.2​Examine the key factors to be taken into
account when managing the talent on a
global scale.
1.3​Evaluate the barriers to effective global talent
management.
1.4​Critically assess the role of global mobility on
global talent management.
Definitions:
o​Succession planning;
o​HR development;
o​organisational learning;
o​competitive talent flow;
o​stakeholders;
o​drivers of talent management;
o​normative and prescriptive notions of talent
management systems;

SPECIFICATION | MAY 2025

OTHM LEVEL 7 DIPLOMA IN HUMAN RESOURCE MANAGEMENT | SPECIFICATION
o​defining leadership and talent pipeline
requirements.
o​Barriers to corporate enhancement of talent; Talent
management failure;
Agency theory;
o​self-serving mechanisms and bounded rationality
and decision-making theories; retention;
o​legitimacy;
o​home country management vs host country(s)
context and social acceptance;
o​commitment and buy-in;
o​notions of power;
o​reputation;
o​global leadership skills;
o​economic climates.
2.​Understand the
Relationship between
Global talent
Management and
Organisational strategy.
2.1​Evaluate the impact of international
globalisation and diversity in global talent
management.
2.2​Evaluate the role of global talent
management in the achievement of
organisational goals and objectives.
2.3​Analyse how global talent management has
impacted on the performance of
organisations.

Talent management strategy,
o​drivers of alignment,
o​corporate/organisational commitment governance,
o​developing appropriate metrics;
o​responsibility;
o​measuring compliance with process;
o​justify investment in talent;
o​external credibility to stakeholders;
o​tracking impact on business strategy; and role of
HR
3.​Analyse performance and
reward management in
organisations.
3.1​Critically review theories and models of
performance and reward management.
3.2​Analyse the relationship between global
talent management and performance
management.
3.3​Evaluate how performance management
operates as a form of reward.
The relationship between talent management and
performance management.
o​Performance management cycles;
o​goal-setting theory;
o​expectancy theories;
o​extrinsic and intrinsic rewards,
o​building high engagement culture;
o​behavioural impact.
External factors:
o​Power balance and culture,
o​financial remuneration,

SPECIFICATION | MAY 2025

OTHM LEVEL 7 DIPLOMA IN HUMAN RESOURCE MANAGEMENT | SPECIFICATION
o​environment, recognition,
o​internal factors:
o​motivation; ownership,
o​meaningful task;
o​team compositions,
o​Core norms;
o​learning and development articulate
o​workforce skills and competencies and
capabilities;
o​link with HRM strategy and reward;
o​influence on L&D strategy;
o​applying L&D strategy.
4.​Understand the design
and implementation of
performance and reward
management systems
within the environment of
the organisation.
4.1​Critically analyse external and internal
environmental factors that influence
performance and reward management.
4.2​Evaluate the relationship between
performance and reward management and
workforce learning and development.
4.3​Evaluate performance and reward
management systems, design and
procedures in an organisation.
4.4​Evaluate the different methods of measuring
employee and organisational performance.
Design of reward system:
o​Design options process/content;
o​basis for a reward;
o​performance payoff;
o​incentive,
o​administration,
o​fairness,
o​incentives clearly linked to target,
o​ownership of targets to directly achieve;
o​relationship with strategic planning.
Impact:
o​Designing feedback systems;
o​the consequence of performance and reward
systems;
o​Benchmark data e.g. salary, performance; staff
satisfaction, attrition and vacancy rate,
o​competency skill,
o​sales growth or other output measure of success,
o​economic valued added;
o​barriers to assessment and effectiveness
measures: time, lack of training and lack of
motivation



SPECIFICATION | MAY 2025

OTHM LEVEL 7 DIPLOMA IN HUMAN RESOURCE MANAGEMENT | SPECIFICATION
Assessment

To achieve a ‘pass’ for this unit, learners must provide evidence to demonstrate that they have fulfilled all the learning outcomes and meet the
standards specified by all assessment criteria.

Learning Outcomes to be met Assessment criteria to be covered Type of assessment Word count (approx. length)
All 1 All ACs under LO1 Presentation 10 minutes
All 2 to 4 All ACs under LO 2 to 4 Report 4000 words


Indicative Reading list

Corby, S., Palmer, S. and Lindop, E. (2008). Trends and Tensions: An Overview-in-Rethinking Reward, Rethinking Reward. Basingstoke:
Palgrave Macmillan.

Hutchinson, S. (2013). Performance Management. London: Chartered Institute of Personnel and Development.

Iles, P. and Zhang, C. (2013). International Human Resource Management: A Cross-cultural and Comparative Approach. London: Chartered
Institute of Personnel and Development.

John, P. (2009). People Management and Performance. Abingdon, Oxon: Routledge.

Luthans F., Doh, J. P. and Hodgetts, R. M. (2009). International Management: Culture, Strategy, and Behaviour. Boston, Mass.:
McGraw-Hill/Irwin.

Marchington, M., Wilkinson, A. and Marchington, L. (2012). Human resource management at work. London: Chartered Institute of Personnel
and Development.

Scullion H. and Collings, D. G. (2010). Global Talent Management. London: Routledge.

Cascio, W. F., & Aguinis, H. (2024). Applied psychology in talent management. Sage Publications.

SPECIFICATION | MAY 2025

OTHM LEVEL 7 DIPLOMA IN HUMAN RESOURCE MANAGEMENT | SPECIFICATION
Managing Employment Relations and Employment Law

Learning Outcomes, Assessment Criteria and Indicative Contents

Learning Outcomes –
the learner will:
Assessment Criteria –
the learner can:
Indicative contents
1.​Understand key concepts
in employment law in a
country.
1.1​Examine aims and objectives of employment
legislation.
1.2​Analyse the impact of regulatory and legal
requirements on human resource policies in an
organisation.
1.3​Analyse the impact of ethical requirements on
human resource policies in an organisation.
1.4​Explain the purpose of human resource policy.
●​The core principles that underpin employment
law as it applies in the country, including
common law, their purpose, origin and practical
implications.
●​Legislature in own country: Domestic / regional /
international; treaties, regulations, directives.
●​Rights and responsibilities of employment;
payment related regulatory and legal rights;
data protection, conditions and contract terms:
e.g. Data Protection Act 1998, National
Minimum Wage Act 1998, Equal Pay Act1970,

SPECIFICATION | MAY 2025

OTHM LEVEL 7 DIPLOMA IN HUMAN RESOURCE MANAGEMENT | SPECIFICATION
Employment Relations Act 2004, Employment
Rights Act 1996, Employment Act 2008,
●​Policy purposes; selection and recruitment;
diversity and equality; development and training;
expenses and benefits; discipline; performance
improvement; rewards; pay;
2. ​Understand recruitment
and selection legislation
in a country.
2.1​Evaluate the principles of discrimination legislation
in relation to recruitment and legislation.
2.2​Critically evaluate the role of contracts in
employment law.
2.3​Analyse the mechanisms for establishing
contracts of employment.

Relating to own country;
o​equality and diversity,
o​fairness and transparency;
o​types of discrimination: direct,
o​indirect, by association, perception,
o​victimisation,
o​harassment,
o​characteristics;
o​mechanisms for establishing contracts;
o​expressed and implied terms
●​Laws and regulations related to health and
safety; discipline; information confidentiality;
working time; paternity or maternity leave;
harassment or bullying; management of change;
grievance and dismissal; intellectual property:
copyrights, patents; protected disclosure/whistle
blowing; alcohol, drugs or smoking; legislation
of employment; Work and Families Act 2006,
Sex Discrimination Act 1995/1997, Race
Relations Act 1992, Race Relations Amendment
Act 2000, Disability Discrimination Acts 1995
and 2005; and legislation in own country.
●​The Law of contract and basic principles of
Contract.
●​Types of contracts: atypical contracts; and
definition of employee.

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3. Understand aspects of
employment protection
given to different types of
workforce.
3.1​Analyse the legislative and procedural protection
that exists for workers.
3.2​Examine the legal consequences of unfair
treatment of an employee for the employer.
3.3​Apply law relating to the nature of protection for
workers to a given situation.
Relating to own country:
o​arbitration;
o​trade unions;
o​tribunal systems;
o​Employment Protection Legislation Index
(OECD);
o​reasons for dismissal,
o​organisational formal policy and procedures
within statute;
o​situations where dismissal is likely to be
unfair; whistle blowing; constructive
dismissal; redundancy payment; notice
period; consultation with employer; options
for other employment; and time off to find a
new job.
4.​Analysing
organisational-level
employment relations
processes, functions and
procedures.
4.1​Critically analyse the roles and functions of the
different stakeholders in managing the
employment relationship.
4.2​Assess the impacts of external contexts and
organisational-level employment relations
processes on organisational performance.
4.3​Evaluate the significance and impact of the
integration of employment relations processes on
organisational policy, practice, and organisational
outcomes.

●​Theories of employment relations,
●​The roles of the different stakeholders in
managing the employment relationship,
●​The impact of local, national and global
contexts shaping employment relations
climates.
●​The organisational-level employment
relations policies, processes and procedures
that support organisational performance
such as in: employee engagement; diversity
management; employee communication,
and bargaining; conflict resolution; and
change management and management
control etc.
●​The integration of employment relations
processes and their impacts on policy,
practice and organisational outcomes.



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OTHM LEVEL 7 DIPLOMA IN HUMAN RESOURCE MANAGEMENT | SPECIFICATION
Assessment

To achieve a ‘pass’ for this unit, learners must provide evidence to demonstrate that they have fulfilled all the learning outcomes and meet the
standards specified by all assessment criteria.

Learning Outcomes to be met Assessment criteria to be covered Type of assessment Word count (approx. length)
All 1 to 4 All ACs under LO 1 to 4 Report 4500 words


Indicative Reading list

Aylott, E. (2018). Employment Law: A Practical Introduction. CIPD with Kogan Page Ltd. 2 edition ISBN 0749483237

Aylott, E. (2018). Employee relations: a practical introduction. CIPD with Kogan Page Ltd. 2 edition ISBN 0749483210

Holland, A. and Burnett, S. (2012). Employment Law. Oxford: Oxford University Press.

Lewis, D., Sargeant, M., Schwab, B., and Lewis, D. (2011). Employment Law: The Essentials. London: Chartered Institute of Personnel and
Development.

Wallington, P. (2012). Butterworths Employment Law Handbook. United Kingdom: Butterworths.


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OTHM LEVEL 7 DIPLOMA IN HUMAN RESOURCE MANAGEMENT | SPECIFICATION
Business Research Methods

Learning Outcomes, Assessment Criteria and Indicative Contents

Learning Outcome –
The learner will:
Assessment Criterion –
The learner can:
Indicative contents
1.​Be able to identify
research problems and
formulate research
objectives.

1.1​Appraise research problems.
1.2​Develop appropriate research objectives and
justify their choice.
●​Understanding the research context; research
problem identification for investigation; research
topic identification; the conceptualisation of a
research problem; developing insights; and
feasibility and possibilities.
2.​Understand how to review
the literature on a
research topic.

2.1​Evaluate literature relevant to a research
problem.
2.2​Critically analyse different theoretical
approaches to a research problem.

●​Definition, features and ways to do literature
review; the generic selection of literature; spotting
the sources of literature; justification of an
appropriate selection of literature; : the selection of
appropriate theories for the research;

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OTHM LEVEL 7 DIPLOMA IN HUMAN RESOURCE MANAGEMENT | SPECIFICATION
conceptualisation of the research phenomenon;
including relevant theories and the justification of
choices; the strength and credentials of relevant
theoretical framework; the understanding and
interpretation; and developing the theoretical
framework.
3.​Be able to design
appropriate business
research methodologies.
3.1​Critically evaluate appropriate research
methodologies in terms of research objectives.
3.2​Design an appropriate methodology in terms of
research objectives.
3.3​Justify a selected methodology in terms of
research objectives.

●​Designing a research using the most appropriate
method; research question or hypothesis test;
reliability and validity test; ethical issues
consideration; quantitative methodology;
questionnaire design and distribution; conducting
interviews; surveys; qualitative methodology;
interviews; observation; and case studies.
4.​Be able to develop a
research proposal.
4.1​Propose techniques for use with quantitative and
qualitative data.
4.2​Create a research question, literature review and
methodology.
●​Writing a research report for professional
audiences; following a criteria sequence as
rationale of the research, formatting, editing,
critical analysis, discussions of evidences and
findings.

Assessment

To achieve a ‘pass’ for this unit, learners must provide evidence to demonstrate that they have fulfilled all the learning outcomes and meet the
standards specified by all assessment criteria.

Learning Outcomes to be met Assessment criteria to be covered Type of assessment
Word count
(approx. length of coursework)
All 1 to 4 All AC’s under LO 1 to 4 Research Proposal 2500 words




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Indicative reading list

Bryman, Alan and Emma Bell (2015). Business Research Methods (4
th
ed.). Oxford: Oxford University Press

Chilsa, B. (2012) Indigenous Research Methodologies. London: Sage

Denzin, N.K., Lincoln Y.S., and Tuhiwai Smith, L. (2008, Eds.) Handbook of Critical and Indigenous Methodologies London: Sage

Hantrais, Linda (2009). International Comparative Research: Theory, Methods and Practice. Basingstoke and New York: Palgrave

Piekkari, R. and Welch, C. (2011, Eds.): Rethinking the Case Study in International Business and Management Research, Cheltenham, UK:
Edward Elgar

Marschan-Piekkari, R. and Welch, C. (2004, Eds.): Handbook of Qualitative Research Methods for International Business, Cheltenham, UK and
Northampton, MA: Edward Elgar

Neuman, W.L. (2011) Social research methods: qualitative and quantitative approaches. Boston and London: Pearson Education.

Saunders, M., Lewis, P., & Thornhill, A. (2009). Research methods for business students. Pearson Education

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IMPORTANT NOTE

Whilst we make every effort to keep the information contained in programme specification up
to date, some changes to procedures, regulations, fees matter, timetables, etc may occur
during the course of your studies. You should, therefore, recognise that this document
serves only as a useful guide to your learning experience. For updated information please visit our website www.othm.org.uk. You can call us on +44 (0)20 7118 4243 or email to
info@othm.org.uk.



SPECIFICATION | MAY 2025