Human Resource Management is currently one of the fastest-growing management fields. Organizations are increasingly recognizing the strategic role of human capital for achieving significant business results, sustainable growth and innovation. Our vision is to develop managers with a sharp insight on people issues who will act as agents of transformation and as strategic investors in their organizations’ human capital. HR professionals can make a critical contribution to the process of business value creation. If you share this vision and aspire to play such a role in your organization, our program can help you reach your goals.
The MSc in Strategic HRM Is Designed for:
Investment in Human Capital pays off:
Key features of the program
You may find here more information about the Program's Intended Learning Outcomes.
Current Student Profile
International Recognition: Accredited by The New England Commission of Higher Education (NECHE), EFMD accredited and Acknowledgement for Full Alignment with the Society for Human Resource Management (SHRM) HR Curriculum Guidebook and Templates.
The quality and academic standing of its faculty, both resident and visiting.
The practical workshops offered within its curriculum in collaboration with field specialists like Korn Ferry / HAY Group. The personal coaching and focus on personal skills through the course of Leadership Development.
The internship opportunities it offers for eligible students, in HR-related positions.
The role of Alba as a Scientific Coordinator of the BEST WORKPLACES Competition in Greece as well as for the Recruitment Confidence Index (RCI). Participants in the MSc in Strategic HRM have the opportunity to learn the best HR practices as well as the latest labor trends in Greece and Europe.
Opportunities to take courses abroad through student exchange agreements with a large network of top Business Schools worldwide.
The School reserves the right to re-examine the structure of all Academic Programs and proceed to any necessary changes on the Total Year Schedules.
Elective Courses: Please choose four of the elective courses.
Internship: conditionally upon availability. (This is an option provided only to Greek and EU students. According to Greek labor and immigration law, international VISA holder students are not permitted to do an apprenticeship in Greece. Alternatively, they can access global internship opportunities through the international job portals provided by Alba’s Career Office.)
From the smaller business to the larger organisation in the global economy, companies depend on the motivation and behavior of people with diverse backgrounds and cultural values that have to work together effectively and efficiently. It is the role of managers to plan, organize, direct and control an organization’s resources in the manner most effective for it to achieve human, organizational and social objectives in a changing environment. This course is built around a participative lecture program that encourages collaborative learning. Each session integrates classical and modern concepts, building on key theories with a rich array of contemporary real-world examples and cases. It combines most recent and prestigious publications that illustrate the core concepts presented in each lecture with videos, group assignments, presentations and role-playing activities.
The course consists of two parts: The first part provides in-depth and systematic knowledge of the economic environment of the company, the labor market, the major elements behind labor demand and labor supply, and the main economic issues that relate to the HR function of the firm. The analysis also expands on the economic rationale of HR practices related to evaluation, reward, compensation and promotion in the company. It is also analyzed how different types of labor markets have an impact on the optimal living policies of a company. The second part provides an understanding of the role of accounting and finance function in a business organization. It also enables students to assess the financial implications of key functions and decisions made by the HR Department and estimate the relevant costs and benefits generated by investment decisions of the firm.
‘What is a successful presentation and how is it achieved?’ ‘What does our audience see and hear during a presentation?’ This workshop aims to provide participants with knowledge on the techniques and tools needed for a successful presentation. Presentations are means of communication in the business world. This communication may have several aims: to describe, to explain, to clarify, to persuade. During the workshop, participants learn how to capture the audience’s attention and how to communicate efficiently and confidently without ‘stage fear’. Some of the topics covered during the workshop are: structuring an effective presentation, using verbal and non-verbal communication during the presentation, using audio-visual aids, dealing with questions. A special feature of the workshop is that participants have the opportunity to see themselves presenting both at the beginning of the workshop and at the end, as the first and last presentations they make are video-taped.
The purpose of the workshop is to address the question ‘what is the skill of writing?’. According to the American writer Edwin Schlossberg, “the skill of writing is to create a context in which other people can think”. The workshop explores this statement. This exploration and subsequent understanding is of paramount importance for any business activity, since much of the communication in the business world takes place in writing, usually within tight deadlines, ranging from short, simple e-mails to long, rich documents. The salient gain of the participants from the workshop is the understanding of different modes and purposes of writing, as well as of different types and purposes of documents. The main topics covered during the workshop include: the requirements of different types of documents, such as reports, case studies, research papers and proposals, proper referencing, and the research process.
The course focuses on the analysis and the formulation of business strategy in order to enhance the competitive advantage of a firm. Two questions are of importance, then: “Where should we compete in” and “How should we compete?” The course elaborates on two strategy perspectives: the external view (e.g., Pest, competitive forces, customers) and the internal analysis (e.g., vision & mission, firm resources, value chain). The course adopts an integrating view of the firm to examine issues of strategy execution. The role of the HR professionals in the process of corporate strategy formulation and implementation will also be outlined.
Management consists of a set of universal skills that are well understood and trainable. Leadership consists of how each one of us makes a unique difference to the challenges we face with people and projects. It is not about wasting our energy trying to make ourselves more effective by changing our characters. Instead, it is more effective to find new and better ways of ‘being ourselves’ through enhanced insight and skill. The purpose of this course is to assess and improve your readiness to function well as a leader by making your time at ALBA a self-directed journey of learning and development. The specific objectives are to develop an awareness of the knowledge and skills that underlie leadership effectiveness; to obtain individual-level feedback utilizing some of the best existing assessment instruments; to share feedback on your own and others’ skills and to craft a personal leadership development action plan.
The course provides an overview of basic principles of selection and recruitment, as well as the current trends in that area. It will emphasize the value and the strategic implications of good selection for an organization and it will explain concepts and selection tools, such as job analysis and psychometric testing, interviews, CVs, references etc. It will also cover issues such as on-line recruiting and winning the war for talent, i.e. how companies can attract and retain the best people. An interviewing skills workshop, will complement the knowledge gained through this course and will provide students with skills on preparing, delivering and evaluation a selection interview.
The purpose of the workshop is to familiarize the HR postgraduate students with the general principles of Occupational Assessment and testing, combined with a short briefing regarding the use of psychometric tools for employee recruitment and selection. This workshop will provide the participants with the opportunity to become registered Korn Ferry/HAY qualified users/feedback providers of Talent Q (ability and personality assessments).
This course will examine the role of employee training and development and performance management for organizational competitiveness. The first part of the course will cover training needs assessment, design and delivery of training programs, and assessment of training program effectiveness. In the second part, students will learn the basics of designing effective performance appraisal and measurement systems as well as the delivery of performance feedback as tools for managing employee performance.
This course explores issues on trade unions (e.g., structure, environment and impact) and the negotiation processes, as well as collective bargaining agreements (e.g., management rights, union security, dispute resolution) established between management and trade union members. Legal issues of HR will also be presented by Greek Law practitioners.
Diversity is a key feature of modern organizations that manifests itself in various forms, from personality and work style to all of the visible dimensions such as race, age, ethnicity or gender, to secondary influences such as religion, socioeconomics and education. The management of diversity has evolved from handling anti-discrimination compliance issues to leveraging diversity for competitive advantage. Today the impetus behind workplace diversity is that of inclusion and the business case, i.e., embracing and leveraging differences for the benefit of the organization. Research has shown the link between diversity management and a series of organizational benefits, such as talent attraction and retention, creativity and innovation enhancement, capitalization of broader markets and access to diverse customer bases, organizational flexibility and learning. The workshop summarizes the evolution of diversity and inclusion management in organizational contexts, helps students become aware of their own biases and stereotypes and outlines key diversity management practices for building an inclusive organizational culture.
This course focuses on the strategic importance of total compensation and its relevance for achieving sustainable competitive advantage. It will cover major compensation issues and real-business applications that illustrate new developments in compensation practices as well as established approaches to compensation decision making. Attention is given to the changing nature of compensation and benefits, changing expectations of employees and competitive needs of employers and evolving trends in performance and pay realignment to the strategic objectives of the organization. The course provides an understanding of approaches to employee rewards management within the context of Business Strategy and Human Resources Strategy, balancing choices and consequences. It also offers a comprehensive overview of integrated compensation elements, how they link, what they drive and the techniques to manage them. The course provides each student with an experiential opportunity to develop the subject-specific skills necessary to design and understand the performance based compensation and benefit programs for their organization.
In today's rapidly changing business environment, companies must constantly adapt to change in order to survive and prosper. This course aims at offering students the knowledge and skills they will need to face the challenges of organizational change. It examines the innovative and adaptive capabilities of organizations, the reasons people may resist change, and introduces models of the change process and how it could be managed effectively. The course focuses on specific concepts, theories and tools of change management and identifies common mistakes, pitfalls and reasons of failure for change initiatives as well as the factors underlying the successful management of change projects.
Through the years, Job Evaluation methodology has been widely used to analyse, clarify and value work within organizations, with a primary aim to link the measured contribution of jobs with pay arrangements. Nowadays, the extended know how consolidated through the study of a significant variety of organizations, provide Hay Group with the insight to move forward. The systematic mapping of roles and structures through the elements of Job Evaluation, reveals a new perspective for identifying bottlenecks and gaps in organizations. Through the advanced application of job evaluation, areas for improvement interventions can be spotted to ensure optimization of hierarchical and lateral synergies. This course is intended for individuals who want to build on the Job Evaluation skills, as well as learn the linkages of Hay Job Evaluation to other HR functions. As such it is designed for professionals who are accountable for valuing work in their organizations, including compensation management, organization effectiveness and Human Resources development.
This workshop explains the basic principles of the HR scorecard and it will provide a step-by-step guide on how to use it in an organization. Experienced consultants from Hay Group S.A. will deliver this workshop in a practical and innovative way.
Research Methodology and Statistics comprise a wide set of tools and procedures that allow organizations to develop a more systematic understanding of the nature and characteristics of their internal and external environments and any problems or issues associated with these. The course aims at providing students with actionable knowledge over the tools and procedures of business research so as to allow them devise and run organization-wide research projects. The knowledge from this class will help inform students how to read and understand research reports, analyze and interpret results, prepare a research design, and finalize a research project. Students will also demonstrate their grasp of the fundamentals of research by developing and presenting the results of a comprehensive research project. Students will conduct their research by developing a management dilemma - research question(s) hierarchy, an appropriate research design (with hypothesis testing), and by collecting data, conducting the data analyses, and presenting the findings and conclusions.
The course focuses extensively on the role of the HR department as a core strategic player in the management board and on how an organization can achieve competitive advantage through people by building HR competencies and capabilities. An overview of several models of International Strategic HRM will be provided, such as the business-oriented and the strategic fit model, but the emphasis is on its practice, i.e., on formulating, implementing and evaluating an HR strategy and the processes by which S-HRM strategies reflect back and advance the general corporate strategy.
Despite its negative connotation conflict invariably appears in the workplace and it is not necessarily counterproductive. As with all other inevitabilities, therefore, a critical aspect of harmonious and productive organizational life is to learn to manage conflict. This workshop aims to focus further on the intricacies of conflict in the workplace with dual emphasis on the identification of conditions under which conflict in the workplace is productive and the resolution of counterproductive conflict. The ultimate goal is harmonious and productive interdependence, to the extent possible.
This workshop will train participants in Focused Behavioral Interviewing (FBEI), one of the most reliable methods in assessing behaviors in the working environment. They will have the chance to learn and practice on the methodology of FBEI, under the close guidance of experienced practitioners.
Managing human resources is becoming increasingly important as a result of globalization, and rapid technological, economic, social and workforce changes. To manage human resources strategically, ethically and effectively, students must be knowledgeable about the key concepts and techniques as well as the controversies and challenges facing organizations in the process of effective people management. This is often considered as the single most important organizational asset and a potential source of competitive advantage. The course introduces students to strategic human resource management as a field of theoretical study and professional practice. It examines topics such as the nature of HRM, its vital link with business strategy and the impact on organizational and employee outcomes, high performance work systems and the problem of diffusion. It is focused on the application of strategic management theories such as the resource-based view of the firm and institutional theory on the strategic management of human resources. The course aspires that students comprehend the complexities associated with the strategic management of HRM and are capable of evaluating why and how HRM contributes to organizational performance through its ‘soft’ and ‘hard’ versions. Students will also be expected to grasp the ‘critical’ view of people management in organizations and discuss relevant challenges and recommendation.
Understanding the ethical basis of human behaviour is of fundamental importance for building commitment to organizational goals and for imparting integrity and a sense of the common good in organizational members. The course examines a broad array of matters relating to ethics, including: individual and organizational obstacles to ethics; ethics information processing methods and judging theories; an action-learning framework for ethics leadership; adversarial win-lose ethics methods; integrative win-win ethics methods; dialogic transcendent ethics method; reflection and developing personal and contingency ethics leadership approaches; developing on ethics leadership action-learning plan. The course focuses also on sustainability, corporate social responsibility and corporate accountability with further emphasis placed on business strategies that aim to create long term value and a positive environmental, social and economic impact. Actionable knowledge is achieved by applying theory in real life situations through critical analysis and debating on prominent cases and in class discussions on current trends and developments on sustainable business activities.
This course explores in some detail Aristotle’s concept of phronesis and seeks to link it with contemporary theories of human judgment and leadership. It does so through the study of some classic pieces of literature and philosophy. The human condition is characterized by contradiction, conflicting loyalties and priorities, is plagued by meaninglessness and a sense of throwness. To lead other human beings one needs a high degree of maturity, an intuitive grasp of the human condition, and a developed sense of judgment, all of which are uniquely dealt with in art and philosophy, especially in Greek tragedies and the works of Shakespeare. Similarly, great pieces of contemporary literature are wonderful guides to explore the complexity of the human condition and its implications for leadership.
This course examines the impact of technological advancements, economic factors, changing demographic patterns and shifting societal norms on the organization of work. Developments related to the aforementioned factors are discussed, as well as their repercussions on the labour market, competencies in demand and emerging working models / forms of work. The scope of intervention of alternative stakeholders (institutions, organizations, individuals) in ensuring decent and sustainable work is contemplated. The strategic role of Human Resources is emphasized in terms of:
The aim of the course is to develop increased awareness and fluency on the aforementioned issues. This aim is to be achieved through a synthesis of theoretical insights, practical examples and the co-creation of knowledge through independent search of relevant resources and group discussions.
In the wide sense of the term, negotiating with others (both partners and rivals) is a necessary feature of all managerial jobs. In this course students are introduced into the fundamentals of effective negotiations: how to think strategically, what tactics to engage in, and what goals to aim at. The objective of this course is to improve participants’ ability to avoid traps in negotiations and help them see their range of rational options (and their ramifications) in particular situations. The course is designed to provide participants a conceptual framework for preparing and conducting negotiation, and to give them some experience in using this framework.
In the current work environments that are often characterized by volatility, uncertainty, complexity and ambiguity, the ability to effectively manage emotions, readily adapt and bounce back from adversity is more important than ever for managers. In addition to emotional intelligence skills that have long been recognized as imperative in the workplace, emotional agility, emotional resilience and adaptability emerge as key skills that can help managers navigate current challenges and assist them to build resilient teams and organizations.
This course will examine the role of emotions in the workplace and the processes by which people can identify and manage their emotions constructively. It will further examine the key conditions for human flourishing at work in times of adversity, such as authenticity, a growth mindset, positive psychological capital, grit, compassion and high quality relationships. During the course, special emphasis will be placed on the development of emotional agility, emotional resilience and emotional intelligence competencies such as self-awareness, adaptability, empathy and relationship management. Participants are expected to be open and honest to themselves, the teacher and the fellow students as many of the exercises involve sharing personal feelings, thoughts and experiences.
This course follows the story of the Head of Loan Operations in a fast growing bank who, during a management reshuffle and to his surprise, was appointed Chief Information Officer (CIO). Jim Barton’s story is much more common than one might think. Through his story, the course covers the range of strategic challenges related to the effective exploitation of Information Technologies facing all companies today. Although most course participants will not aspire to a career in IT management, the course content is relevant to all managers, because, increasingly, line managers undertake decision making authority and budgetary responsibility for IT investments. The skills taught in this course are relevant to this expanding role of all managers. The course covers issues of strategic alignment, IT strategy formulation, IT project portfolio management, IT investment evaluation, outsourcing, organizing the IT function, enabling business capabilities with technology architecture, managing the successful implementation of IT projects, and handling emerging technologies.
The objective of this intensive workshop is to introduce the theories and practices required to master the post start-up phase of entrepreneurship, focusing on survival techniques, growth strategies, and modern approaches such as pivoting, and co-opetition. Exit options, and dealing with entrepreneurial failure, will also be covered. The emphasis on the workshop is on combining the latest theory with mini-cases, class exercises, and other forms of real life example. It is anticipated that the content of this class will form an additional conceptual underpinning for the Entrepreneurship Team Field Project.
The Dissertation is a research project of a student’s special interest in a faculty member’s area of expertise. The students will have the opportunity to construct a detailed plan of a research project; to review specific literature on the selected topic; to identify relevant research questions from the literature; to be able to turn general research questions into empirical ones; to select and justify an appropriate research design; to select and employ suitable methods or techniques to investigate the empirical questions; to analyze financial or social data and to write a report covering a review of the relevant literature, the research questions, an explanation and justification of the design, a description of the conduct and analysis of the research, and a discussion of the findings in relation to the literature and methodological issues.
An Internship brings together the academic with the business world, providing benefits both to students and to companies. It has the status of a course, hence it is an obligatory requirement for the fulfilment of the M.Sc. Degree, it carries credits and it is graded. The expected duration is three (3) months, from beginning March to end May.
The benefits for students include the opportunity for the blending of academic and on-the-job learning; the use of the explicit knowledge gained during the program, the attainment of tacit knowledge, the development and diversification of skills, the acquisition of work experience, the identification and/or refinement of career goals, the creation and/or development of a professional network. The benefits for companies include the opportunity to meet some company needs with highly qualified and motivated students, the identification of talent for potential future employment, the enrichment of current perspectives and practices with the intern’s novel ideas, the enhancement of social responsibility activities.
Dr. Dionysiou teaches courses in the areas of Organizational Behavior, Organizational Change, and Business Excellence. His research interests focus on processes of organizing and sensemaking, organizational change and adaptation, and the management of organizations operating in high-velocity, uncertain environments.alba profile link
Upon the completion of the Programme students will be able to:
You can secure pre-approval of your scholarship, before you apply for admission to the MBA or MSc program of your choice.
Scholarships of 40% for MBAs and MSc programs for GMAT ≥ 700
Two (2) partial scholarships amounting to 50% of total tuition fees for MSc in Strategic HRM based on a combination of academic performance & potential and financial aid criteria
Full scholarship (100%) for the MSc in Strategic HRM
Partial Scholarships up to 50% for young HR Professionals
Partial scholarships of 50% to Small and Medium Enterprises – members of SEV, offered as rewarding services to the members of the Federation.
Partial scholarships,for various programs, based on a combination of academic/professional performance & potential
Two (2) merit-based scholarships of 50% to a member of the next generation of a family business for several MBA & MSc programs
To be considered for admission, candidates must:
Candidates must submit:
Click here to download the details for admission.
To learn more about academic policy, course credit policy, fees policy and rules for student conduct read the Student Handbook .
Click here to get your copy of our eBook on Strategic HRM
We urge applicants to request further information or to come for a meeting at our downtown campus, in order to better understand their profile and motivations.
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Tel.: +30 210 89.64.531-8
Fax: +30 210 89.63.302
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