Human Resource (HR) Dissertation Topics (2018)

1.0. Introduction
The aim of this guide is to assist in selecting a human resources dissertation topic and to provide practical advice on how to go about writing a dissertation. Human Resources dissertations incorporate numerous topics covering various aspects of organisational human resource management issues. Typically, writing a human resources dissertation involves questions such as how to report the features of the design and how to adequately report research results. Consequently, the latter part of the guide serves as a handy reference source to navigate the writer through the process.
2.0. Categories and dissertation titles

2.1. Strategic Human Resource Management
2.1.1. Measuring the impact of securing employee commitment through involvement and communication processes in the retail industry. A case study of Tesco
2.1.2. An evaluation of the strategic human resource management systems utilised in Indian SMEs. An empirical study
2.1.3. A resource-based view assessment of strategic human resources quality management systems. Achieving competitive advantage in the 21st century
2.1.4. A comparative study of strategic human resource management in Japanese and German automotive multinational corporations. The implications of culture and application to management
2.1.5. An evaluation of strategic human resource management theory and practice in UK call centres. A Quantitative study of call centre performance
2.2. Organisational Learning and Development
2.2.1. An examination of knowledge management and organisational learning for sustained firm performance. A case study of British Telecom
2.2.2. An assessment of the correlation between organisational leaning and firm competency development. An overview of approaches to learning and competence development processes
2.2.3. How valuable is Appreciative Inquiry in the development of an organisational learning cultureA case study of BP
2.2.4. How is organisational learning a by-product of individual learningAchieving balance and synergy between organisational survival and growth and employee development and aspirations
2.2.5. An analysis of leadership behaviours that foster organisational learning. A focus on leadership models for organisational learning in the NHS
2.3. Resourcing and Talent Management
2.3.1. Determining resource allocation for talent management in recession or times of retrenchment. A case study of the UK public sector
2.3.2. Managing and maximising organisational talent for enhanced firm performance. A case study on the operationalization of the strategic talent management process in UK accountancy firms
2.3.3. Designing talent management strategies for recruiting and retaining the best and the brightest. A case study of Research in motion
2.3.4. An assessment organisational development of talent pools and talent inventories for selection and succession processes. A case study of IBM talent management
2.3.5. An investigation into talent management for employee engagement: Gaining employee organisational alignment
2.4. Managing Employment Relations
2.4.1. An exploration of the tensions inherent in management requirement to control employees’ behaviour and performance whilst eliciting commitment and cooperation. A study of employment relations in the minimum wage fast food industry
2.4.2. En examination of the importance of public sector employee participation for improved deliverance of Government systems in the Cameroon public sector
2.4.3. An assessment of the impact of globalisation on employment relations policy. A comparison of two emerging economy countries: Brazil and Mexico
2.4.4. A comparative study of industrial relations in France and the UK. An assessment of trade union density and role significance in the European social context
2.4.5. An investigation into the classification of labour disputes and resolution procedures. A comparative study of Germany and the United States
2.5. Reward Management
2.5.1. Are a revised set of management information required for managing, evaluating and rewarding individual performance under the new public sector management of the UK?
2.5.2. An investigation into the performance impact of financial and non-financial rewards. A case study of interventions to improve performance of health workers in the USA
2.5.3. Is individual performance-based pay inconsistent with Total Quality ManagementAn examination of UK-based quality-focused organisations
2.5.4. A comparative study of employee reward systems in rapidly developing economies. A case study on China and India
2.5.4. An examination of the impact of rewards systems and leadership style on knowledge sharing in the mobile telecommunication industry
3. How to Structure a Human Resources Dissertation, Tips
For details on how to structure your HR dissertation, kindly check out the following post:
How to Structure a dissertation (chapters)
How to structure a dissertation (chapters and subchapters)
How to structure a dissertation research proposal