The Master's Degree in Development and Management of Human Resources will focus on the development of competences focused on person-job adjustment, team work and quality of working life, including, therefore, areas of intervention such as, among others, the selection, training and evaluation of the staff. In this sense, it is oriented towards the development of a professional profile of Human Resources Management. On the other hand, the Master's Degree in Personnel Management is aimed at developing a professional profile of Human Resources Directors, as well as Consultants and Auditors, which includes a more holistic training on the Organizational phenomenon.

Justification of the title

In recent years there has been a growing interest in postgraduate studies in the area of ​​Human Resources from different degrees in the field of Social and Legal Sciences. They seek a training that serves as a bridge between the training obtained in the different Degrees and the incorporation into professional life. The student seeks not only practical and applied knowledge, but also the development of skills and abilities that will be demanded in the Human Resources departments of very heterogeneous organizations. Special interest presents this field of specialization for graduates in Psychology, as well as for Graduates in Labor Relations.

The White Paper of the Degree in Psychology (ANECA, 2005) has included in the preparation of its guidelines both the professional profiles defined by the Spanish Official College of Psychologists (COP, 1998), and those collected by the European Federation of Associations of Psychologists. Psychologists (COP, 2007) in the Europsy-T and Europsych-EDP projects.

The White Paper collects the results of a study on the professional competences necessary to develop each of the four professional profiles considered: Clinical Psychology, Educational Psychology, Psychology of Social and Community Intervention and Work Psychology, Organizations and Human Resources. The proposed Master's Degree has to do clearly with the latter.

The competences considered most relevant for the profile of Work Psychology, Organizations and Human Resources are presented in Table 1.

Table 1. Competencies of the professional profile of Work Psychology, Organizations and Human Resources.

Psychology of Work, Organizations and Human Resources:

  • Teamwork
  • Capacity for analysis and synthesis
  • Stay updated
  • Problem resolution
  • Ethical commitment
  • Work in interdisciplinary teams
  • Organization and planning
  • Oral and written communication
  • Relationships
  • Adapt to new situations
  • Self-criticism
  • Decision making
  • Thinking creatively
  • Know your own competences and limitations
  • Interest in the quality of the performance itself
  • Assume responsibilities

Likewise, the Spanish Official College of Psychologists published in 1998 a document describing the different professional profiles that graduates in Psychology can perform. Among these profiles, the Psychology of Work, Organizations and Human Resources is recognized (COP, 1998). In this document, the functions associated with this profile are determined, which are summarized in Table 3.

Table 3. Main functions of the professional profile of Work Psychology, Organizations and Human Resources.

Psychology of Work, Organizations and Human Resources:

  • Selection, Evaluation and Guidance of personnel
  • Training and Development of personnel
  • Marketing and Consumer Behavior
  • Working conditions and health
  • Organization and development of Human Resources
  • Management and Management

This document also presents the professional activities in this field, which are summarized in Table 4.

Table 4. Professional activities in the field of Work, Organizational and Human Resources Psychology.

Professional activities:

  1. Preparation of activity programs that allow compliance with the objectives established in the Management Plan relating to the Human Resources Area.
  2. Preparation of activity programs that allow compliance with the objectives established in the Management Plan relating to the Marketing Area.
  3. Control of compliance with approved programs taking the appropriate decisions to avoid possible deviations.
  4. Responsibility for the appropriate Personnel Selection and Framing policy, in accordance with the strategic approach of the Company or Organization.
  5. Responsibility for Planning, Design, Control and Evaluation of Training.
  6. Provide reliable information in social matters on the progress of the organization allowing adequate decision making on the staff.
  7. Organizational structure. Analysis, description and evaluation of jobs.
  8. Realization of opportune actions to involve the personnel in the strategy of the company.
  9. Career Planning for all Company personnel.
  10. Health and safety at work. Intervention in Prevention of Labor Risks.
  11. Marketing. Consumer psychology. Social and Commercial Research


  1. Prepare and execute the annual activities program.
  2. Prepare and execute the annual activities program.
  3. Direct the personnel selection processes. Develop interview techniques, assessment scales, and psychological tests to assess skills, aptitudes, etc. Perform staff evaluations and selection interviews. Propose or decide the hiring of personnel. Analyze and propose the optimal framing of people in the different positions. Propose the promotion of the employees and the Succession Plans. Individual advice to the person in vocational matters, assuring the degree of formative and attitudinal adjustment between the expectations and possibilities of people and the labor market.
  4. Organize training programs. Diagnose or detect the training needs of the members of the Organization. Prepare the Training Plan that responds to the real needs of the staff. Execute, control and evaluate the Training Plan. To impart education.
  5. Establish a periodic measurement of indicators of performance and job satisfaction, performing the appropriate actions for an optimal functioning of the Organization. Have a Human Resources Inventory that reflects the potential and development of employees permanently updated. Evaluate the performance or performance of the staff. Periodically diagnose the organizational situation and the adequacy of the organizational structure to the strategy of the Company. Advise workers to improve work. Inform and present reports.
  6. Analyze, design and implement the ideal organizational structure for the fulfillment of the objectives. Define the organization chart and its breakdown. Analyze the jobs. Write job descriptions. Assess job positions and manage the remuneration policy. Conduct studies on organizational functioning.
  7. Strengthen the coordination between the different departments and organizational units. Establish and review the communication channels of the company.
  8. Adapt the organizational culture to the strategy of the company. Analyze and propose improvements to the work systems used. Constitute work groups or improvement teams. Prevent possible conflicts and intervene in their resolution.
  9. Advise management on personnel policies and on the employee-management relationship. Channel claims, complaints, suggestions and proposals. Encourage the participation and involvement of staff.
  10. Conduct studies for the prevention of accidents. Conduct studies and ergonomic interventions. Train in technical issues and awareness in the field of Occupational Safety. Conduct research, intervention and assessment of occupational health programs.
  11. Conduct studies on image and consumption. Design advertising campaigns. Conduct market research. Develop commercial strategies and direct marketing actions.

On the other hand, in the White Paper of the Degree in Labor Sciences and Human Resources (ANECA, 2005), the viability of a European higher education area in the field of labor sciences and human resources is confirmed, given that both disciplines share both their object of study, the contents of their plans and the professional profile of their graduates. Although with different denominations, duration and structure, a multidisciplinary approach is shared as a characteristic element of its own, which accommodates the different areas of knowledge and perspectives whose contributions are relevant and necessary for the study of labor relations: the right, the psychology, economics, sociology, business organization, etc.

The White Paper of the Bachelor's Degree in Labor Sciences and Human Resources includes the study carried out on related qualifications in the European context, in which the different outputs and professional qualifications presented by these homologous degrees have been analyzed, and can be summarized in:

  • Directors or senior technicians of human resources in the management staff of the companies, directly responsible for the policies of management and administration of human resources.
  • Liberal professionals experts in legal-labor advice, in the organization of work and production, as well as in the representation of collective and professional interests both in the private sphere and in public administration.
  • Experts in the field of labor policies promoted by the public administration as responsible for local, regional, national socio-labor policies.
  • Consultants and / or social and labor auditors.
  • Professionals specialized in facing the challenges and opportunities involved in the processes of productive restructuring, changes in the structure of markets, European integration and the contributions of new approaches in the world of work and the organization of employment.
  • Professionals with the ability to insert themselves in multidisciplinary teams, in the field of advice, consulting or companies.
  • Secondary and higher education, university and non-university.

As can be observed, the two professional profiles oriented to the management and management / administration of human resources defined from Psychology and from the Labor Sciences include some functions and complementary contents. In particular, and on the one hand, the Master's Degree in Human Resources Development and Management will focus on the development of competencies focused on person-job adjustment, team work and quality of working life, including, therefore, areas of intervention such as, among others, the selection, training and evaluation of the staff. In this sense, it is oriented towards the development of a professional profile of Human Resources Management. On the other hand, the Master's Degree in Personnel Management is aimed at developing a professional profile of Human Resources Directors, as well as Consultants and Auditors, which includes a more holistic training on the Organizational phenomenon.

In short, the specific training of Graduates in Psychology and of the Graduates in Labor Relations in this field of work is necessary, since it constitutes a recognized and requested professional exit, both from professional institutions and from society. Likewise, the knowledge that this Title can bring to other professionals is relevant for their performance, since the intervention in the human resources departments of different organizations requires the teamwork of professionals who provide different theoretical and methodological perspectives.

The demand for this type of training has been verified in the editions of other Master's degrees taught at the Universidad de La Laguna . In the 2005-06 and 2007-08 academic years, two editions of the Master's Degree in Human Resources were conducted, directed by the Social Psychology Department of the Department of Cognitive, Social and Organizational Psychology, and which both times had a high number from students.

In the national territory, at least seven university master's degrees are currently taught, aimed at the specialization of professionals in the field of Human Resources Management. The summary of titles is shown in Table 5.

Table 5. List of Spanish university master's degrees oriented to Human Resources Management.


  1. Master's Degree in Human Resources Management
  2. Master's Degree in Work, Organizational and Human Resources Management Psychology
  3. Master's Degree in Management and Development of Human Resources
  4. Master's Degree in Management and Human Resources Management
  5. Master's Degree in Management and Human Resources Management
  6. Master's Degree in Psychology of Work, Organizations and Human Resources
  7. Master's Degree in Management of Human Resources in Organizations


  1. Autonomous University of Madrid
  2. Complutense University of Madrid
  3. Sevilla University
  4. University of Murcia
  5. University of Valencia
  6. Jaime I University - Castellón
  7. Autonomous University of Barcelona

ECTS credits:

  1. 90
  2. 60
  3. 60
  4. 60
  5. 120
  6. 60
  7. 60

Access profile:

  1. Bachelor's degree or equivalent in Psychology, as well as other formations of the same level linked to organizational analysis from the perspectives of the social sciences (Economics, Law, Sociology, etc.).
  2. Official title of degree or equivalent in Psychology, Labor Relations, and other university studies related to the area of ​​social sciences.
  3. Official degree or equivalent in Psychology, Business Administration and Management, Law, Labor Sciences, Labor Relations, Business Sciences, preferably.
  4. Official title of degree or equivalent in Labor Sciences, Administration of Business Administration, Economics, Psychology, Law, Sociology and related careers, preferably.
  5. Official degree or equivalent in Psychology or related areas.
  6. Official degree or equivalent in Psychology, Business Administration and Management, Labor Sciences, Law, Economics, Marketing, Sociology, Tourism, Pedagogy or Psychopedagogy, preferably.
  7. Official title of degree or equivalent in Psychology, Law, Economics, Sociology, Labor Sciences, Labor and Business Relations, preferably.

At the international level, significant references of specialization can be found in the field. Table 6 lists some of the most internationally recognized master's degrees in the field of Human Resources Management.

Table 6. Listing of top-rated international master's degrees, aimed at Human Resources Management.

North America:

  • Stanford University - MBA Human Resources
  • HEC Montreal - MSc in Gestion des Ressources Humaines
  • McGill University - Degree Program: Organizational Behavior and Human Resources Management concentration
  • Northwestern University - MBA Human Resources Management
  • Cornell University - MBA - Leadership
  • Queen's University - MSc in Management - Organizational Behavior


  • ESCP Europe Paris - MSc Management des homes et des organisations
  • LSE - London School of Economics and Political Science - MSc International Employment Relations and Human Resource Management
  • Università Bocconi - University Master in Organizzazione e Personale
  • Erasmus University Rotterdam - MSc in Business Administration Human Resource Management
  • University of Manchester - MSc Human Resource Management and Comparative Industrial Relations
  • ESADE Business School - MSc in Innovation and Entrepreneurship

Considering these data, the educational and social need of this Title is clear, since it is demanded both by the students of the Universidad de La Laguna and by the institutions that have defined the linked professional profiles.

Admission profile

Considering these guidelines, the following income profile is established.

To be able to enroll in the Title the students must be in possession of a university degree. In accordance with the provisions of article 16 of Royal Decree 1393/2007, it will be understood that those who hold an official Spanish university degree or another issued by a higher education institution of the European Higher Education Area who qualify the country issuing the title for access to master's degrees, as well as those whose degree is issued in countries outside the EHEA, but has been approved by the Spanish State.

Likewise, to access this master's degree, an accreditation of a B1 level of English will also be an essential requirement.


  • G1 - Apply the scientific methodology rigorously to the Development, Management and / or Human Resources Management.
  • G2 - Develop research of psychosocial and applied character necessary in the Development, Management and / or Human Resources Management.
  • G3 - Carry out interventions in the field of Human Resources from a psychosocial perspective, in accordance with professional and legal deontological guidelines, respecting diversity, multiculturalism and equality among people.
  • G4 - Manage resources and teamwork.
  • G5 - Formulate judgments and develop actions based on the data available in the development, management and direction of human resources.


  • ES1 - Develop interventions in the field of Human Resources.
  • ES2 - Develop strategies that encourage the participation of the recipients of the plans and application projects in Human Resources.
  • ES3 - Manage strategic planning tools appropriate to each decision making context.
  • ES4 - Dynamize groups and work teams.
  • ES5 - Apply psychosocial strategies and techniques for the promotion of health and quality of life in the workplace.
  • ES6 - Understand the relationship between psychosocial processes and the dynamics of labor relations, and be able to design their intervention taking into account this relationship.
  • ES7 - Understand the external and internal context of organizations, and be able to analyze, evaluate and interpret them.
  • ES8 - Act according to the legal framework that regulates labor relations in the Spanish and European geographical scope.
  • ES9 - Apply different evaluation techniques and social and labor audit
  • ES10 - Manage information and legal documentation, as well as data and indicators related to the development, management and / or management of human resources in Public Administrations.

Orientation and mentoring

The systems of support and guidance for students enrolled in this Title are summarized in the following aspects:

  1. Initial informative session: at the beginning of the course an inaugural and informative session will be held by the teaching team of the Master. Details of the operation of the Faculty will be explained (computer rooms, bibliographic search and library loan, study rooms, etc.) and general orientations will be given on the curriculum and other academic matters (eg, rules of permanence , evaluations, calls, etc.).

    In this session, the Master's Guide will be given to the students.

  2. Preparation of the Master's Guide: this document will include information about the Faculty (library, teaching classrooms and seminars, computer rooms, etc.) and the departments and teachers responsible for the subjects of the Title (offices, tutorials of the teaching staff, teaching programs, etc.), teaching organization of the Master (schedules, academic calendars, etc.) and regulations and applicable academic regulations. The guide can be submitted in paper or digital format.
  3. Use of collaborative virtual environments: to facilitate communication and coordination with students, a virtual environment will be established through the Moodle platform that manages the Virtual Teaching Unit of the Universidad de La Laguna .

In addition to these specific resources of the Title, students have the Information and Guidance Service of the ULL, as well as the Internal Quality Assurance System of the Faculty of Psychology, which, among other actions, must develop review and improvement processes of the training programs.

External practices

  • Presentation and pre-assignment to the internship camps.
  • Initial sessions of information and training in the different fields of practice.
  • Visit to the organizations where the internships will take place.
    • Make contact, presentation and interview to the candidate for practices.
  • Negotiation and formalization with the organization of the activities and practices to be carried out.
    • Negotiating with the external tutor to agree the practice tasks to be developed.
    • Establishment of the calendar and schedule of practices.

Preparation and development of the internship activity.

    • The students in practices must be integrated in the daily activity of the Human Resources department or that one, that in his defect, realizes the functions of the same one.
    • The activities to be developed by the students may require individual or team work, but there should always be collaboration with other professionals in the organization, as well as a link with the external tutor.

Personalized tutoring with the academic tutor.

    • The students will have the support of the academic tutor in the development of the internship activities.
    • The tutor will promote the reflection and analysis of the internship activities.
    • The tutor will guarantee compliance with the agreements established with the organization.

Preparation and presentation of the final report.

Master's thesis

The Final Master's Project (TFM) is developed in two different formats: researcher or professionalist linked to external practices. Both types of work should be summarized in a report that will adjust the criteria of scientific, technical and professional communication collected by the American Psychology Association (APA).

The TFM-researcher must have the scientific research structure, which means that it must follow the established standards within the framework of the reference discipline used to develop said work. The development process of the TFM-researcher includes the following aspects:

Determination and definition of the problem

  • Sources of problems. Establish in an express way the type of research to be carried out. Extract sources of problems from the theories themselves, from daily life, from professional practice or from the evidence provided by existing research. It is always necessary to have the supervision and approval of the tutor.
  • Choice of the problem Choose a problem that is relevant and that it is possible to investigate with the available means (it is very important to identify realistically the temporal, economic and resource limitations). The TFM-researcher seeks research training, being relevant to reproduce the complete sequence of an investigation in a reasonable and practical way.
  • Define the problem Delimit an operational definition so that it is resolvable.
  • Document review. Carrying out an exhaustive review of the information that already exists on the problem is essential. For this it is necessary to use electronic databases. The searches will be carried out from the descriptors or specific topics of the research work

Objectives, hypothesis and design of the research

  • Determine the objectives of the work. The objectives must be specific
  • Hypothesis. The hypotheses are reasonable assumptions that give an answer to the problem. They must be precise and capable of verification.
  • Design. The design is the set of research tasks that the researcher expects to perform, once the problem is defined, once he knows his objectives and has hypotheses about how the elements he will measure or test will behave.

Realization of the investigation.

The empirical work to verify the hypothesis, under the established design is what is identified as research itself. All information relevant to the method (participants, design and procedure, and instruments used) must be explicitly included. In addition, the following sections should be included: Analysis of data and results (whether qualitative and / or quantitative), Discussion (section where it is necessary to review the results in relation to previous empirical evidence and the theoretical models associated with the same) and Conclusions and future development lines.

On the other hand, the TFM-profesionalizador has its starting point in the activities developed in the field of External Practices of the degree. That is, the TFM-professionalist will be developed specifically associated with the content of the External Practices, although the tutor, together with the student, will freely determine the degree of relationship and specificity of both academic activities. In terms of the report, the TFM -profesionalizador will mean 80% of it and will follow a summary of the Practice Report that must not exceed 20% of the content extension of the total report. Specifically, in the report of the TFM-professionalizer, it will be necessary to: 1) Define with clarity the problem of intervention that is faced and that will constitute the motive of the TFM. 2) Develop the intervention project. It supposes: 2.1) contextualize the intervention in its concrete scenario, 2.2) Define the problems that must be addressed and justify why and how they will be addressed in the project to be carried out. 2.3) Identify elements such as the resources you will have, the theoretical elements you need, the population and the context in which you are going to intervene. 3) Execute the intervention. The degree of implementation will depend on the adjustment of the project to preexisting intervention lines. In any case, the TFM-professionalist must include some type of data collection and development of the intervention at least as a pilot study.

Professional outings

Study human resources training to recruit, select and organize the human teams that form a company. For this reason it allows to occupy positions of responsibility in technical areas and directives in departments or human resources consultants (HR).

Program taught in:
  • Spanish

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