Jos is a qualitative researcher who focuses on experiences of work including identity and flexibility.

She has published research on psychological contracts and employee engagement and has contributed to a number of consultancy projects including employee engagement for Welsh Government and Employee involvement and participation for ACAS Wales.

Jocelyn is a chartered member of the CIPD and is a Fellow of the Higher Education Academy.


  1. Butler, C., Doherty, A., Finniear, J., Hill, S., Finniear, J. Alone in the back office: the isolation of those who care to support public services Work, Employment & Society
  2. Harvey, G., Finniear, J., Greedharry, M. Women in aviation: A study of insecurity Research in Transportation Business & Management
  3. Butler, C., Finniear, J., Marie Doherty, A., Hill, S. Exploring identity: a figurative character image-elicitation approach Qualitative Research in Organizations and Management: An International Journal 9 2 151 168
  4. Butler, C., Finniear, J., Hill, S. How do we do public service? The socio-psychological status of public servants Public Money & Management 31 6 395 402
  5. Morgan, A., Finniear, J. Migrant workers and the changing psychological contract Journal of European Industrial Training 33 4 305 322


  • MN-2013 Organisational Behaviour

    This module focuses on the organisational contexts from which behaviour emerges, the impact of internal and external forces on behaviour, and analyses the behavioural effects of management practices. Its aim is to develop a critical understanding of the activities and interactions of people within organizations and the difference between management rhetoric and organisational reality. To achieve this aim, the module critically evaluates key concepts, theories, and research related to understanding the individual within organisations. In doing so, this module considers the relevance of theory and research for management practice through close readings of how people behave within organisational contexts.

  • MN-2508 Human Resource Management

    The course examines the management of human resources in organizations. In-depth analysis is conducted of the managerial role of human resource management (HRM) in all types of organizations. It delves into the functional areas of HRM and their integration into corporate strategy. In this regard, it focuses on how to acquire, develop, maintain and utilize human resources to enhance corporate effectiveness and to achieve competitive advantage. An integrated case oriented approach is used to study the formulation and implementation of human resources policies in organizations to achieve organizational goals and to satisfy employee needs.

  • MN-M050 Foundations of Management

    This module introduces learners to the key tools that a manager should possess within their arsenal in order to actively contribute to an organisation, enable effective decision making within global market dynamics, monitor and report on its performance, and capitalise on its greatest assets ¿ its people, by understanding, nurturing, listening to and fostering their development. The module will explore the principles of financial planning and control and reporting of results in accordance with IFRS, to then move to the analysis of financial statements and the key financial ratios for performance management, monitoring and strategic decision making, including company valuations and business development considerations. The basic economics concepts will be introduced; supply an demand, markets structure and dynamics, pricing and currency, to enable the evaluation of strategic options to achieve competitive advantage within a global marketplace. The Management of Human resources and the organisational behaviour theories and key concepts will be introduced and critically evaluated, to understand the individual and their relationship within organisations and to substantiate the claim of sustained competitive advantage that the implementation of HRM within firms can bring. Key functions of HRM will be introduced and considerations specific to international organisations will be made.


  • Talent Management Practices in the Ghana Health Sector.«br /»«br /»«br /»«br /»«br /»«br /»«br /»«br /»«br /»«br /»«br /»«br /»«br /»«br /»«br /»«br /»«br /»«br /»«br /»«br /»«br /» «br /»«br /»«br /»«br /»«br /»«br /»«br /»«br /»«br /»«br /»«br /»«br /»«br /»«br /»«br /»«br /»«br /»«br /»«br /»«br /»«br /» (Thesis title is appropriate as it is, there is no need for review) (current)

    Other supervisor: Prof Yaw Debrah
  • The impact of Nationally Significant Infrastructure Projects on community, worker and environmental wellbeing: Hinkley Point C, nuclear power station. (current)

    Other supervisor: Dr Paul White
  • The Role of Performance Management for Teachers in Saudi Ministry of Education (current)

    Other supervisor: Prof Yaw Debrah
  • The nature of employment within Heritage Hotels is still appropriate at this stage, although the findings are great detail of how employees experience working in these environments. (current)

    Other supervisor: Dr Paul White
  • 'Performance Management in Healthcare Organisations: A Zambian Case Study' (awarded 2017)

    Other supervisor: Prof Nicholas Rich