Human Resource Management HRM Selected HRM Modules from HRM A Practitioners Approach

Human Resources

Human Resource & Organisational Development Consultancy (HRODC) Postgraduate Training Institute
A. OBJECTIVES:
A. 1. Human Resource and Personnel Management
By the conclusion of the established learning activities, delegate will be able to:
- Demonstrate understanding of distinction between personnel management and human resource management.
- Indicate the significant aspects in development of human resource management and personnel management.
- Demonstrate an appreciation of important of welfare in the development of personnel management and human resource management.
- Relate the part played by Cadburys Rowntree in the development of personnel management and human resource management.
- Manage the strategic role.
- Illustrate the difference between the Hard approach to HRM and Soft approach to HRM.
A. 2. Human Resource Planning
By the conclusion of the established learning activities, delegate will be able to:
- Suggest the importance of human resource planning in organisation management.
- Illustrate the significance of effective human resource.
- Determine the links between corporate planning and human resource planning.
- Indicate how human resource planning can support business systems.
- Determine when there is a need to review an organization human resource plans.
- Determine the factors influencing human resource planning.
A. 3. Employee Resourcing: Recruitment and Selection (Introduction Only)
By the conclusion of the specific learning & development activities, delegates will be able to:
- Exhibit an understanding of the desirability of a limited turnover of staff.
- Demonstrate their ability to determine the type of commitment that motivates particular individuals to join an organisation.
- Have designed ways of stabilizing staff turnover/ high turnover.
- Be aware of how personnel demand forecast (PDF) is conducted.
- Demonstrate their ability to conduct a human resource audit.
- Be aware of the non-conventional selection methods.
- Be able to conduct periodic and exit interviews.
- Demonstrate their ability to conduct job analysis.
- Be able to design job description and personnel specification for particular roles.
- Be able to weight a candidate assessment form, on the basis of job description and personnel specification.
- Be able to use candidate assessment form in short listing and Interviews.
- Be able to conduct individual and panel interviews.
- Be capable of arriving at objective decisions in personnel Selection.
- Be able to analyse education, training and development programmes.
- Be able to design an effective induction package.
- Demonstrate an understanding of the legal bases of Employee Resourcing.
- Relate specific recruitment, selection, retention and exit issues to UK and European legislation.
- Cite Specific legislation and related cases relevant particular job design issues.
- Suggest the constraints that specific UK Protective Legislation place on the recruitment, selection and management of employees.
- Demonstrate their ability to lead a recruitment and Selection team.
- Be able to manage recruitment and selection within a a Resourcing contexta ™.
A. 4. Motivating Workers: Intrinsic and Extrinsic Rewards (Introduction Only)
By the conclusion of the specific learning & development activities, delegates will be able to:
- Demonstrate an understanding of the concept of motives and their value in organisational and subsystem effectiveness.
- Distinguish between the different sets of motivation theories, notably content, process and reinforcement.
- Demonstrate their ability to translate motivation theory into practice.
- Evaluate the appropriateness of the application of particular theoretical aspects of motivation to specific situations.
- Demonstrate their ability to formulate a comprehensive motivation strategy.
- Critically appraise existing motivation strategy within their organisations, identifying and addressing gaps.
- Formulate a workable motivation strategy.
- Follows the common trends in the popular motivation theories.
- Demonstrate their appreciation of the need for a variance in intrinsic and extrinsic values if motivation.
- Demonstrate how popular motivation theories have contributed to our understanding of worker behaviour.
- Locate performance related pay, productivity bonuses and other remuneration inducement within existing motivation theory.
- Illustrate how the contingency approach to motivation might be applied to different situations.
- Indicate the part that training and development play in worker motivation.
- Manage the process of motivation, taking account of socio cultural and economic differences.
- Manage the motivation process, taking account of the differences in preferences and expectation of workers.
- Apply the a equitya ™ theory to work situation from a a differentiation perspectivea ™, rather than and equality perspectivea ™.
- Demonstrate the need to balance the a individualista ™ and a collectivista ™ perspective to motivation.
B. CONTENTS AND CONCEPTS
B. 1. Human Resource and Personnel Management
The Development Of HRM. Personnel and HRM:
- A Distinction
- The advent of welfare management
- The role of Row tree in industrial welfare development
- Welfare workers and recruitment and selection
- The development of professional personnel and human resource management
- Concerns of personnel management:
- Recruitment and Selection
- Workersa ™ Welfare and Benefits
- Industrial Relations
- Staff Appraisal
- Training
- The strategic significance of human resource management
- Concerns of human resource management:
- Recruitment
- Selection
- Motivation
- Human Resource Planning
- Workforce Management Strategy
- E. g. Workforce Flexibility
- Flexible Working Strategy
B. 2. Human Resource Planning
- The rationale for human resource planning (HRP).
- The link between HRP and corporate planning.
- The investigation and forecasting processes-understanding contextual influences.
- Designing, implementing and reviewing the effectiveness of HRP.
B. 3. Employee Retention: An introduction to talent management
Career management: career theory, career development, management and succession planning:
- Management succession charts
- Psychometric testing
- The psychological contract and the impact on employee retention
B. 4. Human Resource and Performance Management
Assessing the nature and causes of performance problems:
- Managing poor performance
- Managing absence
- Dealing with harassment
- The effective management of retirement, redundancy, dismissal and voluntary turnover.
- Evaluating the mechanisms available for preventing or alleviating poor performance.
B. 5. Employee Resourcing: Recruitment and Selection (Introduction Only)
- Staff turnover and negative and positive impact on the organisation;
- Levels of Individual Commitment of potential and new recruits.
- Moral Commitment
- Remunerative Commitment
- Calculative Commitment
- Recruitment and Selection as a Resourcing activity
- Training, Education, Development as facilities for new recruits
- The importance of Human Resource Forecasts
- Methods of forecasting human Resource needs of the Organisation.
- Strategic Operational Reviewa ™ (SOR) as prerequisite for Human resource forecasting.
- The legal bases of Recruitment and Selection
- Importance of Human Resource Audit
- Conducting Human Resource Audit
- Periodic and Exit Interviews
- Systematic Recruitment and Selection Process
- Conducting Job Analysis
- Designing Job Description
- Designing Personnel Specification
- Market Targeting
- Designing and placing Advertisement
- Weighting and Using Candidate Assessment Form (CAF)
- Conducting Interviews
- Non-conventional Personnel Selection
- The value of Staff Induction
- Organising an induction programme
- Running an induction Programme
- Short-listing candidates
- Conducting Interviews
- The value of and problems of e-recruitment
- The different types and levels of e-recruitment
- Conducting periodic interviews
- Conducting exit interviews
- Job design and the law
B. 6. Motivating Workers: Intrinsic and Extrinsic Rewards (Introduction Only)
- Directing Or Leading
- The Concept of Motivation
- Theories of Motivation.
- Content Theories & Some of Their Contributors.
- Maslowa ™s Hierarchy of Needs.
- Analysis of Maslowa ™s Claims.
- McClelland's Studies.
- Taylor: Money & Motivation.
- Motivator-Hygiene Factor: Hertzberga ™s Contribution.
- Process Theory
- Equity Theory
- Goal-Setting Theory
- Expectancy Theory
- Equitable Reward Systems
- Reinforcement Theories
- Reinforcement Theory.
- Motivation & Contingency Theory
- Designing An Effective Motivation Strategy
- The collectivist Vs the individualist perspective of motivation
- Common trends in Motivation theories
- Intrinsic and extrinsic values of motivation
- Motivation and worker behaviour
- The extent to which salary or wages inducement motivate workers
- Performance Related Pay (PRP)
- Productivity Bonuses
- Efficiency Gains
- Profit Share
- The contingency approach to motivation
- Social differentiation in motivation
- Culture differentiation in motivation
- Wealth as a factor in motivation
- Class as an issue in Motivation.
- Individual expectation and motivation
- Individual preferences as a motivating factor
Related Software Programs or Products: None
Related Awards, Degrees or Certifications: Diploma-Postgraduate
Related Jobs or Careers: Business Professionals Strategic Management Consultants Owners and senior executives who see the need for more eff
This is primarily ilt training
on-line e-learning cbt (computer based)This is an online eLearning or CBT training program
on-line tutorialThis is an online tutorial
self directedThis is a self-directed course
instructor led trainingThis class may be available at a classroom in Wolverhampton, West Midlands,
Course Level:executive
Duration:20 days
Training Presented in:English
Master's Degree Program Provided by Human Resource & Organisational Development Consultancy (HRODC) Postgraduate Training Institute
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Human Resource Management HRM Selected HRM Modules from HRM A Practitioners Approach
CONTENTS AND CONCEPTS
1. Human Resource and Personnel Management
The Development Of HRM. Personnel and HRM:
- A Distinction
- The advent of welfare management
- The role of Row tree in industrial welfare development
- Welfare workers and recruitment and selection
- The development of professional personnel and human resource management
- Concerns of personnel management:
- Recruitment and Selection
- Workers Welfare and Benefits
- Industrial Relations
- Staff Appraisal
- Training
- The strategic significance of human resource management
- Concerns of human resource management:
- Recruitment
- Selection
- Motivation
- Human Resource Planning
- Workforce Management Strategy
- E. g. Workforce Flexibility
- Flexible Working Strategy
2. Human Resource Planning
- The rationale for human resource planning (HRP).
- The link between HRP and corporate planning.
- The investigation and forecasting processes-understanding contextual influences.
- Designing, implementing and reviewing the effectiveness of HRP.
3. Employee Retention: An introduction to talent management
Career management: career theory, career development, management and succession planning:
- Management succession charts
- Psychometric testing
- The psychological contract and the impact on employee retention
4. Human Resource and Performance Management
Assessing the nature and causes of performance problems:
- Managing poor performance
- Managing absence
- Dealing with harassment
- The effective management of retirement, redundancy, dismissal and voluntary turnover.
- Evaluating the mechanisms available for preventing or alleviating poor performance.
5. Employee Resourcing: Recruitment and Selection (Introduction Only)
- Staff turnover and negative and positive impact on the organisation;
- Levels of Individual Commitment of potential and new recruits.
- Moral Commitment
- Remunerative Commitment
- Calculative Commitment
- Recruitment and Selection as a Resourcing activity
- Training, Education, Development as facilities for new recruits
- The importance of Human Resource Forecasts
- Methods of forecasting human Resource needs of the Organisation.
- Strategic Operational Review (SOR) as prerequisite for Human resource forecasting.
- The legal bases of Recruitment and Selection
- Importance of Human Resource Audit
- Conducting Human Resource Audit
- Periodic and Exit Interviews
- Systematic Recruitment and Selection Process
- Conducting Job Analysis
- Designing Job Description
- Designing Personnel Specification
- Market Targeting
- Designing and placing Advertisement
- Weighting and Using Candidate Assessment Form (CAF)
- Conducting Interviews
- Non-conventional Personnel Selection
- The value of Staff Induction
- Organising an induction programme
- Running an induction Programme
- Short-listing candidates
- Conducting Interviews
- The value of and problems of e-recruitment
- The different types and levels of e-recruitment
- Conducting periodic interviews
- Conducting exit interviews
- Job design and the law
6. Motivating Workers: Intrinsic and Extrinsic Rewards (Introduction Only)
- Directing Or Leading
- The Concept of Motivation
- Theories of Motivation.
- Content Theories & Some of Their Contributors.
- Maslow s Hierarchy of Needs.
- Analysis of Maslow s Claims.
- McClelland's Studies.
- Taylor: Money & Motivation.
- Motivator-Hygiene Factor: Hertzberg s Contribution.
- Process Theory
About The Training Provider: Human Resource & Organisational Development Consultancy (HRODC) Postgraduate Training Institute
Human Resource & Organisational Development Consultancy (HRODC) Postgraduate Training Institute - HRODC Postgraduate Training Institute is a Graduate Institution Registered with the UK Register of Learning Providers (UKRLP), of the Department for Business, Innovation and Skills (BIS), formerly Department for Innovation, Universities and Skills (DIUS). Its Registration Number is: 10019585 and can be Verified at: It provides Intensive Full-Time Postgraduate Diploma Courses. 3 Months Intensive...
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