Human Resource Management: A Comprehensive View

Module Title:

Module 1 - Dynamics of Organisational Change Management
Module 2 - Trainer Training: Training for Trainers
Module 3 - Motivating Workers: Intrinsic and Extrinsic Rewards
Module 4 - Employee Resourcing: Recruitment and Selection
Module 5 - Diversity Management: A Value-Added Inclusion
Module 6 - Organisation Management: An Introduction
Module 7 - Managing Individual Performance

Course Contents Concepts and Issues:

Dynamics of Organisational Change Management

Organisational Development

• What is Organisational Development (OD)?
• OD and Organisational Effectiveness:
• Differing Perspectives
• Micro-OD
• Macro-OD
• OD Interventions
• Determining OD Success

Organisational Change Management

• Change and Its Inevitability
• Anticipating the Need for Change
• Resistance to Change
• Latent and Manifest
• Change Management and Human Resources Implications
• Pertinent Factors Associated With Change Implementation
• Approaches to Change: Their Merits and Demerits
• The Big Bang Approach
• The Incremental Approach
• Strategies for Effecting Change
• Influence Change Strategies: When They Should Be Used Or Avoided.
• Control Change Strategies: When They Should Be Used Or Avoided.
• Communicating Organisational Change (Organisational change)
• Communication Media:
• Mass or Personalised Communication?
• Mode and Channels of Communication
• Getting the Message Right
• Timing of Communication
• Who Should Communicate What, When?
• Use of Groups in Change Process
• Managing Latent and Manifest Resistance to Change
• Effective, Overall, Change Leadership
• Leading Change Implementation
• Selecting the Appropriate Change Agent
• Internal or External
• Speed of Change
• Change Acceleration
• Averting Organisational (Organizational) and Individual Casualties
• Confidence
• Change Tolerance and Individual Stress Levels
• Managing the External Environment
• Improving Perception and Instilling
• Stakeholders, Generally
• Shareholders and Funding Agents
• Customers and Clients
• Potential Customers and Clients
• Change Institutionalisation
• Returning To Normality

Trainer Training: Training the Trainers

• Learning Theory
• Learning and Memory
• Learning and Application
• Education Training and Development: A Distinction
• Conditions Conducive To Learning and Memory
• The Taxonomy of Educational Objectives
• The Value of Varied Learning Experiences
• Establishing Learning Objectives
• Determining the Content of Training Programmes
• Designing Delegate Activities, In Line With Established Objectives
• Effective Oral Presentations
• Designing Training Courses
• Designing Ice-Breaker and Closure Activities
• Creating an ‘Ideal’ Setting
• Designing Course Evaluation Questionnaires
• Equipping the Training Room ‘Within Budget’
• Learning Organisation: An Introduction
• Learning Organisation and Organisational Learning
• Training and Development Policy
• Training Needs Analysis
• Individual Training Needs Analysis
• Group Training Needs Analysis
• Corporate Training Needs Analysis
• Determining the Appropriateness of Training Interventions
• Aligning the Training Department within Existing Organisational Structure
• Aligning Training Strategy with Subsystem and Organisational Strategy
• Effective Training Commissioning
• Managing the Training Department
• Managing the Learning Environment
• Organisational Training and Training Organisation
• Contemporary Issues in Training and Development
• Training Interventions
• Formal Training Intervention
• Informal Training Intervention
• Tacit Learning
• Aptitude Treatment Intervention (ATI)
• The Role of the Internal Trainer
• Training and Organisational Policy and Strategy

Motivating Worker: Intrinsic and Extrinsic Rewards

• Directing or Leading
• The Concept of Motivation
• Theories of Motivation
• Content Theories and Some of Their Contributors
• Maslow’s Hierarchy of Needs
• Analysis of Maslow’s Claims
• Mcclelland's Studies
• Taylor: Money and Motivation
• Motivator-Hygiene Factor: Herzberg’s Contribution
• Process Theories
• Equity Theory
• Goal-Setting Theory
• Expectancy Theory
• Equitable Reward Systems
• Reinforcement Theories
• Reinforcement Theory
• Motivation and 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

Employee Resourcing: Recruitment and Selection

• 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
• Job Design
• Types of Job Design
• Mechanistic Job Design
• Biological Job Design
• Motivational Job Design.\
• Perceptual Job Design
• 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)
• Non-Conventional Personnel Selection
• The Value of Staff Induction
• Organising an Induction Programme
• Running an Induction Programme
• Short Listing Candidates
• Conducting Selection Interviews
• The Value of and Problems of E-Recruitment
• The Different Types and Levels of E-Recruitment
• Conducting Periodic Interviews
• Conducting Exit Interviews

Diversity Management: A Value-Added Inclusion

• The Concepts of Equal Opportunities and Diversity Management
• Equal Opportunities in Employment and the British Legislation
• Exploring Workforce Diversity
• Cultural Diversity, Generally
• Gender Diversity
• Racial Diversity
• Ethnic Diversity
• Age Diversity
• Perceptual and Mental Diversity
• Physical Diversity
• Sexuality Diversity
• Sentience as a Basis for Racial, Ethnic and Gender Discrimination
• Racial, Ethnic and Gender Discrimination: The Social Identity Perspective
• Gender and Sex Discrimination
• Age Discrimination (Ageism and Reverse Ageism)
• Disability Discrimination
• Racial Discrimination
• Discrimination as Social Identity
• Understanding and Dealing with Sentience
• The Effectiveness of the British Legislation in Protecting the Rights of the Disadvantaged Groups
• Gender Disparity in Organisations: An Analysis of the Status of Women in the Workplace
• Diversity Mismanagement and Its Consequence for Organisational Survival: Some Case Examples
• Beyond Equal Opportunities: Towards Diversity Management.
• Diversity Management and Effective Human Resource Utilization
• Constitution of Committees and Task Forces
• Gate Keeping: Avoiding ‘Resonation’
• Utilizing Marketing Intelligence
• Activities Necessary for an Effective Management of Organisational Diversity: Managing Organisational Culture
• Ensuring Human Resource Management System Is Bias Free
• Managing Diversity through Recruitment, Training, Education &
• Development
• Managing Diversity in Appraisal, Compensation and Benefits
• Promotion
• Creating a Higher Career Involvement of Women: Eliminating Dual Career Routes
• Managing Diversity through the Prevention of Subtle Sexual Harassment
• Managing Racial, Ethnic and Gender Diversity through the Elimination of the Opportunities for Discrimination That Are Created By the ‘Complaints System’
• Reducing Work-Family Conflict
• Promoting Heterogeneity in Race, Ethnicity, Nationality
• Being Mindful of the Effect of Homogeneity on Cohesiveness and Groupthink
• Effective Diversity Management and Organisational Success
• Some Effective Diversity Initiatives
• Mummy Tracks
• Granny Crèche
• Employment of Older People
• Example of Organizations with Diversity-Enhanced Environments:
• Wall Street Journal
• Lockheed Martin Aeronautics Company
• Clairol
• Quaker Oats
• IBM
• Ciba-Geigy
• Pacific Telesis
• Mercedes Benz
• Levi Strauss
• Managing Cultural Differences: Promoting An Understanding Of Sensitivity Towards Differences Existing Among Workers, e.g. in:
• Culture
• Gender
• Ethnicity
• Race
• Sexuality
• Age
• Disability
• Taking Advantage of the Opportunities Which Diversity Provides
• Organisational Diversity and the Issue of ‘Sentience’
• Relationship Management
• Diversity Management, Workforce Flexibility and Flexible Working Practices
• Developing, Monitoring and Enforcing Equal Opportunities and Diversity Policies
• The Adaptation of a Leadership Style That Is Conducive To an Effective Diversity Management System

Organisation Management: An Introduction

Fundamentals of Management: An Introduction

• The Functions of Management
• The Management Process: Its Universality
• Planning: The Basis for the Emanation of Subsequent Functions
• The Different Types and Levels of Planning
• Planning As Objective Establishment
• Planning As a Procedural Issue
• Organising Process, People and Subsystems
• Fundamental Issues in Designing Organisations
• Management Implications for Tall and Flat Structures
• An Introduction to Basic Organisational Forms:
• Simple Structure
• Functional Structure
• Divisional Structure
• Matrix Structure
• Organisational Design as a Function of Organisational Dynamics
• Important Considerations in Organisational Design
• Designing For Effective Product/Service Management
• Designing For Communication Effectiveness
• Designing For Effective Client/Customer Focus
• Importance of Vertical and Horizontal Relationships
• Directing or Leading
• Directing or Leading? : A Question of Leadership Styles and Administrative Strategies
• Directing or Leading? : Managerial Control vs. Worker Autonomy
• The Relationship between Leadership and Worker Motivation
• Co-ordinating - Mintzberg’s Bases of Co-Ordination
• Mutual Adjustment
• Direct Supervision
• Output
• Standardisation of Input
• Standardisation of Work Process
• Managing Organisations in a Stable Environment
• Managing Organisations in an Unstable Environment
• Increased Leisure Time
• Enhanced Job Satisfaction
• Reduced Stress
• More Opportunity to Switch Off After Hours
• More Room for Forward Planning & Long-Term Solutions
• Higher Creativity
• Time Management Tips for Managers
• Reducing Time Spent On Meetings
• Meeting Management
• The Trading Game Scenario

Delegating for organisational Effectiveness

• What is Delegation?
• Advantages of Delegation to Delegates
• What Might Be Delegated?
• Benefits of Delegation to Delegates
• Prerequisites for Effective Delegation
• Support Necessary during Task Performance
• Importance of Communication in Delegation
• Importance of Power and Authority in Delegation
• Problems of Ineffective Delegation

Managing Individual Performance

Human Resource and Performance Management

• 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
• Working From Corporate Mission and Strategy,
• Performance Targets
• Tactical Performance Targets
• Operational Performance Targets
• Linking Performance Management with Operational Processes and Systems
• Initiate Appropriate Reward Systems
• Individual Development Plans
• Performance and Reward Cycle

Staff Performance Appraisal

• Performance Appraisal: A Definition
• Objectives of Performance Appraisal
• Why Some Managers Are Afraid To Appraise
• Performance and the Halo Effect
• Performance Appraisal and the Thorny Effect
• Organisational Benefits and Performance Appraisal
• Individual Benefits of Performance Appraisal
• Subsystem Benefits of Performance Appraisal
• The Appraisal Cycle
• Systematising Performance Appraisal
• Some Problems with Performance Appraisal
• Punitive Aspects of Performance Appraisal
• Some Popular Appraisal Systems
• Graphic Rating Scales
• Ranking
• Paired Comparison
• Self Appraisal
• Critical Incident
• Management by Objectives (MBO)
• 360 Degree Appraisal
• The Appraisal Setting

Reward Management: Developing an Effective and Equitable Career Structure

• Employee Reward: A Definition
• Defining Reward Management
• The Basis of Reward Management
• Reward Management Strategies: Provide Support for Corporate Values
• Reward Management Derived From Business Strategy and Goals
• Reward Management and Its Links to Organisational Performance
• Reward Management and the Driving Force for Individual Behaviour
• Reward Management and Its Relationship to Leadership Styles
• Reward Management and Competition
• Reward Management and the Attraction to High Calibre Personnel
• Encouraging Positive and Effective Organisational Culture
• Culture and Organisational Values
• Level and Type of Motivation Customer or Clients, Product or Service,
• Degree of Learning That Is Encouraged and General Identity
• Remuneration Systems:
• Factors Affecting Remuneration Systems:
• Government’ Reduced or Increased Spending
• Increased or Decreased Labour Force Availability
• Increased Demand for Quality
• Organization’s Expansion, Contraction or Diversification Plans
• Increased Competition
• Remuneration Packages, Including Salary and Welfare Benefits and Payments
• Pay or Remuneration Structures
• Pay Structures, Purpose, Criteria and Types
• Performance Related Pay (PRP)