Human Resource Management: A Practitioner’s Approach (Intensive Full-Time)

Modules:
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
Module 8 - Advanced Financial Accounting
Module 9 - Training Needs Analysis: Determining Training Needs
Module 10 - Key Success Factors (KSFs): Strategic Operational Survival Imperatives
Module 11 - Strategic Planning, Business Planning and Budgeting for Organisational
Effectiveness
Module 12 - Current and Recurrent Issues in Human Resource Management (HRM)

Limited Contents:

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

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 Workers: 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

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

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

Organisation Management: An Introduction

• Fundamentals of Organisational Analysis
• Introduction to Formal Organisations
• Definition; Objectives – Social and Business
• Tasks
• Division of Work/Labour
• Delegation
• Responsibility
• Accountability
• Authority
• Power;
• Roles
• Informal Organisations
• Case Study Analysis
• 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

Advanced Financial Accounting

• The Accounting Environment
• The Uses and Purpose of Accounting
• Users of Accounting and Financial Information
• Various Groups of Stakeholders: Internal and External Users
• Accounting Language and Terminology
• Cash vs. Profit, Accruals and Monetary Concepts
• Profit and Profitability
• Accounting Reports and Statements
• Statement 1: The Balance Sheet – The Financial Position
• The Structure of the Balance Sheet
• What Does The Balance Sheet Tell Us About The Company?
• Limitations of the Conventional Balance Sheet
• Statement 2: The Profit and Loss Account (Income Statement) – Financial Performance
• What Is Profit?
• The Structure of the Profit and Loss Account
• What Does The Profit And Loss Account Tell Us About The Company?
• The Links between the Profit and Loss Account and Balance Sheet

Training Needs Analysis: Determining Training Needs

• Contextualising Training Needs Analysis
• Organisational Development in Context;
• Training an Macro Organisational Development;
• Training an Micro Organisational Development;
• Rationale for Training Needs Analysis (TNA);
• Training Needs as Gaps in
• Organisational Training Needs Analysis;
• Subsystem Training Needs Analysis;
• Individual Training Needs Analysis;
• Approaches to Training Needs Analysis;
• Methods of Training Needs Analysis

Key Success Factors (KSFs)

• Introducing Organisational Success Factors
• Defining Success Factors
• Definition of Success Factors
• Popular Success Factor
• A Model of Success Factors
• Strategy as a Fundamental Success Factor
• Concentrating Your Resources – An Ancient Concept
• Strategy vs. Strategic Planning
• The Fundamentals of Strategic Planning
• Importance of The Defining Element
• Clarifying Core Values
• Creating a Challenging Mission
• Setting a Few Key Goals
• Developing a Strategy for Each New Goal
• The Living Systems Perspective
• The Importance of Abundant Communication
• The Significance of Learning
• Importance of Effective Communication
• Significance of Learning: Individual and Organisational Learning
• Adapting to The Changing Environment
• Interrelationships with Other Success Factors

Strategic Planning, Business Planning and Budgeting for Organisational Effectiveness

• Key Issues in Planning
• Planning, Defined
• Requirements of Planning
• Planning Characteristics
• Informal Plans
• Purpose of Planning
• Planning Misconceptions
• Planning Variations:
• According to Breath or Coverage
• According to Time Frame
• According to Specificity
• According to Frequency
• Planning Contingency
• Steps in Planning
• Planning and Organisational Control
• Planning in Operations Management
• Planning as the Link-Pin in Organisational Management
• Organising
• Directing
• Co-ordinating
• Controlling

Current and Recurrent Issues in Human Resource Management (HRM)

• The Strategic Significance of Employee Resourcing & Approaches to Employee Resourcing
• The Role of Employee Resourcing In Contributing To Corporate Strategies and Goals
• The Role of Internal and Stakeholders in the Employee Resourcing Process
• Managing the Potentially Conflicting Concerns of Stakeholders in Employee Resourcing
• Dealing With Stakeholders’ Values and Expectations
• Traditional Approaches to Employee Resourcing
• Emergent and Contingency Approaches To Employee Resourcing
• The Role of Employee Resourcing In Business and Subsystem Strategy
• The Role of Employee Resourcing In the Development of Organisational Strategy
• Organisational Strategy and Employee Resourcing Strategy Compatibility