Human resources are an invaluable asset directly contributing to the success and continuous progress of any organization. However, managing such human resources requires a great deal of knowledge, skills and expertise.
This program provides the necessary knowledge and skills needed by a Human Resources Manager that can, among others, enhance performance of employees through training, incentives, proper work environment and fringe benefits. The program covers many topics including measuring performance, selecting employees, job analysis, managing quality and productivity, remuneration, labor law, and information systems.
Chapter 1: Human resource management: theories, models, policies
• What is HR management
• Why are HR policies, programs and plans so important
• How do HR policies, programs and plans work
• The difference between academic study and the practice of HR management
Chapter 2: Recruitment and selection
• The importance of recruitment and selection
• Is there an ideal, or ‘one best way’ approach to final selection?
Chapter 3: Training and development
• Definitions of training and development
• Why is training and development important?
• Considerations in the design of training programs. What are the major stages
• involved in designing a training program?
• Implementing training
• Learning methods
• Barriers to learning
• Learning theories
• Vocational education
Chapter 4: Individual performance: attitudes and behavior
• What is performance?
• Conceptualization of performance
• Task and contextual performance
• Organizational citizenship behavior as contextual performance
• Consequences of OCB
• Antecedents of OCB
• Social exchange constructs
Chapter 5: Psychological contracts
• Definitions of psychological contracts
• Social exchange theory
• With whom does an employee have a contract?
• Categorizing employer relationships with employees
• Types of contracts
• How are transactional and relational contracts related?
• Measurement of psychological contract
• The key features of the psychological contract
• Creation and management of the psychological contract
• Development of contract breach and violation
• Consequences of the psychological contract breach
• Human resource practices and psychological contracts
• Are psychological contracts changing?
Chapter 6: Reward systems and motivation
• Selecting a pay scheme
• Pay schemes in operation
• Reward outcomes
• Principal–agent theory
• Motivation theory
• Process theories – how are people motivated?
• Pay, attitudes and behaviors
Chapter 7: Performance management
• Selecting an approach
• Design features
Chapter 8: Job design and redesign
• Taylorism and scientific management
• Job enlargement
• Herzberg and job enrichment
• Hack man and Oldham’s job characteristics model
• Team working
• Management teams
Chapter 9: Employee involvement and participation
• Definitions and classifications
• Approaches to employee involvement and participation
• Employee participation: objectives and patterns at the micro and macro levels
• Changing patterns of employee involvement and participation
• Employee involvement and participation in practice
• Impact and outcomes
Chapter 10: Organizational justice
• Different conceptualizations of justice
• Procedural justice
• Why does procedural justice matter?
• Outcomes of justice
• Procedural justice applied to motivation
• Organizational justice and HR practices
• Organizational justice and performance appraisal
Chapter 11: Diversity and equal opportunities
• What is the current position of women in the labor market?
• How can we explain the disadvantaged position faced by women?
• Equal opportunities policies
• The business argument for equal treatment
• The role of the government in promoting equality of opportunity
• The role of trade unions
Chapter 12: Labor economics
• The standard economic theory explaining the firm’s demand for labor
• Refinements to the standard theory
• Internal labor markets
• The HR implications of ILMs
Chapter 13: HR strategies and high performance work systems
• Human resource strategies
• What is an HR strategy
• Is there one best HR strategy?
• High performance work practices or high commitment practices
• Possible contingencies
• The changing context of HR decisions
• The growing importance of HR strategies
• Greater HR flexibility and the implication for HR strategy
Chapter 14: Change Management: Change And How To Deal With
• Understanding of the impact of change
• Supporting and preparing for impending changes
• Managing others through changes in your workplace
• Getting buy-in; dealing with resistance
• Avoiding the 'tyranny of positivity'
• Managing your organisation through difficult changes
• Becoming an 'agent for change'
• Building and maintaining good working relationships
• Getting more creative with change solutions
• Gaining increased confidence and motivation
Who should attend ?
This course has been designed for all HR professionals interested in
improving HR performance. It is an essential course for HR department
heads, HR generalists and specialists in resourcing, compensation
and benefits, payroll, training, personnel, HR, talent management and
employee services. Organisational development specialists will also
benefit from attending this course.