Employee Resourcing and Worker Motivation

HRODC Postgraduate Training Institute
In Central London (England), Caracas, Venezuela (Venezuela), Dublin, Ireland (Ireland) and 2 other venues

Higher than Rs 100000

Important information


Limited Objectives: By the conclusion of the specific learning activities delegates will: Exhibit an understanding of the desirability of a limited turnover of staff. Demonstrate their ability to determine the type of commitment that motivate 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.
Suitable for: HR Professionals. HR Managers. HR Consultants. Supervisors. Team Leaders. Business Owners. HR Lecturers

Important information

Requirements: Degree or Work Experience


Where and when

Starts Location
Caracas, Venezuela
Avenue Casanova, 1050, Miranda, Venezuela
See map
Central London
Carburton Street, W1W 5EE, London, England
See map
Dublin, Ireland
Upper Merion Street, Dublin, Ireland
See map
Kuala Lumpur, Malaysia
Jalan Ampang Hilir, 68, Malaysia, Malaysia
See map
122a Bhylls Lane, WV3 8DZ, West Midlands, England

What you'll learn on the course

Team Training
Recruitment and Selection
IT Development

Course programme

The short content of the course:

- 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
- 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: Herzberg's Contribution
- Process Theories
- 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

The objectives of the course:

- Exhibit an understanding of the desirability of a limited turnover of staff.
- Demonstrate their ability to determine the type of commitment that motivate 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 ‘resourcing context'.
- 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 ‘equity' theory to work situation from a ‘differentiation perspective', rather than an ‘equality perspective'.
- Demonstrate the need to balance the ‘individualist' and ‘collectivist' perspective to motivation

Additional information

Payment options: Payments need to be made two weeks prior to course start.