Human Resource Management (HRM): A Practitioner's Approach-Selected Modules - (Diploma-Postgraduate)
Training
In Paris 01 Louvre (France), Milano (Italy), Brussels (Belgium) and another venue.
*Indicative price
Original amount in GBP:
£ 20,000
Description
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Training
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Duration
20 Days
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Different dates available
Suitable for: Business Professionals. Strategic Management Consultants. Owners and senior executives who see the need for more effective strategic. management processes in their organisations. Strategic Planners. General Managers. HR Superintendents. Team Leaders. Decision Makers. Managers and supervisors who want to expand their strategic planning skills and. management perspective. Department Heads. HR Professionals. Vice Presidents and Directors of specialty functions within HR Directorate. Committee members with HR accountability. Administrators.
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Course programme
Contents of the 20-Day Human Resource Management: Selected HRM Modules from - Postgraduate Diploma
Human Resource Management (HRM): A Practitioner's Approach Course
Incorporating the following Modules:
Module # Module Title
001 Dynamics of Organisational Change Management
003 Trainer Training: Training for Trainers
004 Motivating Workers: Intrinsic and Extrinsic Rewards
005 Employee Resourcing: Recruitment and Selection
#001 - Dynamics of Organisational Change Management
Module Contents, Concepts and Issues
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
#003 - Trainer Training: Training the Trainers
Module Objectives
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
#004 - 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
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
#005 - 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
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
Human Resource Management (HRM): A Practitioner's Approach-Selected Modules - (Diploma-Postgraduate)
*Indicative price
Original amount in GBP:
£ 20,000