Human Resource Management (HRM): A Practitioner's Approach-Selected Modules-(Diploma-Postgraduate

HRODC Postgraduate Training Institute
In Al Farwānīyah (Kuwait)

£ 16,000 - (Rs 13,04,528)
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Important information

  • Training
  • Al farwānīyah (Kuwait)
  • Duration:
    20 Days
  • When:

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

Important information

Where and when

Starts Location
Al Farwānīyah
al-Kuwait, Kuwait
See map

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



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

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