Human Resource Management: A Practitioner â„¢s Approach (Full-Time)

Post Graduate Diploma

In Hong Kong (Hong Kong), Durban (South Africa), Dubai (United Arab Emirates) and 7 other venues

₹ 4,729,068.20 VAT not incl.

*Indicative price

Original amount in GBP:

£ 45,000

Description

  • Duration

    3 Months

Suitable for: This course is designed for: HR Professionals. HR Managers. HR Specialists. Non-HR Professionals who are responsible for HR activities. Supervisors. Team Leaders. Senior, Middle, and Junior Managers. Consultants. Owner Managers

Facilities

Location

Start date

Amsterdam (Netherlands)
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Damrak 1-5, 1012

Start date

On request
Bangkok (Thailand)
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South Sathon Road, 10120

Start date

On request
City of London (England)
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Kendal Street

Start date

On request
Dubai (United Arab Emirates)
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Coral Deira Hotel, Muraqabat Street, Deria, Dubai, 82999,, 82999

Start date

On request
Durban (South Africa)
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Walnut Road, 40001

Start date

On request
Hong Kong (Hong Kong)
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Start date

On request
Kuala Lumpur (Malaysia)
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Jalan Ampang Hilir, 68

Start date

On request
Manama (Bahrain)
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Salman Highway

Start date

On request
Milano (Italy)
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Via Washington, 66 Milan, 20146

Start date

On request
Paris 01 Louvre (France)
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Start date

On request
See all (10)

About this course

Degree or Work Experience

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Course programme

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

Human Resource Management: A Practitioner â„¢s Approach (Full-Time)

₹ 4,729,068.20 VAT not incl.

*Indicative price

Original amount in GBP:

£ 45,000