Human Resource Management: a Practitioner’s Approach

HRODC Postgraduate Training Institute
En Central London (Inglaterra), Algiers, Algeria (Argelia), Caracas, Venezuela (Venezuela) y 3 sedes más

£ 16.000 - ($ 328.109)

Información importante

  • Curso
  • En 6 sedes
  • Duración:
    20 Days
  • Cuándo:
    A definir

Limited Objectives: By the conclusion of the specified learning and development activities, delegates will be able. to: Define Organisational Development (OD). Be conversant with the theories of learning and memory crucial to the development and implementation of training programmes. Demonstrate an understanding of the concept of motives and their value in. organisational and subsystem effectiveness. Exhibit an understanding of the desirability of a limited turnover of staff.
Suitable for: This course is designed for: Human Resource Professionals, Human Resource Managers, Human Resource Specialists, Executives, Directors, Managers who need current, specialized knowledge, Supervisors, Experienced managers who are new to the HR field, MBA students, Entrepreneurs who want to learn about human resource management. Small business owners who do not have in-house professional Human Resour

Información importante

Requisitos: Degree or Work Experience


Dónde se enseña y en qué fechas

inicio Ubicación
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Algiers, Algeria
Pins Maritimes, 16000, Algeria, Argelia
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Caracas, Venezuela
Avenue Casanova, 1050, Miranda, Venezuela
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Central London
Carburton Street, W1W 5EE, London, Inglaterra
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Dublin, Ireland
Upper Merion Street, Dublin, Irlanda
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Kuala Lumpur, Malaysia
Jalan Ampang Hilir, 68, Malaysia, Malasia
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122a Bhylls Lane, WV3 8DZ, West Midlands, Inglaterra
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¿Qué aprendés en este curso?

Change Management
Organisational Change
Learning and Development
Resource Management
Recruitment and Selection
Communication Training
IT Development
IT Management
Motivation techniques
Trainer Training



Module 1 - Dynamics of Organisational Change Management
Module 2 - Traininer Training: Training for Trainers
Module 3 - Motivating Workers: Intrinsic and Extrinsic Rewards
Module 4 - Employee Resourcing: Recruitment and Selection

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.
  • 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
  • Confidence
  • Change Tolerance and Individual Stress Levels
  • Managing the External Environment
  • Improving Perception and Instilling
  • Stakeholders, Generally
  • Shareholders and Funding Agents
  • Customers and Clients
  • Potential Customers and Clients
  • Change Institutionalisation
  • Returning To Normality

Trainer Training: Training the Trainer

  • 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
  • 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

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
  • 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

Información adicional

Human Resource Management: a Practitioner’s Approach – Selected Modules - Leading to Diploma-Postgraduate, Accumulating to Postgraduate Diploma, Progressing to MA, MBA, MSc, Incorporating Organisational Development, Organisational Change Management, the Value of Varied Learning Experiences, Training Needs Analysis (TNA), the Concept of Motivation, Human Resource Forecast (London)