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HUMAN RESOURCE MANAGEMENT
As organizations today continuously strive to keep abreast of their rapidly changing business environments they are coming to understand that human resource management (HRM) must assume an increasingly important role within their operations and planning.
This course will attempt to take a broad view on Human Resources while introducing the current theories that inform the discipline. It will introduce the student to current HRM concepts, skills, and practices and will detail both hands-on HR applications, and high level strategic thinking within the field.

The role of HR strategy in underpinning organisational viability and its potential to contribute to competitive advantage. The importance of contextual factors in shaping HR strategy. HR strategy, SMEs and entrepreneurial growth. Typologies of HR systems and
their links to performance outcomes.

Goals of the Course
This course examines the role of
HRM in business viability and relative performance. Human resource strategy is an essential part of any credible understanding of business strategy and not some kind of dubious appendage to it. When competently handled, HRM helps the firm to operate cost
effectively in the industries in which it competes and legitimately in the societies in which it is embedded.
The course considers the potential of HRM to enhance organisational flexibility and help create competitive advantage. It examines HRM in dynamic and complex contexts and discusses practical ways of improving strategic HR planning in firms.

Learning Outcomes
By the end of this course it is expected that the student will be able to:
1.Demonstrate an advanced understanding of the goals of human resource management (HRM), and apply this understanding in practical situations;
2.demonstrate an advanced understanding of the role of both contextual factors and
general principles in strategic HRM, and apply this understanding in practical
situations;
3.demonstrate an advanced understanding of the chain of links between management
intentions in HRM and organisational outcomes, and apply this understanding in
practical situations; and
4.operate as a ‘strategic partner’ helping their organisation to analyse its external
environment and internal capabilities and develop a strategic HR plan to enhance its long-run performance.
5.Develop the knowledge, skills and concepts needed to resolve actual human resource management problems or issues.
6.Manage the employment relationship, which is a shared responsibility between employers, management, human resources specialists, and employees.
7.Identify the human resources needs of an organization or department.
8. Conduct a job analysis and produce a job description from the job analysis.
9. Evaluate the procedures and practices used for recruiting and selecting suitable employees.
10.Assess training requirements and design a successful orientation and training program.
11.Discuss workplace health and safety programs and the roles of the employer and the employee in enforcing health and safety policies and procedures.
12. Explain the responsibilities of management, HRM specialists, managers, and employees in managing the employment relationship in a unionized or a non-unionized environment.

Content Outline
Course Introduction
What are the goals of HRM?
Strategy and the process of strategic management
Strategic HRM: best fit or best practice
Strategic HRM and sustained competitive advantage
Work systems and the changing economics of production
Linking HR systems to organisational performance
HR strategy and industry dynamics
Strategic HR planning
Matching HR Needs and People
Developing People
Compensation and Recognition
Recruitment and Selection
Developing a Healthy Work Environment and Effective Employee Relations

Course Curriculum

What are the goals of HRM?
Strategy and the process of strategic management
Strategic HRM: best fit or best practice
Work systems and the changing economics of production
Linking HR systems to organisational performance
Strategic HR planning
Matching HR Needs and People
Compensation and Recognition
Recruitment and Selection
Developing Creativity in the workplace
Performance measurement and management
Attitudes and behaviour at work
Safety, stress and health at work
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