HRM, Strategy and Corporate Social Responsibility
- The meaning of human resource management
- Business and corporate strategies
- Stakeholders and corporate responsibility
High-Commitment HRM Policy and Practice
- An outline of high-commitment HR policies and practices
- Bundles of human resource practices
- Is high-commitment HRM universally applicable?
Aligning HRM with Organisational Goals
- Contingency theory and best fit
- ‘Best fit’ HRM
- Limitations of best-fit / contingency models
- Resource-based view of HRM and the ‘architecture’
- Applying RBV and architecture models to HRM
HRM, Strategy and Corporate Social Responsibility The meaning of human resource management Business and corporate strategies Stakeholders and corporate responsibility High-Commitment HRM Policy and Practice An outline of high-commitment HR policies and practices Bundles of...
The Role of the HR function in Changing Times
- The development of HR as a specialist function
- Analysing the role of the HR function
- New forms of delivery: outsourcing, shared service centres and E-HRM
- Assessing the contribution of the HR function
Line Managers, Leadership and HRM
- Increasing the line management responsibility for HRM
- Problems with devolving HRM to line managers
- Developing line managers to provide effective HRM
Resourcing and Talent Management
- Human resource planning, turnover and retention
- Talent management
- Defining jobs and creating person specifications
- Recruitment methods
- Differing paradigms of selection
- Performance management systems
- Induction and employee socialisation
- Performance review
- Reinforcing performance standards
Learning and Knowledge Development
- The process of learning
- The training cycle
- A review of some contemporary L&D interventions
- Managing knowledge
Employee Involvement and Participation: Creating Engagement and Voice in the Workplace
- The meaning of employee involvement and participation
- From direct EIP to employee engagement
- Representative participation
- The links between informal and formal EIP
- Embedding EIP at work
- Reward management in context
- Types of payment scheme
- Job evaluation
- Equal value considerations
- Non-pay benefits as part of the package
The Role of the HR function in Changing Times The development of HR as a specialist function Analysing the role of the HR function New forms of delivery: outsourcing, shared service centres and E-HRM Assessing the contribution of the HR function Line Managers, Leadership and...
- HR managers and executives
- Heads of HR functions
- HR business partners and advisors
- HR professionals and practitioners
- Senior HR officers and assistants who wish to understand and contribute to the development and implementation of HRM within their organisations.
- Small-business owners and managers responsible for the people function within their organisations.
Upon completion of this course, you will be able to understand:
- The multiple meanings of HRM, the relationship between strategy and HRM, and the value of seeing strategy in terms of multiple stakeholders.
- The principal theoretical frameworks used in HRM – the universalist high-commitment paradigm, the contingency best-fit approach and the resource-based view of the firm.
- The distinctive roles played by HR professionals and line managers, as well as the alternative forms of HR service delivery through external consultants and shared service operations.
- The concept of leadership – whether it is different from management or not.
- All components of HRM.
- A range of contemporary issues, such as talent management, recent views on knowledge development, the push for employee engagement, and multiple ways in which employees can be rewarded at work.
Target audience HR managers and executives Heads of HR functions HR business partners and advisors HR professionals and practitioners Senior HR officers and assistants who wish to understand and contribute to the development and implementation of HRM within their organisations. Small-business owners and...