Human Resource Management: A Comprehensive View (Durban)

HRODC Postgraduate Training Institute
Em Durban, South Africa (South Africa)


Informação importante

  • Curso
  • Durban, south africa (South Africa)
  • Duração:
    35 Days
  • Quando:
    à escolha

Limited Objectives: By the conclusion of the specified learning and development activities, delegates will be able to: Define Organisational Development (OD). Determine how OD leads to Organisational Effectiveness. Discuss the Differing Perspectives in OD. Distinguish Micro-OD from Macro-OD. Explain OD Interventions. Determine OD Success.
Suitable for: This course is designed for: Human Resource Professionals. Human Resource Managers. Human Resource Specialists. Supervisors. Experienced managers who are new to the HR field. Other mid-level managers pursuing a career change or promotion. Business Consultants. MBA Students

Informação importante

Requisitos: Degree or Work Experience


Instalações e datas

Início Localização
à escolha
à escolha
Durban, South Africa
Walnut Road, 40001, Johannesburg, South Africa
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O que se aprende nesse curso?

Organisational Change
Managing Diversity
Equal Opportunities
Learning and Development
Resource Management
Performance Appraisal
Recruitment and Selection
Diversity Management
Communication Training
IT Development
IT Management
Education Development


Module Title:

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

Course Contents Concepts and Issues:

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 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 Worker: 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

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
  • The Effectiveness of the British Legislation in Protecting the Rights of the Disadvantaged Groups
  • Gender Disparity in Organisations: An Analysis of the Status of Women in the Workplace
  • Diversity Mismanagement and Its Consequence for Organisational Survival: Some Case Examples
  • Beyond Equal Opportunities: Towards Diversity Management.
  • Diversity Management and Effective Human Resource Utilization
  • Constitution of Committees and Task Forces
  • Gate Keeping: Avoiding ‘Resonation’
  • Utilizing Marketing Intelligence
  • Activities Necessary for an Effective Management of Organisational Diversity: Managing Organisational Culture
  • Ensuring Human Resource Management System Is Bias Free
  • Managing Diversity through Recruitment, Training, Education &
  • Development
  • Managing Diversity in Appraisal, Compensation and Benefits
  • Promotion
  • Creating a Higher Career Involvement of Women: Eliminating Dual Career Routes
  • Managing Diversity through the Prevention of Subtle Sexual Harassment
  • Managing Racial, Ethnic and Gender Diversity through the Elimination of the Opportunities for Discrimination That Are Created By the ‘Complaints System’
  • Reducing Work-Family Conflict
  • Promoting Heterogeneity in Race, Ethnicity, Nationality
  • Being Mindful of the Effect of Homogeneity on Cohesiveness and Groupthink
  • Effective Diversity Management and Organisational Success
  • Some Effective Diversity Initiatives
  • Mummy Tracks
  • Granny Crèche
  • Employment of Older People
  • Example of Organizations with Diversity-Enhanced Environments:
  • Wall Street Journal
  • Lockheed Martin Aeronautics Company
  • Clairol
  • Quaker Oats
  • IBM
  • Ciba-Geigy
  • Pacific Telesis
  • Mercedes Benz
  • Levi Strauss
  • Managing Cultural Differences: Promoting An Understanding Of Sensitivity Towards Differences Existing Among Workers, e.g. in:
  • Culture
  • Gender
  • Ethnicity
  • Race
  • Sexuality
  • Age
  • Disability
  • Taking Advantage of the Opportunities Which Diversity Provides
  • Organisational Diversity and the Issue of ‘Sentience’
  • Relationship Management
  • Diversity Management, Workforce Flexibility and Flexible Working Practices
  • Developing, Monitoring and Enforcing Equal Opportunities and Diversity Policies
  • The Adaptation of a Leadership Style That Is Conducive To an Effective Diversity Management System

Organisation Management: An Introduction

Fundamentals of Management: An Introduction

  • The Functions of Management
  • The Management Process: Its Universality
  • Planning: The Basis for the Emanation of Subsequent Functions
  • The Different Types and Levels of Planning
  • Planning As Objective Establishment
  • Planning As a Procedural Issue
  • Organising Process, People and Subsystems
  • Fundamental Issues in Designing Organisations
  • Management Implications for Tall and Flat Structures
  • An Introduction to Basic Organisational Forms:
  • Simple Structure
  • Functional Structure
  • Divisional Structure
  • Matrix Structure
  • Organisational Design as a Function of Organisational Dynamics
  • Important Considerations in Organisational Design
  • Designing For Effective Product/Service Management
  • Designing For Communication Effectiveness
  • Designing For Effective Client/Customer Focus
  • Importance of Vertical and Horizontal Relationships
  • Directing or Leading
  • Directing or Leading? : A Question of Leadership Styles and Administrative Strategies
  • Directing or Leading? : Managerial Control vs. Worker Autonomy
  • The Relationship between Leadership and Worker Motivation
  • Co-ordinating - Mintzberg’s Bases of Co-Ordination
  • Mutual Adjustment
  • Direct Supervision
  • Output
  • Standardisation of Input
  • Standardisation of Work Process
  • Managing Organisations in a Stable Environment
  • Managing Organisations in an Unstable Environment
  • Increased Leisure Time
  • Enhanced Job Satisfaction
  • Reduced Stress
  • More Opportunity to Switch Off After Hours
  • More Room for Forward Planning & Long-Term Solutions
  • Higher Creativity
  • Time Management Tips for Managers
  • Reducing Time Spent On Meetings
  • Meeting Management
  • The Trading Game Scenario

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

Staff Performance Appraisal

  • Performance Appraisal: A Definition
  • Objectives of Performance Appraisal
  • Why Some Managers Are Afraid To Appraise
  • Performance and the Halo Effect
  • Performance Appraisal and the Thorny Effect
  • Organisational Benefits and Performance Appraisal
  • Individual Benefits of Performance Appraisal
  • Subsystem Benefits of Performance Appraisal
  • The Appraisal Cycle
  • Systematising Performance Appraisal
  • Some Problems with Performance Appraisal
  • Punitive Aspects of Performance Appraisal
  • Some Popular Appraisal Systems
  • Graphic Rating Scales
  • Ranking
  • Paired Comparison
  • Self Appraisal
  • Critical Incident
  • Management by Objectives (MBO)
  • 360 Degree Appraisal
  • The Appraisal Setting

Reward Management: Developing an Effective and Equitable Career Structure

  • Employee Reward: A Definition
  • Defining Reward Management
  • The Basis of Reward Management
  • Reward Management Strategies: Provide Support for Corporate Values
  • Reward Management Derived From Business Strategy and Goals
  • Reward Management and Its Links to Organisational Performance
  • Reward Management and the Driving Force for Individual Behaviour
  • Reward Management and Its Relationship to Leadership Styles
  • Reward Management and Competition
  • Reward Management and the Attraction to High Calibre Personnel
  • Encouraging Positive and Effective Organisational Culture
  • Culture and Organisational Values
  • Level and Type of Motivation Customer or Clients, Product or Service,
  • Degree of Learning That Is Encouraged and General Identity
  • Remuneration Systems:
  • Factors Affecting Remuneration Systems:
  • Government’ Reduced or Increased Spending
  • Increased or Decreased Labour Force Availability
  • Increased Demand for Quality
  • Organization’s Expansion, Contraction or Diversification Plans
  • Increased Competition
  • Remuneration Packages, Including Salary and Welfare Benefits and Payments
  • Pay or Remuneration Structures
  • Pay Structures, Purpose, Criteria and Types
  • Performance Related Pay (PRP)