A. Human Resource Management(HRM)
•Managing People
Table of Contents
•Human resource management defined
•Human resource system
•Models of HRM
•Aims of HRM
•Policy goals of HRM
•Characteristics of HRM
•Reservations about HRM
•HRM and personnel management
•How HR impacts on organizational performance
•HRM in context
B. HUMAN CAPITAL MANAGEMENT(HCM)
Table of Contents
•Human capital management defined
•Human capital management and human resource management
•The concept of human capital
•Human capital management: practice and strategy
•Human capital measurement
•Human capital reporting
Role of the HR Function
•The overall role of the HR function
•The role of HR in facilitating and managing change
•Variations in the practice of HR
•Organizing the HR function
•Marketing the HR function
•Preparing, justifying and protecting the HR budget
•Outsourcing HR work
•Shared HR services
•Using management consultants
•Evaluating the HR function
•The role of the HR practitioner The basic roles
•Models of the practitioners of HR
•Gaining support and commitment
•Ethical considerations
•Professionalism in HRM
•Ambiguities in the role of HR practitioners
•Conflict in the HR contribution
•The competencies required by HR professionals
Role of the Front-line Manager
•The basic role
•The line manager and people management
•The respective roles of HR and line management
•The line manager’s role in implementing HR policies
•How to improve front-line managers as people managers
International HRM
•International HRM defined
•Issues in international HRM
•International organizational models
•Convergence and divergence
•Cultural diversity
•Think globally and act locally
•International HR policies
•Managing expatriates
C. HUMAN RESOURCE MANAGEMENT PROCESSES
Strategic HRM
•The concept of strategy
•Strategic HRM defined
•Aims of strategic HRM
•Approaches to strategic HRM
•Implementing strategic HRM
HR Strategies
•HR strategies defined
•Purpose
•The distinction between strategic HRM and HR strategies
•Types of HR strategies
•Criteria for an effective HR strategy
Developing and Implementing HR Strategies
•Propositions about the development process
•Levels of strategic decision-making
•Strategic options and choices
•Approaches to HR strategy development
•Methodology for strategy development
•Conducting a strategic review
•Setting out the strategy
•Implementing HR strategies
HRM Policies
•What human resource policies are
•Why have HR policies
•Do policies need to be formalized? 1
•HR policy areas
•Formulating HR policies
•Implementing HR policies
Competency-based HRM
•Types of competencies
•Competency frameworks
•Reasons for using competencies
•Coverage of competencies
•Use of competencies
•Developing a competency framework
•Defining technical competencies
•Keys to success in using competencies
•Emotional intelligence
Knowledge Management
•Knowledge management defined
•The concept of knowledge
•The purpose and significance of knowledge management
•Approaches to knowledge management
•Knowledge management systems
•Knowledge management issues
•The contribution of HR to knowledge management
•Analysing roles, competencies and skills Role analysis
•Competency analysis
•Skills analysis
D. WORK AND EMPLOYMENT
•The nature of work
•What is work?
•Theories about work
•Organizational factors affecting work
•Changing patterns of work
•Unemployment
• Attitudes to work
Job-related well-being
How organizations function
•Basic considerations
•Organization theories
•Organization structure
•Types of organization
•Organizational processes
Organizational culture
•Definitions
•The significance of culture
•How organizational culture develops
•The diversity of culture
•The components of culture
•Classifying organizational culture
•Assessing organizational culture
•Measuring organizational climate
•Appropriate cultures
•Supporting and changing cultures
E. ORGANIZATION, DESIGN AND DEVELOPMENT
Organization Design
•The process of org
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