The Management of Human Resource (Kuala Lumpur)

Course Contents, Concepts and Issues:

• The Development of HRM
• Personnel and HRM: A Distinction
• The Advent of Welfare Management
• The Role of Rowntree in Industrial Welfare Development
• Welfare Workers and Recruitment and Selection
• The Development of Professional Personnel and Human Resource Management
• Concerns of Personnel Management:
• Recruitment and Selection
• Workers' Welfare and Benefits
• Industrial Relations
• Staff Appraisal
• Training
• The Strategic Significance of Human Resource Management
• Concerns of Human Resource Management
• Workforce Management Strategy: e.g., Workforce Flexibility
• Flexible Working Strategy
• The Rationale for Human Resource Planning (HRP)
• The Link between HRP and Corporate Planning
• The Investigation and Forecasting Processes
• Understanding Contextual Influences Designing, Implementing and Reviewing the Effectiveness of HRP
• The Role of Employee Resourcing in Contributing to Corporate Strategies and Goals
• The Role of Internal and Stakeholders in the Employee Resourcing Process
• Managing the Potentially Conflicting Concerns of Stakeholders in Employee Resourcing
• Dealing With Stakeholders' Values and Expectations
  Traditional Approaches to Employee Resourcing
• Emergent and Contingency Approaches To Employee Resourcing
• The Role Of Employee Resourcing In Business and Subsystem Strategy
• The Role of Employee Resourcing In The Development of Organisational Strategy
• Organisational Strategy and Employee Resourcing Strategy Compatibility
• Alternative Patterns of Work and The Increase In The Non Standard Contracts:
• The Different Forms of Worker Flexibility
• Elements of Workforce Flexibility
• Numerical Flexibility
• Functional Flexibility
• Temporal Flexibility
• Financial Flexibility
• Geographical Flexibility
• Hard and Soft HRM
• The Flexibility Debate
• The Concept of the ‘Flexible Firm’
• The Strategic Use of Flexible Workers
• Flexibility Strategies for Economic Development