HRM Delivery and Relationship with Strategy
Course
In Hammersmith
Description
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Type
Course
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Level
Intermediate
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Location
Hammersmith
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Duration
1 Week
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.
Facilities
Location
Start date
Start date
About this course
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.
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All courses are up to date
The average rating is higher than 3.7
More than 50 reviews in the last 12 months
This centre has featured on Emagister for 5 years
Subjects
- Strategic Management
- Corporate Finance
- Leadership
- Corporate Social Responsibility
- Consulting
- Strategic Planning
- HRM
- Strategy Development
- HR Practices
- Business
- Corporate planning
Course programme
- 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?
- 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
- 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
- Increasing the line management responsibility for HRM
- Problems with devolving HRM to line managers
- Developing line managers to provide effective HRM
HRM Delivery and Relationship with Strategy