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The Management of Human Resource (Kuala Lumpur)
Course
In Central London ()
Description
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Type
Course
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Duration
5 Days
Limited Objectives: By the conclusion of the established learning activities. delegate will be able to: Demonstrate understanding of distinction between personal management and human resource management. Indicate the significant aspects in development of human resource management and personal management. Demonstrate an appreciation of important of welfare in the development of personal management and human resource management. Suitable for: This course is designed for: HR Professionals. HR Managers. HR Specialists. Supervisors. Non-HR Professionals who are responsible for HR activities. Team Leaders. Senior, Middle and Junior Managers. Consultants. Owner Managers. Others
About this course
Degree or Work Experience
Reviews
Subjects
- Management
- Personnel
- IT
- HRM
- Resource Management
- IT Development
- IT Management
Course programme
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
The Management of Human Resource (Kuala Lumpur)