FUNDAMENTALS OF HUMAN RESOURCE MANAGEMENT
HIGHER DIPLOMA IN HR MANAGEMENT (KNEC)
FULL SYLLABUS PROGRAMME
MUCHEL’LE TOM PATRICK
TABLE OF CONTENTS
NATURE AND ROLE OF THE HR DEPARTMENT.
THE ROLE OF THE HR PRACTITIONER
1. SERVICE PROVISION
HR PRACTITIONER ROLE
EVOLUTION OF HUMAN RESOURCES MANAGEMENT.
ETHICS AND PROFESSIONAL CONDUCT IN HRM
STRATEGIC HUMAN RESOURCE MANAGEMENT
The changes taking place in technology, demographics, markets, consumers and their preferences and in economies have a significant impact on an organization. Organizations are susceptible to the external environment and make strategic moves to respond to the environmental changes.
THE MEANING OF STRATEGIC HRM
HR Strategies. (To give competitive advantage through innovation)
23 Other Examples of Change Strategies
Back to the Basics
HUMAN RESOURCE OBJECTIVES & POLICIES.
ESTABLISHMENT AND RESPONSIBILITIES OF HRM DEPARTMENT:
THE ORGANISATION & STRUCTURE OF THE HR DEPARTMENT
EVALUATING THE PERFORMANCE OF THE HUMAN RESOURCE FUNCTION IN ORGANISATIONS.
51 ORGANISATIONAL STRUCTURE AND EFFECTIVENESS
These divide the organisation along lines of skills that are needed within the business. They usually include marketing, sales, Research and development, production, operations, and so on. This involves structuring the organization into separate divisions, each concerned with its own activity - manufacturing, selling, etc A division is a collection of functions working together to produce a product. Divisions create smaller, manageable parts of a firm. Divisions develop a business-level strategy to compete. A division has marketing, finance, and other functions. Functional managers report to divisional managers who then report to corporate management.
60 1.Strategy. An organisation’s structure should facilitate the achievement of goals. Structure should follow strategy. Strategy-structure framework focuses on: Innovation, cost minimization and imitation
63 JOB DESIGN
Job design concerns itself with wages, salary, benefits and the employees perception of fairness, how interesting and challenging the job is perceived to be, availability of opportunities for advancement, support and caring for the employees and relationship with co-workers
68 BASIC TERMS
TIME MANAGEMENT SKILLS
TOTAL QUALITY MANAGEMENT
MANAGEMENT OF CHANGE
FUNDAMENTALS OF HUMAN RESOURCE MANAGEMENT.
1. Process Of Management
2. Evolution Of Management
3. Strategic Human Resource Management
4. HRM Objectives And Policies
5. Establishment And Responsibilities Of The Hr Department
6. HRM As A Profession
7. Evaluating Performance Of The HRM Function
8. The Changing Role, Emerging Issues and Challenges of HRM. 9. Organisation Structure
10. Job Design
11. Method Improvement
12. Work Measurement
13. Achieving Organisational Effectiveness
Armstrong M and Long P., The Reality of Strategic Human Resource Management. (London, Institute of Personnel Management). Armstrong M., Human Resource Management Practice. (London, Kogan Page Ltd) Byars L. L., and Rue L. W: Human Resource Management. (Boston M.A. Irwin McGraw-Hill) Cole G. A. Personnel and Human Resource Management. (London, Continuum,) Flippo Edwin; Personnel Management. (Boston M.A. Irwin McGraw-Hill) Graham, H. T. and Bennett R: Human Resource Management. (London: Pitman Publishing Company). Heneman, Schwab, Fossum, Dyer: Personnel/Human Resource Management. (Boston, Richard D. Irwin Inc) Kandula R. Srinivas: Strategic Human Resource Development. (New...
Please join StudyMode to read the full document