Fundamentals of Human Resource Management

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FUNDAMENTALS OF HUMAN RESOURCE MANAGEMENT

HIGHER DIPLOMA IN HR MANAGEMENT (KNEC)

FULL SYLLABUS PROGRAMME

PREPARED BY:
MUCHEL’LE TOM PATRICK

TABLE OF CONTENTS

READING LIST3
NATURE AND ROLE OF THE HR DEPARTMENT.4
THE ROLE OF THE HR PRACTITIONER11
1. SERVICE PROVISION11
2. GUIDANCE11
3. ADVICE11
HR PRACTITIONER ROLE11
EVOLUTION OF HUMAN RESOURCES MANAGEMENT.15
ETHICS AND PROFESSIONAL CONDUCT IN HRM15
STRATEGIC HUMAN RESOURCE MANAGEMENT19
TOPIC OBJECTIVES19
INTRODUCTION.19
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.19 Definition20

Other Definitions20
THE MEANING OF STRATEGIC HRM20
HR STRATEGIES21
HR Strategies. (To give competitive advantage through innovation)23 Other Examples of Change Strategies25
Summary25
Back to the Basics27
HUMAN RESOURCE OBJECTIVES & POLICIES.28
ESTABLISHMENT AND RESPONSIBILITIES OF HRM DEPARTMENT: 41
THE ORGANISATION & STRUCTURE OF THE HR DEPARTMENT45
Supervisory Responsibilities49
EVALUATING THE PERFORMANCE OF THE HUMAN RESOURCE FUNCTION IN ORGANISATIONS.51 ORGANISATIONAL STRUCTURE AND EFFECTIVENESS58
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 imitation63 JOB DESIGN68

INTRODUCTION68
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-workers68 BASIC TERMS69

METHOD IMPROVEMENT78
WORK MEASUREMENT85
ORGANISATIONAL EFFECTIVENESS.90
TIME MANAGEMENT SKILLS91
MOTIVATION95
TOTAL QUALITY MANAGEMENT 99
MANAGEMENT OF CHANGE105
FUNDAMENTALS OF HUMAN RESOURCE MANAGEMENT.

COURSE OUTLINE.
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

READING LIST

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...
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