Key Information

  • Course Code: HR102
  • Duration: 2 weeks
  • Fee: £4095

Course outline

HRM, Strategy and Corporate Social Responsibility

  • 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?

Aligning HRM with Organisational Goals

  • Contingency theory and best fit
  • ‘Best fit’ HRM
  • Limitations of best-fit / contingency models
  • The resource-based view of HRM and the ‘architecture’
  • Applying RBV and architecture models to HRM

The Role of the HR function in Changing Times

  • The development of HR as a specialist function
  • Analysing the role of the HR function
  • New forms of delivery: outsourcing, shared service centers and E-HRM
  • Assessing the contribution of the HR function

Line Managers, Leadership and HRM

  • Increasing the line management responsibility for HRM
  • Problems with devolving HRM to line managers
  • Developing line managers to provide effective HRM
  • Leadership

Resourcing and Talent Management

  • Human resource planning, turnover, and retention
  • Talent management
  • Defining jobs and creating person specifications
  • Recruitment methods
  • Differing paradigms of selection

Performance Management

  • Performance management systems
  • Induction and employee socialization
  • Performance review
  • Reinforcing performance standards

Learning and Knowledge Development

  • The process of learning
  • The training cycle
  • A review of some contemporary L&D interventions
  • Managing knowledge

Employee Involvement and Participation: Creating Engagement and Voice in the Workplace

  • The meaning of employee involvement and participation
  • From direct EIP to employee engagement
  • Representative participation
  • The links between informal and formal EIP
  • Embedding EIP at work

Reward Management

  • Reward management in the context
  • Types of payment scheme
  • Job evaluation
  • Equal value considerations
  • Non-pay benefits as part of the package

Target audience

  • 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 organizations.
  • Small-business owners and managers responsible for the people function within their organizations.

Learning outcomes

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 the 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.
  • All components of HRM.
  • A range of contemporary issues, such as talent management, recent views on knowledge development, the push for employee engagement, and multiple ways in which employees can be rewarded at work.
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Last updated September 22, 2018
This course is Campus based
Start Date
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Oct 7, 2019
2 weeks
4,095 GBP
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