Our MA Human Resource Management (MA HRM) Seminar is a broad-based management course, featuring salient Organisational Behaviour and Human Resource Issues. While this course is a complete programme, leading to Postgraduate Diploma in Human Resource Management (PG Dip-HRM) and the Master of Arts in Human Resource Management (MA HRM), it is possible for individuals to subscribe to individual modules. These can be accumulated towards the Postgraduate Diploma HRM and MA HRM.It incorporates the following courses:
Dynamics of Organisational Change Management
Trainer Training: Training for Trainers
Motivating Workers: Intrinsic and Extrinsic Rewards
Employee Resourcing: Recruitment and Selection
Diversity Management: A Value-Added Inclusion
Organisation Management: An Introduction
Managing Individual Performance
Advanced Financial Accounting
Training Needs Analysis: Determining Training Needs
Key Success Factors (KSFs): Strategic Operational Survival Imperatives
Strategic Planning, Business Planning and Budgeting for Organisational Effectiveness
Current and Recurrent Issues in Human Resource Management (HRM)
What is Organisational Development (OD)?
OD and Organisational Effectiveness:
Determining OD Success
Change and Its Inevitability.
Anticipating The Need For Change.
Resistance To Change:
Latent & Manifest.
Change Management And Human Resources Implications.
Pertinent Factors Associated With Change Implementation.
Approaches To Change:
Their Merits & Demerits.
The Big Bang Approach.
The Incremental Approach.
Strategies For Effecting Change.
Influence Change Strategies:
When They Should Be Used Or Avoided.
Control Change Strategies:
When They Should Be Used Or Avoided.
Communicating Organisational Change. (Organisational change).
Mass or Personalised Communication?
Mode and Channels of Communication.
Getting The Message Right.
Timing of Communication.
Who Should Communicate What, When?
Use of Groups In Change Process.
Managing latent and manifest resistance to change.
Effective, overall, change leadership.
Leading change implementation.
Selecting the Appropriate Change Agent
Internal or External.
Speed of Change.
Averting Organisational (organizational) and Individual casualties.
Change Tolerance and Individual Stress Levels.
Managing the External Environment:
Improving Perception and Instilling
Shareholders and Funding Agents.
Customers and Clients.
Potential Customers and Clients.
Returning To Normality.
Learning And Memory.
Conditions Conducive To Learning And Memory.
The Taxonomy Of Educational Objectives.
Establishing Learning Objectives.
Value Of Varied Learning Experiences.
Determining The Content Of Training Programmes.
Designing Delegate Activities, In Line With Established Objectives.
Effective Oral Presentations.
Designing Training Courses.
Designing Ice-Breaker And Closure Activities.
Creating An ‘Ideal’ Setting.
Designing Course Evaluation Questionnaires.
Directing Or Leading.
The Concept of Motivation.
Theories of Motivation.
Content Theories & Some of Their Contributors.
Maslow’s Hierarchy of Needs.
Analysis of Maslow’s Claims.
Taylor: Money & Motivation.
Motivator-Hygiene Factor: Hertzberg’s Contribution.
Equitable Reward Systems.
Motivation & Contingency Theory.
Designing An Effective Motivation Strategy.
The collectivist Vs the individualist perspective of motivation.
Common trends in Motivation theories.
Intrinsic and extrinsic values of motivation.
Motivation and worker behaviour.
The extent to which salary or wages inducement motivate workers.
Performance Related Pay (PRP).
The contingency approach to motivation.
Social differentiation in motivation.
Culture differentiation in motivation.
Wealth as a factor in motivation.
Class as an issue in Motivation.
Individual expectation and motivation.
Individual preferences as a motivating factor.