Human Resource Management Executive Development Program 1

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About this Program

Human resource management plays vital role in organizational development, therefore the executives in such important role should be thorough and acquire a balance knowledge and practical approach on the job.

This course is designed as an on-the-job training and retraining for human resource professionals and or equip aspiring persons. Learners will appreciate the depth and scope of the discussion, which we found extensive in its approach.

What will you Learn

  • Build your skill in people management

  • Develop a personal skill set for human resource management and lead your team

  • Lead strategic decision-making for resource development

  • Learn how to lead a change management process

AT A GLANCE

100% online

Start instantly and learn at your pace.

Flexible deadlines

Study on demand at your schedule.

Approx. 14 hours to complete

Suggested: 7 weeks of study, 75 minutes/week

Language

All courses are in English language.

Program Syllabus

Course 1

Strategic HRM

4.7

Human Resource Management (referred to as HRM throughout this course) is the management of a key resource in the organization – people.

Think for a moment about any organization. What resources are there in that organization? You might think of a variety of items: raw materials, computers, paper, buildings, machinery… There are also people.

Without people there is a limit to what the organization can achieve. The machines cannot operate without people to work them (even if they are automatic machines there needs to be a person who programmers them). The raw materials need to be turned into something that can be sold: this requires people. The computers need people to operate them.

People are key to the success of any organization.

In this module we are going to look at the management of people. We are going to start by thinking about the role of the HRM department. Not all organizations will have a dedicated HRM department. Some organizations will not have many people, and, hence, there is not enough work to do to justify having a department dedicated to people management. Larger organizations often do have an HRM department, and we will be thinking about what these departments do. We will look at the role of HRM, and how it has developed. We will think about an HRM strategy and what it might include, and we will look specifically at the resourcing process. We will then consider the HRM plan; what it includes and how it is put together, and then see how that plan is turned into reality.

We will also acknowledge that part of the role of an HRM department is to ensure compliance with standards. We will explore this through looking specifically at issues relating to dismissal and discrimination. Finally, we will think about the representation of employees within an organization, and how this inter-relates with the role of HRM.

Course 2

Effective Communication

4.7

During a typical day a manager is likely to encourage team members, tell them about a change in their future work or conditions, take part in a formal meeting, have an informal conversation at the water cooler or coffee machine, study a strategy planned by senior management, send e-mails to customers or suppliers, and search the Web.

All of those actions come under the general heading of communication. It’s an essential element in every manager’s work.

Because it’s so important, it is essential for managers to communicate effectively and efficiently. Think about it for a moment: when you send an e-mail does everyone understand it immediately, or do some people get back to you with queries? When you are attending a meeting, do you try hard to understand exactly what a speaker is saying or are you really focusing on the point you are trying to make?

This module begins by looking at communication in general, at the process of transmitting information from a sender to a receiver. We will look at the idea of ‘noise’: the factors that may reduce the effectiveness and accuracy of the transmission. We will also look at how good and bad communication can affect the public image of your organization, with some recent examples of disastrous communication such as that of BP during the oil spill in the Gulf of Mexico.

The second section of the module then focuses on the use of technology in communication. How does information and communications technology affect people’s work and the ways in which they carry out their work? How can modern organizations fully benefit from information and communications technology? What are the risks associated with using these technologies, and what must companies do when they use the technologies to collect, store, process and use data about people?

The third section looks specifically at the work that managers do. It begins by looking at the various roles that a manager may fill, and how they might select the most appropriate communication method for each of the roles. We then look in some detail at two particular types of communication that managers may need to use: presentations, and writing bids and proposals. To carry out those tasks well, managers need to think carefully about the particular approaches to communication.

We can define culture as ‘The way that we do things around here’. This suggests that culture affects how people in the organization communicate both with each other and with people in the outside world. As just one example, think of a meeting where a team from a film company meets a team from a bank or insurance company. They would be very likely to work and communicate in very different ways.You’ll also see that communication between people of different nationalities and cultures is often complicated simply because people from each country have different expectations, attitudes and ways of behaving. Think of the greeting that you might give someone from another country. It might be a bow, a hug or a handshake: getting it wrong is likely to lead to confusion.

Course 3

Performance Management

4.8

The people in an organization determine whether the organization is successful or not. Think for a moment about any organization – in doing this you will also be thinking about people. Every organization has people within it, and the success of the organization is largely due to those people.

It is certainly true that there are other factors that also impact on the success of the organization – for example, effective marketing, competitive products and a well-known brand. However, it is the people within the organization that create the products and services, who interact with the customers and who design the marketing campaigns. The people are essential to the success.

Given the central role of people in the organization, it follows that an organization will want them to be successful performers. If the employees perform successfully then the organization is more likely to succeed. Hence, performance management is crucial.

In this unit, we are focusing on the performance of people. We are going to start by understanding performance management and the ‘performance management cycle’. We are going to look at the process that we follow to measure employee performance, focusing specifically on the area of appraisals. We will then look at objective setting, and how it can be successfully achieved.

Moving on from this, we will take some time to think about how under-performing employees should be managed. We will consider the process of managing capability, and also consider the role of disciplinary warnings. As well as the more punitive approach of discipline, we will consider the role of training and counselling – encouraging people to perform effectively, rather than punishing them for performing ineffectively.

Although we have identified that people are key in an organization, we cannot ignore the role that the culture of the organization plays. We will think about different cultures, and how they lead to success or failure.

We will then think about rewarding performance, looking at a number of different approaches to reward strengths and consider weaknesses. We will also ponder the issue of motivation, and discuss whether the different approaches to reward really lead to higher performance.

Finally, we will return to the idea of performance management as a cycle, with the belief that it is a never-ending process. Hence, we will think about the importance of personal development plans.

Instructor

Farah Akbar

Associate Professor
Marketing, communication & research

Farah Akbar brings more than 15 years of marketing & communication, research and experiential marketing, management & leadership, product management, human resource management, and professional development experience spanning both the public and private sectors and including time spent at leading multinational organizations. Her diverse career has led to her recognition as a multi-disciplinary L&D professional and instructor/trainer with extensive work experience in Management & Marketing, Communication, Leadership, Business Research, Human Resources Development, and Career Development...read more

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Shareable Specialization and Course Certificates

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Course Videos & Readings

Practice Quizzes

Graded Quizzes with Feedback

Graded Capstone Assignments

Webinar for Question, Answers and Rap-up

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Frequently Asked Questions

This is an executive program, a certificate of completion will be issued by Tufts Management School.


Yes. We can make available an endorsed certificate by mail. This will cost a token, kindly contact the faculty team before the completion of the program.


Yes. You can reply the online classes if you missed any detail in the session.


Yes. We encourage team learning and participation. You will be required to enroll on a SPARE45 Team or SPARE45 Business account to benefit discounted offer for the team or organization.