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CS PART 3 SECTION 5
COURSE OUTLINE
GENERAL OBJECTIVE
This paper is intended to equip the candidate with the knowledge, skills and attitudes that will enable him/her to prepare and manage meetings in both public and private sectors.
LEARNING OUTCOMES
A candidate who passes this paper should be able to:
- Demonstrate an understanding of the law and procedure of meetings
- Plan and manage meetings in various environments including at county levels
- Support the Chairman undertake his/her responsibilities during the meeting
- Relate with various stakeholders during meetings.
Introduction to human resource management (HRM)
- Meaning and importance of HRM
- Scope of HRM
- Features of HRM
- Evolution of HRM
- Roles and responsibilities of HR practitioners
- Structure and functions of the HR department
- Personnel management versus human resource management
Theories of human resource management
Foundational theories of HRM
- Commitment
- Organisational behaviour
- Motivation
- AMO
- Resource dependence
- Resource-based
- Institutional
- Transaction costs
- Human capital
- Agency
- Contingency
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Motivation Theories of HRM
- Abraham Maslow’s Hierarchy of Needs
- Douglas McGregor- Theory X and Theory Y
- Frederick Herzberg’s – Two factor theory
- Expectancy theory
- Equity theory
- Goal theory
- Reinforcement theory
Employee resourcing strategy
- Meaning of employee resourcing
- Human resources planning
- The labour market
- Job analysis and design
- Recruitment
- Selection
- Placement and induction
- Managing employee retention and engagement
Performance management
- The performance management process
- Techniques for appraising performance
- Strategies for performance management
- Characteristics of performance management
- The performance appraisal process
- Impact of performance management to human resources
- Challenges of performance management
- Performance contracting
Reward management
- Meaning of reward management
- Characteristics of reward strategies
- Developing an effective reward strategy
- Market compensation rates analysis
- Pay structures and wage systems
- Performance related pay
- Non – financial rewards and benefits
Training and development strategy
- Objectives of training and Development
- The learning organisation
- Training needs assessment
- Training design
- Implementing a training programme
- Evaluation of training and development
- Knowledge management
- Talent management
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Human resources administration
- Employment contracts
- Human resources records management
- Human resources management information systems
- Employee welfare services
- Health and safety policies and procedures
Labour relations and employee bargaining
- The labour ,movement
- Role of trade unions
- The collective bargaining process
- Negotiation
- Dealing with disputes and grievances
- Employee discipline
- Employee participation and empowerment
Separation strategy
- The separation process
- Redundancies
- Dismissals and discharge
- Retirement
- Resignation
- Terminal benefits
Contemporary issues in human resources management
- Succession planning
- Human resources innovation and technology
- Global HRM
- Managing equality and diversity
- Ethics, employee relations and fair treatment at work.
- Work life balance
- Virtual working
- Outsourcing
- Employee counselling
