Employee Resourcing and Worker Motivation

HRODC Postgraduate Training Institute
En Astana, Kazahkstan (Kazajstán), Brussels, Belgium (Bélgica), Central London (Inglaterra) y 5 sedes más

$10.000.001-30.000.000

Información importante

  • Curso
  • En 8 sedes
  • Duración:
    6 Days
  • Cuándo:
    A definir
Descripción

Limited Objectives: By the conclusion of the specific learning activities delegates will: Exhibit an understanding of the desirability of a limited turnover of staff. Demonstrate their ability to determine the type of commitment that motivate particular individuals to join an organisation. Have designed ways of stabilizing staff turnover/high turnover. Be aware of how personnel demand forecast (PDF) is conducted. Demonstrate their ability to conduct a human resource audit. Be aware of the non-conventional selection methods. Be able to conduct periodic and exit interviews.
Suitable for: HR Professionals. HR Managers. HR Consultants. Supervisors. Team Leaders. Business Owners. HR Lecturers

Información importante

Requisitos: Degree or Work Experience

Sedes

Dónde se imparte y en qué fechas

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Astana, Kazahkstan
Arka Street, 010 000, Kazahstan, Kazajstán
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Brussels, Belgium
Rue du Fosse-Aux-Loups, 1000, Bélgica, Bélgica
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Central London
Carburton Street, W1W 5EE, London, Inglaterra
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Dubai, Uae
Al Muraqqabat Street, Diera, 82999, Dubai, Emiratos Árabes Unidos
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Durban, South Africa
Walnut Road, 40001, Johannesburg, Sudáfrica
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Kuala Lumpur, Malaysia
Jalan Ampang Hilir, 68, Malaysia, Malasia
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¿Qué aprendes en este curso?

Personnel
Recruitment
Induction
Staff
Motivation
Audit
IT
Design
Perspective
Team Training
Recruitment and Selection
IT Development

Programa académico

The short content of the course:

- Staff turnover and negative and positive impact on the organisation
- Levels of Individual Commitment of potential and new recruits
- Moral Commitment -
- Remunerative Commitment -
- Calculative Commitment;
- Recruitment and Selection as a resourcing activity
- Training, Education, Development as facilities for new recruits
- The importance of Human resource Forecasts
- Methods of Forecasting human Resource needs of the Organisation
- Strategic Operational Review' (SOR) as prerequisite for Human Resource Forecasting
- The legal bases of Recruitment and Selection
- Job Design
- Types of Job Design
- Mechanistic Job Design
- Biological Job Design
- Motivational Job Design.
- Perceptual Job Design
- Importance of Human Resource Audit
- Conducting Human Resource Audit
- Periodic and Exit Interviews
- Systematic Recruitment and Selection Process
- Conducting Job Analysis
- Designing Job Description 
- Designing Personnel Specification
- Market Targeting
- Designing and Placing Advertisement
- Weighting and Using Candidate Assessment Form (CAF)
- Non-conventional Personnel Selection
- The value of Staff Induction
- Organising an induction programme
- Running an induction Programme
- Short listing candidates
- Conducting Selection Interviews
- The value of and problems of e-recruitment
- The different types and levels of e-recruitment
- Conducting periodic interviews
- Conducting exit interviews
- 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
- McClelland's Studies 
- Taylor: Money & Motivation 
- Motivator-Hygiene Factor: Herzberg's Contribution
- Process Theories
- Equity Theory
- Goal-Setting Theory
- Expectancy Theory
- Equitable Reward Systems
- Reinforcement Theories
- Reinforcement Theory
- 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) 
- Productivity Bonuses
- Efficiency Gains
- Profit Share
- 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

The objectives of the course:

- Exhibit an understanding of the desirability of a limited turnover of staff.
- Demonstrate their ability to determine the type of commitment that motivate particular individuals to join an organisation
- Have designed ways of stabilizing staff turnover/high turnover
- Be aware of how personnel demand forecast (PDF) is conducted
- Demonstrate their ability to conduct a human resource audit
- Be aware of the non-conventional selection methods
- Be able to conduct periodic and exit interviews
- Demonstrate their ability to conduct job analysis
- Be able to design job description and personnel specification for particular roles
- Be able to weight a candidate assessment form, on the basis of job description and personnel specification
- Be able to use candidate assessment form in short listing and 
- Interviews
- Be able to conduct individual and panel interviews
- Be capable of arriving at objective decisions in personnel 
- Selection
- Be able to analyse education, training and development programmes
- Be able to design an effective induction package.
- Demonstrate an understanding of the legal bases of Employee Resourcing
- Relate specific recruitment, selection, retention and exit issues to UK and European legislation
- Cite Specific legislation and related cases relevant particular job design issues
- Suggest the constraints that specific UK Protective Legislation place on the recruitment, selection and management of employees.
- Demonstrate their ability to lead a recruitment and Selection team.
- Be able to manage recruitment and selection within a ‘resourcing context'.
- Demonstrate an understanding of the concept of motives and their value in organisational and subsystem effectiveness
- Distinguish between the different sets of motivation theories, notably content, process and reinforcement 
- Demonstrate their ability to translate motivation theory into practice 
- Evaluate the appropriateness of the application of particular theoretical aspects of motivation to specific situations
- Demonstrate their ability to formulate a comprehensive motivation strategy
- Critically appraise existing motivation strategy within their organisations, identifying and addressing gaps
- Formulate a workable motivation strategy
- Follows the common trends in the popular motivation theories.
- Demonstrate their appreciation of the need for a variance in intrinsic and extrinsic values if motivation.
- Demonstrate how popular motivation theories have contributed to our understanding of worker behaviour.
- Locate performance related pay, productivity bonuses and other remuneration inducement within existing motivation theory.
- Illustrate how the contingency approach to motivation might be applied to different situations.
- Indicate the part that training and development play in worker motivation.
- Manage the process of motivation, taking account of socio cultural and economic differences.
- Manage the motivation process, taking account of the differences in preferences and expectation of workers.
- Apply the ‘equity' theory to work situation from a ‘differentiation perspective', rather than an ‘equality perspective'.
- Demonstrate the need to balance the ‘individualist' and ‘collectivist' perspective to motivation

Información adicional

Payment options: Payments need to be made two weeks prior to course start.