Human Resource Management

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Price: $400.00 Date Published: June 27, 2013
Hours: 40.00 School: Kenvision Techniks Institute
Materials: Teacher: Solomon Kaminda
Member Rating: Not yet rated

Course Description

INTRODUCTION

Employees are the life blood of any company and keeping your employees happy is a main goal of any human resources department. We believe our clients achieve peak performance through the optimal use of the talents of their employees. Communicating and consulting with your internal clients may challenge you to be technical and creative at the same time
Kenvision’s Human Resources Trainers teach the powerful tools that guarantee participants gain the insight into employee behavior and learn the effective tools for creating lasting employee satisfaction. Our services cover the full spectrum of human resource issues and have been developed to help you get the greatest value from your workforce.
Kenvision Institute will help you communicate for impact by using consultative skills. In doing so, we look at your unique issues and priorities to help you effectively interact with your employees

BENEFITS OF THE COURSE

How can you expect to benefit from this workshop?
• Your on-the-job performance will immediately improve
• You'll gain all the information needed to understand and participate in a variety of human resource functions and activities
• Your confidence in dealing with complex and often perplexing human resource and employee relations law issues will increase!

OBJECTIVES
AS STUDENT you will learn to:
• Understand various personality styles
• Analyze employee needs accurately
• Handle difficult objections and complaints
• Gain valuable insights into employee concerns
• Be proactive rather than reactive
• Display empathy and handle the emotions of employees
• Gain agreement from unhappy employees
• Work as a team when dealing with customer concerns—maximize team resources
• Systematically focus on alternative actions and solutions
• Organize effective oral and written presentations
• Manage project scope and task delegation
________________________________________

Enroll in this Course

This course requires that you allow the teacher, Solomon Kaminda access to your email, first and last name. For more information view our documentation.

Course Materials

Introduction
Management: management is the process of achieving the goals of an organization through the functions of management i.e. planning, organizing, coordinating and controlling. It’s a process involving people and resources and has the above functions.

Human Resource Management: According... Show More

Introduction
Management: management is the process of achieving the goals of an organization through the functions of management i.e. planning, organizing, coordinating and controlling. It’s a process involving people and resources and has the above functions.

Human Resource Management: According to BC Gupta, human resources is the knowledge, skills, creative abilities, talents and aptitudes obtained in the workplace. HRM may be defined as a set of policies, practices and programmes designed to maximize both personal and organizational goals. It is the process of binding people and organizations together so that objectives are achieved. According to Flippo, HRM is the planning, organizing, directing and controlling of procurement, development, compensation, integration, maintenance and reproduction of human resources to the end that individuals organizational and societal objectives are achieved. Human resources management is the management of the human side of the organization.

OBJECTIVES OF HRM

The objectives of HRM may be summarized as follows:
a) To help the organization achieve its goals by providing well-trained and well-motivated employees.
b) To employ the knowledge and skills of employees efficiently and effectively
c) To enhance job satisfaction and self actualization of employees by encouraging and assisting every employee to realize his/her full potential
d) To establish and maintain productive, self-respecting and internally satisfying working relationships among all members of the organization.
e) To bring about maximum individual development of members of the organization by providing opportunities for training and advancement.
f) To secure the integration of al the individuals and groups with organization by reconciling individual/group goals with those of an organization.
g) To develop and maintain a quality of life which makes employment in the organization a desirable personal and social situation
h) To maintain high morale and good human relations within the organization.
i) To manage change to the mutual advantage of individuals, groups, organization and society
j) To recognize and satisfy individual needs and group goals by offering appropriate monetary and non-monetary incentives.


IMPORTANCE OF HRM
The significance of HRM can be discussed at four levels: corporate, personnel/professional, social and national/union.

Significance for an enterprise
HRM can help an enterprise in achieving its goals more effectively in the following ways
a) Attracting and retaining the required talent through effective human resource planning recruitment, selection, placement, orientation, compensation and promotion policies.
b) Developing necessary skills and right attitudes among the employees through training development, performance appraisal etc.
c) Securing willing cooperation of employees through motivation, participation, grievance handling etc.
d) Utilizing effectively the available human resources.
e) Ensuring that the enterprise will have in future a team of competent and dedicated employees.

Professional/Personal Significance
Effective management of human resources helps to improve the quality of work life. It permits teamwork among employees by providing a healthy working environment. It contributes to professional growth in the following ways:
a) Adequate remuneration
b) Job security
c) Facilities for proper training and development
d) Increased job satisfaction
e) Proper work environment

Social Significance
Sound HRM helps to enhance the dignity of labor in the following ways:
a) Providing suitable employment that provides social and psychological satisfaction to workers
b) Creating greater avenues for employment by advocating labour-intensive rather than capital intensive methods of production
c) Eliminating waste of human resources through conservation of physical and mental health of workers.

National /Union Significance
The level of development in a country depends on the skills, attitudes and values of its human resources. Effective management of human resources helps to speed up the process of economic growth, which in turn leads to higher standards of living and fuller employment. Also leads to formulation of personnel policies in consultation with unions. HRM is the central subsystem of an organization.

The quality of people in all subsystems depends largely upon the policies, programmes and practices of the HRM subsystem the quality of human resources determines in turn the success of an organization. HRM has become very significant in recent decades due to the following factors:
a) Increase in the size and complexity of organization e.g. multinational corporations employing millions of persons.
b) Rapid technological developments like automation, computerization etc.
c) Rise of professional and knowledgeable workers
d) Increasing proportion of women in the workforce
e) Growth of powerful nationwide trade unions
f) Widening scope of legislation designed to protect the interests of the working class.
g) Revolution in information technology that might affect the work force
h) Rapidly changing jobs and skills requiring long-term manpower planning
i) Growing expectations of society from employers.

FUNCTIONS OF HUMAN RESOURCE MANAGEMENT
Management of human resources consists of several inter-related functions. These may be classified into two categories

a) Managerial functions
b) Operational functions

1 Managerial Functions
Like other managers, a human resource manager performs the functions of planning, organizing, directing and controlling.

a) Planning
Planning is the process of deciding the goals and formulating policies and programmes to achieve goals. Planning involves forecasting i.e. scientific anticipation of the future environment. HRM involves forecasting needs for human resources, predicting trends in labour market, wages, union demands, etc. and their impact on the organization. Planning helps to bridge the gap between where we are and where we want to go. In HRM planning involves deciding personnel goals, formulating personnel policies and programmes, preparing the human resource budget etc.

b) Organizing
Organizing is the process of allocating tasks among the members of the group, establishing authority –responsibility relationships among them and integrating their activities towards the common objectives. The right organization structure is the foundation of effective management. It’s the framework through which management directs, controls and coordinates the efforts of people.

c) Directing
This is the process of motivating, activating, leading and supervising people. It involves influencing people to act. It helps to secure the willing and effective cooperation of employees through proper direction. Proper direction and motivation is provided issuance of appropriate orders and instruction to workers at all levels.

d) Controlling
This is the monitoring and regulating of performance against set goals and objectives. It involves measuring the performance against set goals and plans, identifying deviations from the standards and correcting them. Controlling the management of human resources involves auditing training programmes, analyzing labour turnover records, directing morale surveys, conducting separation interviews and such other means.


2 Operative/Service Functions
These are the tasks that are entrusted to the personnel department. These functions are concerned with specific activities of procuring, developing, compensating and maintaining an efficient work force.

1 Procurement Function
It is concerned with securing and employing the right kind and proper number of people required accomplishing the organizational objectives.

a) Job analysis.
It is the process of studying in detail the operations and responsibilities involved in a job so as to identify the nature and level of human resources required to perform the job effectively.
Job descriptions and job specification re prepared with the help of information provided by job analysis.

b) HRM Planning.
It is the process of estimating the present and future manpower requirements of the organization, preparing inventory of present manpower and formulating action programmes to bridge the gaps in manpower.

c) Recruitment.
It is the process of searching for required personnel and stimulating them to apply for jobs in the organization. P proper balance should be maintained between the internal and external sources of recruitment.

d) Selection.
It implies judging the suitability of different candidates for jobs in the organization and choosing the most appropriate people.

e) Placement.
It means assigning suitable jobs to the selected candidates so as to match employee qualifications with job requirements.

f) Induction or Orientation.
It involves familiarizing the new employees with the company, the work environment and the existing employees so that the new people feel at home and can start work confidently.


2 Development Function
HR development is the process of improving the knowledge, skills, aptitudes and values of employees so that they can perform the present and future jobs more effectively. This function comprises the following:

a) Performance and Potential Appraisal.
It implies systematic evaluation of employees with respect to their performance of the job and their potential for development.

b) Training
It is the process by which employees learn knowledge, skills and attitudes to further organizational and personal goals.

c) Executive Development.
It is the process of developing managerial talent through appropriate programmes.

d) Career Planning and Development.
It involves planning the career of employees and implementing career plans so as to fulfill the career aspirations of people. It involves mobility of personnel through provisions and transfers.

3 Compensation Function.
It refers to providing equitable and fair remuneration to employees for their contribution to the attainment of organizational objectives. It consists of the following activities:


a) Job Evaluation.
It’s the process of determining the relative worth of a job.

b) Wage and Salary Administration.
It involves developing and operating a suitable wage and salary programmes. Surveys are conducted to determine wage and salary structure for various jobs in the organization.

c) Bonus.
It involves payment of bonus as well as other incentives.

3 Integration Function.
It is the process f reconciling the goals o the organization with those of its members. Integration involves motivating employees through various financial and non-financial incentives, providing job satisfaction, handling employee grievances through formal grievance procedures, collective bargaining, workers’ participation in management, conflict resolution developing sound human relations, employee counseling, improving quality of work life etc.

4 Maintenance Function.
It is concerned with protecting and promoting the physical and mental health of employees. For this purpose several types of fringe benefits such as housing, medical aid, educational facilities, conveyance facilities, etc are provided to employees. Social security measures like provident fund, pension schemes, gratuity, maternity benefits, injury/disablement allowance, group insurance etc. are also arranged. Health, safety and welfare measures are designed to preserve the human resources of the organization. Personnel records and research are also important elements of the maintenance function.

HRM POLICIES

HR Policies are continuing guidelines on the approach the organizations intend to adopt in managing its people. They define how people should be treated and how matters are expected to act when dealing with people. Policies thus provide general guidelines on the approach adopted by an organization. They provide a framework within which consistent decisions are made and promote equity in the way in which people are treated.

Essentials of a sound personnel policy.
Firms should relate its personnel policy to the economic, legal, social and technological factor in the society in which it operates. They should keep on adjusting and adapting its personnel policy to suit any change in these factors.

A good personnel policy should possess the following characteristics:

1 Protection of varied interests. It should take into account the interests of all parties associated with enterprise i.e. workers, entrepreneurs, consumers, government, and the community.
2 Promotion o f enterprise policies. It should fit into the basic overall policies of the enterprise, and seek to promote them.
3 Precision and certainty. It should be clear to the pint and complete in every respect it should not lead to varying and conflicting interpretations,
4 Flexibility. It should be flexible enough to be adjusted and adapted to any changes in economic, legal, social and technological factor.
5 Stability. Even though any good personnel policy will need to be regularly adjusted and adapted to suit any changes in economic, legal, social and technological factors, it should be reasonably stable and permanent.
6 Responsiveness to prevailing trends. It should be capable of being adjusted to the prevailing norms and trends in society. For example, if the current thinking is in favor of involving workers in the management process, the personnel policy should not be against it
7 Integrative. It should take into account varying capacities, capabilities, interests, needs desires aspirations, beliefs and temperamental make-up of the people for whom t is intended.
8 Uniformity. It should be uniformly applicable to all units of the enterprise.
9 Acceptability. It should enjoy ready and willing acceptability among the people for whom it has been formulated.
10 Proper communication. It should be properly communicated to al those for whom it is intended.
11 Participation. It should be formulated with active participation of executives, supervisors and workers at all levels and trade unions.



Need and Importance of Personnel Policy

In order to achieve the personnel and overall objectives of the organization, a cooperate thinking is required which will guide decision-making. Personnel policies provide the basis for uniformity and consistency. Sound personnel policies set the tone for proper administration f personnel programmes so as to achieve the objectives of the organization. Sound personnel policies provide the following benefits:


j) Clear Thinking. The process of writing personnel policies helps to clarify management thinking. The management is required to examine its basic convictions and give full consideration to practices in other organizations. They become aware of gaps, contradictions and vagueness in existing policies.
ii) Uniformity and consistency of administration; well established policies ensure uniform and consistent treatment of al employees throughout the organization. Such policies help to minister discrimination and favoritism; sound personnel policies are therefore an essential vase for sound personnel practices. Polices provide the vase for management by principle as contrasted with management expediency.
iii) Continuity and stability. Written policies are a means of transmitting the company’s heritage form one generation of executives to another. The accumulated wisdom in a company is lost when its top management team retires, dies or resigns, but if the wisdom is retained in the form of written policies succeeding generations of managers can gain form the experience of their predecessors, such continuity of policies promotes stability in the organization
iv) Sense of security. Written personnel pokies provide advance information and predicable decision n personnel matters. Employees know what action to expect in circumstances covered by the policies. Policies set patterns of behavior and permit employees to work more confidently. Arbitrary actins are minimized. Ass a result employees feel a sense of security.
v) Delegation of Authority. Subordinates are more wiling to accept responsibility because policies indicate what is expected of them. They can quote a written policy to justify their action. Buck passing on both sides is minimized and superiors are freed from repetitive and time consuming decisions and can give more time t key matters.
vi) Orientation and Training. Written personnel policies can be used as guides for orientation and training of new employees.
vii) Teamwork and Loyalty. A well-prepared set of personnel policies enables employees t see the overall picture and how their actions relate to the organizations goals. Participation in their formulation promotes mutual understanding and helps build employees morale and loyalty.
viii) Control. Personnel policies serve as standards or yardsticks for evaluating effectiveness of personnel management. Policies facilitate management by exception.
ix) Prompt Decision Making. Carefully defined personnel policies serve as guides for making decisions on routine and repetitive issues. They prevent the wastage of time and energy involved in repeated analysis for solving problems of a similar nature.


(Scope of personnel policies)

Should personnel policy be in writing?
Advantages of formal written policies

a) Commitment on the part of the organization. Writing policies makes a commitment on the part of an organization, sit should be apparent to management representatives, employees, union officials etc that the top management does what it says.
b) Writing of policies ensures uniformity of application, minimizes favourism and discrimination among the personnel and ensures continuity since policies apply to all leaders.
c) Earns loyalty, fair play and justice writing of policies enhances employee loyalty. Employees are assured o fair play and justice.
d) Limits freedom of action. Writing policies limit the freedom of action on the part of management. A supervisor or any other management representative will not come up with his/her own personal interpretation of the organization’s intent.
e) Ensures that policies are right ones. Writing helps to endure that the professed policies are right. Beside that written policies provide an opportunity to scrutinize policies to ensure they are right.
f) A base of settlement of disagreements.
g) Formalized policies can be used in induction, team leader and management training Show Less

  Material Name Type Size Length
Introduction to HRM- Notes Powerpoint 775.50 KB  
Test Name Pass Questions
HRM-Introduction Test-1 60.00% 9

Employment law has become increasingly complex over the past number of years and there are myriad pieces of major employment legislation in most countries and the number keeps going up. The need for organisations to ensure compliance with legislation is greater than ever, as the level of claims, inspections... Show More

Employment law has become increasingly complex over the past number of years and there are myriad pieces of major employment legislation in most countries and the number keeps going up. The need for organisations to ensure compliance with legislation is greater than ever, as the level of claims, inspections and fines are increasing each year.

Employment law covers all matters related to the workplace – whether you work in a small firm or are a cog in a big corporate wheel. Beginning with hiring, it moves through a complete cycle which can end in cessation of employment, voluntary or forced.

Thanks to the ever-changing global scenario, it is a given that Employment Law is always dynamic, jurisdiction-specific and is extensive in its scope and application. One can broadly classify the practice of employment law into two main areas – Non-contentious and Contentious.

Digging in deeper, the non-contentious section can be further sectioned into legislation; rules & regulations; policies & processes to be followed; and governing or regulatory authorities. Contentious employment law, on the other hand will cover breach in compliance with established principles, disputes on a variety of issues such as discrimination, remuneration, career growth, employer negligence & culpability and employee liability, misdemeanor, etc.

Further classification can be done in terms of whether the employment relates to private service, or to public sector work; employer/employee relations, conflicts; and individual versus group/class related matters.

TOPICS TO BE COVERED INCLUDE

Starting employment
There a range of duties and obligations for an employer must be aware of when commencing the employment of a new staff member. These duties and obligations begin at the initial recruitment and selection stage, right through to appointment and on to the end of the probationary period. The resources below support employers to understand and meet these duties and obligations
• › Contracts
• › Employment permits
• › employment law guidelines
• › Recruitment

During employment
This section covers all areas of managing employees during their employment. The complexity of the requirements of human resource management and the need for compliance with employment legislation create numerous obligations on employers. They must ensure that statutory minimums are provided to their employees, for example rates of pay, rest breaks and annual leave.

Employee's rights are also outlined in this section including protective leave, information and consultation, and the right to work in an environment free from bullying and harassment. Employers should be aware of best practice procedures during disciplinary and grievance meetings so as to reduce their exposure to claims from employees.
• › Absence and sick leave
• › Atypical working
• › Conditions of employment
• › Data protection
• › Discipline
• › Equality
• › Information and consultation
• › Grievance and disputes procedures
• › Joint Labour Committees and Registered

Employment Agreements
• › Lay-off and short-time working
• › Leave
• › Pay and benefits
• › Record keeping
• › Working time
• › Temporary agency workers

Ending employment:
The increasing intervention of legislation in the employment relationship is most evident in the level of regulation now governing the circumstances in which contracts of employment may be terminated. A number of countries have come up with a series of statues and statutory instruments, to govern and regulate the procedures which need to followed in the event of termination due to a redundancy. For instance, the unfair dismissals legislation gives an employee a right to bring a claim for an unfair dismissal. For a dismissal to be deemed fair it must satisfy the requirements of the Acts. The legislation and regulations in the area of termination of employment are complex. They also procedurally demand from an employer's perspective. Employer's should always follow the law when proposing to commence a disciplinary process which may lead to termination of employment, or when implementing a redundancy situation.
• › Notice and dismissal
• › Retirement
• › Redundancy Show Less

  Material Name Type Size Length
Employment law PDF 328.40 KB  
Test Name Pass Questions
Employment Legislation 60.00% 15

How do companies hire employees? The hiring process, from the job applicant perspective, includes several steps. From the time one applies for a job until the time they accept a job offer, they will go through a series of steps as you progress through the hiring process from completing a job application... Show More

How do companies hire employees? The hiring process, from the job applicant perspective, includes several steps. From the time one applies for a job until the time they accept a job offer, they will go through a series of steps as you progress through the hiring process from completing a job application to coming on board as a new employee. Show Less

  Material Name Type Size Length
Employee Interview PDF 2.06 MB  
Test Name Pass Questions
Recruitment and Interviewing 60.00% 11

Employee compensation is a vital part of human resource management. Wages, salaries and other forms of employee compensation constitute a very large component of operating costs.

One of the biggest factors affecting industrial relations is the salary or wage the compensation an employee receives for... Show More

Employee compensation is a vital part of human resource management. Wages, salaries and other forms of employee compensation constitute a very large component of operating costs.

One of the biggest factors affecting industrial relations is the salary or wage the compensation an employee receives for a fair day’s work.

No organization can expect to attract and retain qualified and motivated employees unless it pays them fair compensation.

Employee compensation may be classified into two categories:
(i) Base or primary compensation, and
(ii) Supplementary compensation.

Base or primary compensation refers to basic pay in the form of wags and salaries. It is a fixed and non-incentive payment on the basis of time expended on the job.

Supplementary compensation consists of incentive and variable payments based on either individual output or output of the group as a whole. Show Less

  Material Name Type Size Length
Wage and Salary Administration PDF 287.04 KB  
Test Name Pass Questions
Compensation Program 60.00% 15

Performance management is a goal-oriented system to ensure that organizational processes exist to maximize the productivity of employees, teams and, ultimately, the organization.

A performance appraisal is a formal system of review and evaluation of individual or team performance.

Performance management... Show More

Performance management is a goal-oriented system to ensure that organizational processes exist to maximize the productivity of employees, teams and, ultimately, the organization.

A performance appraisal is a formal system of review and evaluation of individual or team performance.

Performance management is an ongoing organizational process that is conducted to maximize the productivity of employees with the overall intention of improving the organization’s effectiveness. It is strategic in nature and involves every person and all HR processes in the organization. All are directly tied to achieving the organization’s goals. Show Less

  Material Name Type Size Length
HR Performance Management Notes PDF 1.10 MB  
Test Name Pass Questions
Performance Management & Appraisal Quiz 60.00% 10

An employee trips over an open file cabinet drawer. another has a near hit while standing beneath an overhead hoist. the typical solution: training, training and more training. but is this really necessary?

While workers without occupational safety and health training likely are at greater risk for... Show More

An employee trips over an open file cabinet drawer. another has a near hit while standing beneath an overhead hoist. the typical solution: training, training and more training. but is this really necessary?

While workers without occupational safety and health training likely are at greater risk for workplace injury and illness, the critical question is whether the training is adequate (cohen & colligan,1998).

Sometimes, too much training can dampen its effectiveness and decrease its credibility. the difference between effective and ineffective training may be death, injury,pain, suffering and lost profits

Why do a Needs Assessment?
• To make sure we are applying the right solution to the problem
• To identify what learning will be accomplished
• To identify what changes in behavior and performance are expected
• To determine the expected economic costs and benefits

The course will stress the fact that
• TNA is not a static concept that is translated into action only every now and then, but is indeed a never-ending process that should be fully integrated within the overall framework of any organization Training and Development and its strategic vision, goals and objectives.
• TNA deserves to be managed judiciously, effectively, efficiently and wisely by identifying and assessing the gap between the knowledge, skills and attitudes that the people in the organization currently possess and the knowledge, skills and attitudes that they require to meet the organization’s goals, objectives and performance standards.

SCOPE
To understand the purpose and dynamics of TNA.
To realize its relevance and crucial importance in the way an organization manages it most critical asset (its people),
To know how to design, develop and conduct comprehensive and effective TNA exercise.
To provide participants with the necessary knowledge , skills, aptitudes, motivation, competence and tools to decide when it should be done, why and by whom.
To impress upon all participants the critical importance of how to assess the results and recommendations of the TNA exercise, how to to implement them and how to to evaluate the ensuing consequences. Show Less

  Material Name Type Size Length
Training Needs Analysis PDF 98.43 KB 48 pages
Test Name Pass Questions
Training Needs Analyis 60.00% 2

Topic objectives:
Every employee has certain expectations, which he thinks must be fulfilled by the organization he is working for. When the organization fails to do this, he develops a feeling of discontent or dissatisfaction. Learn how to recognize and handle this.

Poor management of discipline, grievances... Show More

Topic objectives:
Every employee has certain expectations, which he thinks must be fulfilled by the organization he is working for. When the organization fails to do this, he develops a feeling of discontent or dissatisfaction. Learn how to recognize and handle this.

Poor management of discipline, grievances and dismissal can be costly in time, money and damage to employee relations. A thorough understanding of the legal environment is essential for good management. This chapter covers all key aspects of this fundamental area of employment law and offers participants the opportunity to evaluate, assess and review disciplinary, grievance and dismissal procedures in the context of the existing labour legislation.

Topic Objectives
By the end of this topic you will be able to:
• Understand key law and practice relating to discipline, grievances and dismissal
• Assess the day-to-day practical management aspects and be confident in advising line managers
• Improve employee relations
• Know how to handle difficult situations effectively

TOPIC OUTLINE
Introduction to grievances, discipline and dismissal
• The employment law environment
• Contractual and statutory contexts
Grievance procedures – the law
• What is a grievance?
• Handling grievances quickly and fairly
• Standard and modified statutory grievance procedures
• Conducting grievance interviews and the right to be accompanied
Disciplinary procedures – the law
• When does a disciplinary situation arise?
• Examining the disciplinary process and procedures: a best practice overview
• Standard and modified statutory discipline procedures
• The investigation: a comprehensive, structured approach
• Formal disciplinary hearings: an overview
• Using documentation: effective warning letters
Key aspects of dismissal law
• The basics of dismissal: ‘wrongful', ‘unfair' and ‘constructive'
• Statutory reasons for dismissal
• Considering essential elements of unfair dismissals
• What are fair reasons for dismissal?
• Fairness: the essence of ‘reasonableness'
• Examining automatically unfair dismissals and group dismissals
• Handling redundancies: key components of the process
Key aspects of dismissal law – continued
• Settling and compromise agreements
• Remedies for unfair dismissal
• Managing short-term persistent absence and long-term continuous absence
• Stress and stress-related absence: guidelines for best practice
• Dealing with poor performance, misconduct outside the workplace and email/internet abuse Show Less

  Material Name Type Size Length
Discipline and Grievance Handling PDF 401.10 KB  
Discipline in the Workplace PDF 363.55 KB  
How to Discipline & Document Employee Behaviour PDF 112.64 KB 20 pages
Test Name Pass Questions
Managing Employee Discipline 60.00% 15

Description and Objective:
Negativity is an increasing problem in the workplace that often occurs when people are impacted by decisions and issues that are out of their control or they do not fully understand. This workshop will provide tools for addressing negative attitudes and behaviors in ourselves... Show More

Description and Objective:
Negativity is an increasing problem in the workplace that often occurs when people are impacted by decisions and issues that are out of their control or they do not fully understand. This workshop will provide tools for addressing negative attitudes and behaviors in ourselves and our coworkers and will outline strategies for having conversations and improving negative work environments.

After reading the chapter and reviewing the materials presented the students will be able to:
Define internal politics.
Understand the impact of internal politics on quality.
Learn how to overcome negativity in organizations.
Learn how to overcome territorial behavior in organizations.
Learn how to manage conflict in organizations. Show Less

  Material Name Type Size Length
Defeating negativity in the Workplace Powerpoint 209.50 KB  
Dealing with conflicts in the workplace PDF 181.17 KB  
Negativity in the Workplace Powerpoint 596.50 KB  
Test Name Pass Questions
Negative Attitude at the Workplace 60.00% 10

Emotional Intelligence (EQ) is the foundation of leadership.
• Academic training and technical knowledge cannot take the place of emotional intelligence in our personal and professional success.
• At the highest organizational levels, technical skills or academic credentials alone cannot offer the... Show More

Emotional Intelligence (EQ) is the foundation of leadership.
• Academic training and technical knowledge cannot take the place of emotional intelligence in our personal and professional success.
• At the highest organizational levels, technical skills or academic credentials alone cannot offer the distinct advantage
• Emotional Intelligence is the ability to perceive, understand, manage and act upon emotional information - both for ourselves and for others. Show Less

  Material Name Type Size Length
Achieving Emotional Balance in a Chaotic World PDF 377.17 KB  
Emotions and Moods PDF 470.26 KB  
Emotional Intelligence PDF 688.74 KB  
Test Name Pass Questions
Emotional Intelligence Questions 60.00% 6

What is a team?

A team is a group of individuals, all working together for a common purpose. The individuals comprising a team ideally should have common goals, common objectives and more or less think on the same lines. Individuals who are not compatible with each other can never form a team. They... Show More

What is a team?

A team is a group of individuals, all working together for a common purpose. The individuals comprising a team ideally should have common goals, common objectives and more or less think on the same lines. Individuals who are not compatible with each other can never form a team. They should have similar if not the same interests, thought processes, attitude, perception and likings.

Difference between Group and Team
A group is not necessarily a team. A group can have individuals with varied interests, attitude as well as thought processes. It is not necessary that the group members would have a common objective or a common goal to achieve.

What happens in a political rally? The political leader appeals to the individuals to cast the votes in his favour only. Do you think all of them would cast the votes in favour of the leader ? There would always be some individuals who would support his opponent. This is example of a group. All individuals gathered on a common platform but had dissimilar interests and likings. Some were in favour of the leader while some against.

A team must have individuals with a common objective to achieve. They should all work together and strive towards the achievement of a common goal.
What happens in a cricket team?
All the players have a common focus and a common objective. Everyone, the captain, the wicketkeeper, the bowlers, the fielders all work together to achieve a common target i.e. win the game. No one ever thinks of losing the game.

It is not only the individuals who form a team; even animals can constitute a team. Go to any hill station and one can spot many horses all working for a common goal i.e. Carry people to the hill top and bring them back.

Team members
The team members must complement each other. All team members should help each other and work in unison. Personal interests must take a back seat and all of them must deliver their level best to achieve the team objective. Team members must not argue among themselves or underestimate the other member.
Organizations have a sales team, administration team, human resources team operation team and so on. All the members of the sales team would work together to achieve the sales target and generate revenues for the organization.

Team Size
The team size depends on the complexity of the task to be accomplished. Ideally a team should consist of 7-10 members. Too many members also lead to confusions and misunderstandings.

It is not always that we require a team. Teams should be formed when the task is a little complicated. A single brain can sometimes not take all critical decisions alone, thus a team is formed where the team members contribute equally making the task easy. A team can actually create wonders if all the team members work in unison. Show Less

  Material Name Type Size Length
Team Management - Meaning and Concept PDF 39.69 KB  
Test Name Pass Questions
Maximising Team Management 70.00% 18

According to CNN.com, there are two types of unproductive employees:
1. Those who are likable and entertaining but get nothing done, and
2. those who have both skills and a bad attitude. The former would have been the first to get the chop during the recession, but the latter are definitely still lurking... Show More

According to CNN.com, there are two types of unproductive employees:
1. Those who are likable and entertaining but get nothing done, and
2. those who have both skills and a bad attitude. The former would have been the first to get the chop during the recession, but the latter are definitely still lurking in the office, skulking and spreading their negativity like a bad case of the ‘flu.

According to CNN.com, these workers are tolerated because they are talented. They have much-needed skills but they’re scared to leave their miserable jobs, as they’re too apathetic to find another one.

Problem employees seem to exist for the sole purpose of giving HR and management a headache. They are problem employees and they are everywhere. No organization is immune to them. At best, they are little more than time eaters who keep you from being as productive as you’d like. At worst, they can be a threat to the stability of your work environment.

Read the attached article Say “Yes” to Reverse Employee Apathy - By MILTON MATTOX, PhD to understand the way in which HR may handle apathy by employees. Show Less

  Material Name Type Size Length
Say “Yes” to Reverse Employee Apathy By MILTON MATTOX, PhD PDF 311.24 KB 2 pages
Test Name Pass Questions
Dealing with Employee Apathy 60.00% 4

Majority of the countries in the world have legislation covering Employee Welfare, Healthy and Safety Legislation.
We have packaged some of the general expectations as far as this aspect is concerned in as far as HR officers in an organization are concerned.

Each individual student ought to consult... Show More

Majority of the countries in the world have legislation covering Employee Welfare, Healthy and Safety Legislation.
We have packaged some of the general expectations as far as this aspect is concerned in as far as HR officers in an organization are concerned.

Each individual student ought to consult the OSHA documentation available in their country or state as each has different approaches. Nevertheless the principle behind each of the regulations / laws are the same. Show Less

  Material Name Type Size Length
Healthy & Safety PDF 295.28 KB  
OSHA- (US-Based) PDF 483.08 KB  
Test Name Pass Questions
Welfare Health and Safety Questions 70.00% 11

Good relations between the employer and employees are essential for the success of industry. In order to maintain good industrial relations, it is necessary that industrial disputes are settled quickly and amicably. One of the efficient means of resolving industrial disputes and deciding the employment... Show More

Good relations between the employer and employees are essential for the success of industry. In order to maintain good industrial relations, it is necessary that industrial disputes are settled quickly and amicably. One of the efficient means of resolving industrial disputes and deciding the employment conditions is collective bargaining.

Meaning of Collective Bargaining
Collective bargaining is a process in which the representatives of the employer and of the employees meet and attempt to negotiate a contract governing the employer-employee union relationship. According to Jucious. “collective bargaining refers to a process by which employers on the one hand and representatives of employees on the other, attempt to arrive at agreements covering the conditions under which employees will contribute and be compensated for their services.” Show Less

  Material Name Type Size Length
Collective Barganing- PPT Powerpoint 1.43 MB  
Collective Bargaining PDF 150.24 KB  
Test Name Pass Questions
Labour Relations 60.00% 7

Course Reviews

Solomon Kaminda

Information Architect:
I have a wealth of experience in information management and architecture in the following areas:
Database Management - Data quality management, Data Warehousing, Harvesting, etc.
Enterprise Content Management: CMS, ERMS, EDRMS and DMS
Records Management: Policy Formulation for both Manual and Electronic Records Management Policies, Establishing Records Management Programs, Records Life Cycle Management, Records Management Applications, Records Keeping Standards, etc
Archiving: Procedures, setting up/ Initiating archival programs, digital archiving (digitization and microfilming projects), Storage and retrieval

Goals: To enable organizations to tap into information as the No.1 Management resource by empowering them with the right information and systems.

Specialties:Information systems implementation, systems use training, Archiving, ECM training, e-records systems evaluation, Records Management Standards, digitization, microfilming.

Trainer of Trainers
Human Resource Institute, Kenya
March 2012 – Present (1 year 4 months)Nairobi

I do training of those who carry out or are in charge of training function in their organisations. The course is called Certified Professional Training course.

Lecturer- Part Time
Institute of Advanced Technology
January 2010 – Present (3 years 6 months)

Teaching the following to BBIT Degree students and BICTM students for St Pauls University & Maseno University respectively.
1. Data Structures & Algorithms
2. Systems Engineering
3. Data Communication
4. Systems Analysis & Design
5. Structured Programming Models

Information Architect- Training Designer
Kenvision Techniks Institute
August 2009 – Present (3 years 11 months)

My responsibilities as a Training Designer includes

• Develop the staff training and development policy for the company
• Conduct client staff training needs assessment;
• Facilitate consultations with client training managers on priority specialized training requirements for their organizations.
• Prepare annual training plans and present to the Training Advisory Committee for approval;
• Design, develop, test training materials and implementation of in-house competency based training and development programmes relevant to specific needs of different clients
• Prepare handbook and facilitate implementation for induction programs for all new staff;
• Facilitate the continuous professional development of staff and prepare annual returns for management records;
• Prepare annual program for priority conferences and facilitate staff participation;
• Carry out post training performance evaluation and assess the impact of training on staff performance;
• Provide career-counseling services to staff;
• Update and maintain the skills inventory database for Kenvision Techniks;
• Perform any other duties assigned by management

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