£1425 + VAT
HRM, Strategy and Corporate Social Responsibility
- The meaning of human resource management
- Business and corporate strategies
- Stakeholders and corporate responsibility
High-Commitment HRM Policy and Practice
- An outline of high-commitment HR policies and practices
- Bundles of human resource practices
- Is high-commitment HRM universally applicable?
Aligning HRM with Organisational Goals
- Contingency theory and best fit
- ‘Best fit’ HRM
- Limitations of best-fit / contingency models
- Resource-based view of HRM and the ‘architecture’
- Applying RBV and architecture models to HRM
- HR managers and executives
- Heads of HR functions
- HR business partners and advisors
- HR professionals and practitioners
- Senior HR officers and assistants who wish to understand and contribute to the development and implementation of HRM within their organisations.
- Small-business owners and managers responsible for the people function within their organisations.
Upon completion of this course, you will be able to understand:
- The multiple meanings of HRM, the relationship between strategy and HRM, and the value of seeing strategy in terms of multiple stakeholders.
- The principal theoretical frameworks used in HRM – the universalist high-commitment paradigm, the contingency best-fit approach and the resource-based view of the firm.
LBTC’s HR seminars including the HRM Delivery and Relationship with Strategy training and development of employees in human resource management.