ដើម្បីភាពជោគជ័យ ក្នុងការងារ និងមុខរបរ
ឧទេ្ទសនាមដោយ គ្រូមានសមត្ថភាព និងបទពិសោធន៏ច្បាស់លាស់
Human Resources Management
ខ្លឹមសារមេរៀន (Course Description):
Human Resource Management (HRM) is an importance approach to managing people. People make a business function efficiently and yet they cause the greatest difficulties. Indeed, for most of us interaction with people provides much of any jobs challenge and satisfaction. It follows that success, or even survival, in business requires an understanding of people management.
This course follows the Business in context model. It locates HRM and other perspectives of people management in a framework focused on the needs of business. In fact, the model fits the subject well, providing a local explanatory framework in which to explore the complexities involved in managing people at work. At the outermost level of the model, we see that activities of people managers are constrained by a series of environmental factors. For example:
- The actions of Cambodian Government running with globalization such as integrate and humanization with ASEAN, EU, WTO and World-Wide, in determining investment in education and vocational training;
- Competing demands from stakeholders such as customers, trade unions, shareholders and senior managers.
- The economy, affecting business growth and subsequent demand or availability of employees;
- legislation on a wide range of employment issues, including hours, conditions, minimum pay, redundancy rights, consultation and so on;
At the organizational level, dimensions of size, structure and culture constraints and sometimes determine the way in which HRM takes place. Organizations range from one-person 'start-ups' to multinational employing hundreds of thousands of people. As a consequence, the problems which people manager’s face vary from simply managing themselves to the problems involved in controlling vast numbers. Not surprisingly, HRM in small business tends to be commonsensical, with an emphasis on solving day-to-day problems. People management is a natural part of the owner-manager's role, along with finance, production, marketing, customer service and everything else.
We commence this course by addressing the nature and scope of HRM as a philosophy of people management and as a business strategy. We will see that there is no universal agreement on the meaning of HRM. In fact, there are varying and contradictory models. Yet they embody common elements which distinguish them from previous approaches to managing people – specifically personnel management.
គោលបំណងមេរៀន (Course Objectives):
Human Resource Management (HRM) is one of the core units offered in the Bachelor of Business Administration (BBA) or Master in Business Administration (MBA) program which examines human resource management issues in a business context in both the local and global environments. After studying this course, you should be able to:
- Understand global HRM practices.
- Understand recruitment and selection strategies, and job choice.
- Understand the importance of the analysis and design of work.
- Understand compensation practices in HRM and performance management system.
- Understand the different HR issues and practices associated with directional strategies and the role of HR as a customer service business.
- Elaborate on the key principles and essentially strategic nature of HRM.
- Interpret your experience of various human resource policies and terminology in terms of their fit with the major evolutionary stages up to the current HRM model of people.
- Correlate structural changes within an organization to its people management needs or practice.
- Recommend human resource management practices that can help companies successfully manage global, quality, work system, and social challenges.
- Examine and analyze the importance of organizational training and development.
- Understand employee relations with special reference to the Cambodian context.
វិធីសាស្រ្តនៃការបង្រៀន (Teaching Methodology):
គ្រប់មេរៀននីមួយៗនៅក្នុងសៀវភៅនេះ ត្រូវបានបកស្រាយនូវខ្លឹមសារមេរៀនដោយសាស្ត្រាចារ្យ និងមានការតាមដាន និងស្វែង យល់ពីនិស្សិតដោយផ្អែកលើគោល
វិធីសិស្សមជ្ឈមណ្ឌល ដោយក្នុងនោះសាស្រ្តាចារុ្យមានភារកិច្ច សម្របសម្រួលការសិក្សា និងស្រាវជ្រាវរបស់និស្សិត។មធ្យោបាយទាំងនេះនឹងអាចជួយឲ្យ
និស្សិតសិក្សារៀនសូត្របានកាន់ តែច្រើនជាមួយកិច្ចការធ្វើនៅផ្ទះ ការពិភាក្សាជាក្រុម ការសម្រេចជាក្រុមការធ្វើការស្រាវជ្រាវជាលក្ខណៈក្រុម និងបុគ្គល និងការរៀបរាប់ពីបទពិសោធន៍ផ្ទាល់ខ្លួនដល់និស្សិតដទៃក្នុងថ្នាក់។ ម្យ៉ាងទៀតសាស្រ្តាចារ្យមានតួនាទីជាអ្នកដឹកនាំ អ្នកប្រឹក្សាយោបល់ អ្នកជម្រុញ និងលើកទឹកចិត្តឲ្យនិស្សិតមានការខិតខំសិក្សារៀនសូត្រ ជាពិសេសសាស្រ្តាចារ្យអាចសងេ្ខបខ្លឹមសារមេរៀននីមួយៗដើម្បីឲ្យនិស្សិតឆាប់យល់
|ឈ្មោះមេរៀន និង ប្រធានបទ|
Chapter 1: Strategic Human Resource Management in a Changing Environment
- What is Human Resource Management
- Discrepancies Between Academic Research and HRM Practice
- The Domains of Human Resource Management
- Trends Enhancing The Importance of HRM
- The Importance of HRM Measurement in Strategy Execution
- Competitive Advantage
Chapter 2: The Role of Globalization in HR Policy and Practice Objectives
- How Do Companies Engage in International Commerce?
- What Influences the Decision to Invest in a Particular International Market?
- Domestic versus International HRM
- International HR Strategies
- International Business Assignments
- Global Leadership Challenges
- Discrepancies Questions
Chapter 3: The Legal Environment of HRM: Equal Employment Opportunity
- Equal Employment Opportunity Law
- Title VII of the Civil Rights Act of 1964
- The Age Discrimination in Employment Act of 1967, Amended in 1986
- The Americans with Disabilities Act of 1990(ADA) Amended in 2008
- Genetic information Nondiscrimination Act of 2008 (GINA)
- Pregnancy Discrimination Act of 1978
- Are Expatriates Covered by Federal EEo Laws When They Are Assigned to Countries Other than the United State?
- Future Trends in EEO
Chapter 4: Work Analysis and Design
- What Is Work Analysis?
- What Are the Most Useful Formal Approaches to Work Analysis?
- Autonomous Work Groups (AWG) or Self-Managing Teams
- Are There Bias and Inaccuracy in Work Analysis Data?
- How Do You Choose the Best Work Analysis Method?
Chapter 5: Human Resource Planning Recruitment
- Effective Human Resource Planning
- The Recruitment Function : Putting HRP into Action
Chapter 6: Personnel Selection
- Selection Methods: Are They Effective?
- Application Blanks and Biographical data
- Personnel Testing
- Drug Testing
- Performance Testing Work Samples
- Combining data from Various Selection Methods
- Personnel Selection for Overseas Assignments
- Selection in Other Countries
- The Bottom Line on Staffing
Chapter 7: Performance Management and Appraisal
- How Do We Define Performance and Why Do We Measure It?
- Legal Issues Associated With Performance Appraisals
- Designing an Appraisals System
Chapter 8: Training and Development
- Defining Training and Development
- Extent of Training and Development
- A System View of Training
- Needs Assessment
- Development of the Training Program
- Planning for Training Effectiveness in Organization
- Special Training Program
Chapter 9: Career Development
- Implications of Workplace Changes for Individuals and Organizations
- Importance of Understanding Career Development
- Designing Career Development System
- Components of Career Development Systems
- Career Programs for Special Target Groups
Chapter 10: Compensation: Base Pay and Fringe Benefits
- Cash Compensation: Base Pay
- The Traditional Approach to Compensation
- Fringe Compensation: Employee Benefits
- Compensation the Benefits Program
- Compensation the Benefits Program
Chapter 11: Rewarding Performance
- Does PFP Word?
- What are the Determinants of Effective Reward Systems?
- What are the Main Problems with PFP Programs?
- What are the Legal Implications of PFP?
- Individual PFP plans : Merit Pay and Incentive Systems
- What are Group incentive Plans?
- Managerial and Executive Incentive Pay
- How Do Companies Keep Entrepreneurs and Promote Intrapreneurs?
- What are the Managerial Implications for PFP Program
Chapter 12: Managing Employment Opportunity Relationship
- Organizational Entry
- The Ongoing Relationship
- Organizational Exit
Chapter 13: Labor Relations and Collective Bargaining
- Why Do Workers Join Unions?
- The Legal Environment of Labor Relations
- How Do Workers Form Unions?
- The Effects of Unions
- Collective Bargaining t
- Current and Future U.S. Trends in labor Relation
- International Issues
Chapter 14: Employee Health and Safety
- Common Workplace Injuries and Diseases
- Legal Issues Relation to Health and Safety
- Programs to Reduce Accidents at Work
- Contemporary Issues Related to Health and Safety
- Starting Date: March 15, 2014 (4 Weekends)
- Time: Saturday : 8:00 am - 11:00 am and 2:00 pm - 5:00 pm
Sunday : 8:00 am - 11:00 am and 2:00 pm - 5:00 pm
- Fee: $120
- Early Registation : $99 (By 11 March, 2014)
- Free Certificate, Handouts
Wing bill payment
- Person Name : Srey Sathavery
- Telephone Number : 017 233 345
Where ( registration and venue )
Leopard Business Consultancy Co,. Ltd.
- Building #5C, St. 284 corner St. 163, Olypic, Chamkamon, Phom Penh, Cambodia
(Opposite the South Gate of Mohar Montrey Pagoda)
- Tel: 855(0) 93 888 772
- Email: email@example.com
Deadline : 14 March, 2014