Integrity Training – Effective Human Resource Administration

Integrity Training – Effective Human Resource Administration

An advanced training on human resource management that is required to handle HR in small to medium-sized businesses is called “Effective Human Resource Administration.” The basics of motivation, individual and group behavior, the informal organization, technology and people at work, productivity and quality improvement, job redesign and job enrichment, the basics of leadership, training, evaluating, and rewarding employees, effective communication, managing conflict and change, and human relations in international business are just a few of the topics covered in this course.

For business owners and HR managers, one of the most challenging duties is managing the human resource of a firm. The course covers a variety of ideas that aid in managing HR and may improve corporate outcomes and boost efficiency. HR newbies might get an excellent head start by taking the Introduction to HR course.
Course Outline

Learning Objectives

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Learning Objectives (2:35)

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Introduce the instructor (4:33)

Lesson 1: Overview of Effective Human Resource Management

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Overview of efficient human resource management (0:50)

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Overview of efficient HR administration (6:38)

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Introduction to efficient HR administration (6:23)

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The Role of the HR Assistant in Effective HR Administration (5:04)

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Lesson 1 Evaluation (1:26)

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Review Issues

Lesson 02: Motivational Principles

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Principles of Motivation (1:25)

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What is motivation, exactly? (3:49)

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What is motivation, exactly? (continued) (4:03) (4:03)

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What is motivation, exactly? (Cont.) (10:38) (10:38)

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The Hierarchy of Needs (2:43)

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(Continued) The Need Hierarchy (4:20)

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The Physiologic Hierarchy of Needs (1:28)

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Safety in the Need Hierarchy (6:00)

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The Social Need Hierarchy (5:07)

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The Need Hierarchy: Self-Actualization and Esteem (7:01)

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A two-factor model (2:35)

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Continued from The Two-Factor Theory (1:13)

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Two-Factor Theory of Motivation (1:49)

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The Second Factor Theory (1:53)

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Making Use of the M-H Theory (2:12)

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The M-H Theory in Practice (continued) (4:35)

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The Position of the M-H Theory (3:32)

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Predictability Theory (3:43)

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Perspective from Expectancy Theory (2:26)

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Perspective from Expectancy Theory (5:27)

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The Usual Aspects of Rewards (4:28)

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The Useful Aspect of Rewards (Continued) (9:41)

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The Usual Aspect of Rewards – Continued (3:36)

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The Usual Aspect of Rewards – continuation (1:37)

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Making a Program for Recognition (2:21)

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A Recognition Program’s Development (Details) (3:41)

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What Do Workers Want? (6:07)

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Review of Lesson 02 (2:09)

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Review Issues

Lesson #3: Personal Conduct

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Individual Actions (0:24)

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Opinions Do Matter (7:28)

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The Subject (7:20)

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The Person (Continued) (5:43)

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The Allport Vernon-Lindsey Study of Values Test for Individuals (3:25)

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The Person continues. (3:45)

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The Person – Attitudes (3:45)

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The Person – Attitudes (Continued) (3:36)

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The Person – Personality (8:25)

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Interpersonal Conduct (4:32)

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Exercise in Self-Assurance (4:36)

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Different Forms of Assertiveness (6:24)

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Inspiring Profiles (2:45)

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(Continued) Motivational Profiles (2:28)

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3. Lesson Review (2:58)

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Review Issues

Lesson #4: Group Interaction

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Group Dynamics (0:59)

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Understanding Groups (1:40)

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Continued Definition of a Group (3:49)

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Group Definition: Myth vs. Reality (3:33)

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Define a Group (Continued) (2:39)

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Group Development Phases (1:00)

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Developmental Stages of a Group: Forming (0:53)

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Group development stages: Storming (1:07)

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Group Development Stages: Norming (0:57)

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Group Development Stages – Performing (0:40)

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Adjourning in the Stages of Group Development (0:31)

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Positions in a Group (2:15)

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Group characteristics (1:08)

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Group characteristics (continued) (2:13)

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Intragroup Conduct (1:39)

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Continued Intragroup Behavior (1:45)

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Intragroup Conduct and Decision-Making (1:25)

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Risk-Taking Behavior in Intragroup (2:42)

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Creative Intragroup Behavior (2:56)

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Intragroup Conduct: Brainstorming Guidelines (1:55)

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Intragroup Behavior: The Idea-Generation Process (2:51)

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Brain-based behavior inside groups (3:23)

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Intergroup Conduct (1:26)

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Power battles (1:38)

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Dispute Resolution (2:37)

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Continued conflict resolution (3:05)

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group building (2:12)

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Teambuilding kept going (4:01)

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Qualities of Effective Team Building (10:54)

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Team Formats (5:00)

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Steps in the Team Building Process (3:02)

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Developing Teams: How to Work Effectively (2:41)

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Demo – Team Matrix for Strengths (12:35)

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4th lesson review (1:26)

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Review Issues

The Informal Organization is the fifth lesson.

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The Unofficial Group (0:29)

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Organizational Type: Informal (1:07)

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Interpersonal Relations: The Nature of Informal Organization (1:58)

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Leadership in Informal Organizations: Nature (2:18)

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Goals of the Informal Organization (1:22)

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Politics is the nature of informal organizations (2:04)

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Political behavior in Informal Organizations: Nature (5:23)

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Cohesion defines an informal organization’s nature (2:13)

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Networking is the nature of informal organizations (3:25)

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Behavior Control: The Informal Organization’s Nature (1:31)

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Communication is a key aspect of informal organizations (2:48)

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Organizational Structure: Communication Liaison (1:56)

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The informal organization’s nature and the reasons for grapevine activity (5:53)

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Awazu’s Five Roles: The Informal Organization’s Nature (1:47)

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Gains from Informal Organization (2:17)

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Detailed advantages of informal organizations (0:31)

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More on Informal Organization’s Advantages (1:19)

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Problems with Informal Organizations (2:06)

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Dealing with Unofficial Groups (1:30)

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05th lesson review (1:44)

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Review Issues

Lesson 06: Technology and Human Resources

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Workplace Technology and People (1:15)

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The Development (1:25)

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Studying and Developing (2:04)

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Postindustrial Culture (3:02)

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Continued Postindustrial Society (3:16)

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Challenges in the Postindustrial Society (1:49)

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Challenges in the Postindustrial Society (2:19)

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Technosocial Challenge (1:16)

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Knowledge-based businesses (1:51)

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Trends in Management: Relationships with Employees (2:12)

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Occupational Violence (1:10)

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Violence at Work: Technology (5:26)

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Violence at Work (Continued) (0:51)

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Violence at Work Investigation (1:31)

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Investigation of workplace violence (Continued) (1:41)

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Continued investigation into workplace violence (1:00)

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Investigation into workplace violence – continuation (1:21)

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The last few steps in the investigation of workplace violence (1:30)

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Initiatives to Reduce Workplace Violence (3:26)

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Violence at Work (Continued) (3:46)

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Violence in the Workplace: Crisis Management (2:53)

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Crisis management for workplace violence (Continued) (1:45)

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Stressed Out Workers (3:28)

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Causes of Stress at Work (2:53)

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Workplace Stress Reduction (3:09)

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Violence at Work (Continued) (1:58)

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Review of Lesson 6 (2:31)

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Review Issues

Lesson 7: Increasing Productivity and Quality

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Improvement of Productivity and Quality (0:56)

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Quality Obstacles (6:47)

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Quality Issues (Continued) (5:35)

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Management (4:54) (4:54)

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Managing (Continued) (3:00)

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Administration – TQM Program (2:05)

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Managing (Continued) (3:35)

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Continued management (1:04)

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Using a Pareto chart, manage (0:35)

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Cause and Effect in Management (2:52)

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Cause and Effect Diagram for Management (1:32)

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Example of Cause and Effect in Management (1:30)

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Administration – Customer Value (1:15)

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Process for Management Benchmarking (4:14)

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Management – Benchmarking Methods (1:18)

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Continuous Improvement in Management (2:18)

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Participatory Methods (2:24)

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Participatory Methods (Continued) (3:00)

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Participatory Methods – Intrapreneurship (2:21)

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Participatory Methods: The Basis for Intrapreneurship (2:35)

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Participatory Methods: The Road to Intrapreneurship (4:19)

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7th lesson review (2:00)