mpm in advance human resource managementgraduate certificate in human resource management,mpm in advance human resource management,MASTER CERTIFICATE IN ADVANCE HUMAN RESOURCES MANAGEMENT

Master certificate in advance Human resources management course considers the potential of HRM to enhance organizational flexibility,business viability and help create competitive advantage. It examines HRM in dynamic and complex contexts and discusses practical ways of improving strategic HR planning in firms.

June 24, 2019
30 PDUs


PLOT 14,Odeniran close,Off Opebi,Oregun Link Bridge,Opebi Ikeja,Lagos   View map


Master certificate in  advance Human resources management course considers the potential of HRM to enhance organizational flexibility,business viability and help create competitive advantage. It examines HRM in dynamic and complex contexts and discusses practical ways of improving strategic HR planning in firms.

The task of managing human resources effectively includes all the activities that use to influence the competencies, behaviors and motivations of all employees. In that, such competencies, behaviors and motivations of employees influence profitability, customer service and other significant measures of organizational effectiveness, managing human resources is a key strategic challenge that underpins and over- determines outcomes. Focus is accorded to the means by which successful corporations compete effectively in a dynamic, global environment. To this end, students will study, research and assess principles of strategic management of human capital, recruitment techniques and pitfalls, effective planning, evaluation and motivation of performance, human development initiatives, compensation issues, and the use of incentives to motivate outstanding performance. Students will learn the importance of the HR Triad (employee, line manager, HR manager). They will also acquire skills to foster mutual understanding and collaboration across organization units involving HR professionals, managers, and employees. Case studies and compelling examples from a wide range of industries are contextualized for the dual purpose of deconstruction and insightful reconstruction. Assignments will involve, among others, integration and application.



Upon completion of this course, students will be able to:

1. Identify, synthesize, articulate and evaluate contemporary theoretical models within the realm of HRM.

2. Integrate theory and practice – in a compelling and well-grounded manner.

3. Synthesize the direct and co-extensive functions that HR plays in the organizational arena.

4. Evidence the development of skills requisite for successful labor / management relations, practices, behavior, and policies.

5. Identify, contextualize, analyze, and balance the needs of organizations and their employees in highly competitive environments.

6. Identify models and frameworks that most effectively elucidate the centrality and multi-focus dimensions of human resource management.

7. Analyze and articulate the strategic impact human resources has on management and organizational goals.

8. Evaluate case studies in which it is vital to identify, extract, contextualize, evaluate, analyze and assess specific HR-related challenges.

9. Develop a plausible plan by which to structure the activities of general managers, functional managers, and HR associates and executives to ensure effective HR management and optimal organizational performance.

10.Effectively integrate (or synthesize) important facts, concepts, principles, and theories in the field of human resource management when working to resolve multifaceted human resource problems in complex real-world situations.

11. Evaluate  the  quality  of  the  text’s  proposed  solutions to human resource management problems when applied to situation-specific criteria, including organizational constraints. Compare and contrast these to at least to other researched solutions proposed by other scholar-practitioners.

12. Effectively adapt quantitative techniques to analyze and enlighten human resource management issues.


Fundamentals of Human Resource Management

This course provides students with a complete, comprehensive and comprehensible review of essential personnel/human resources management concepts and techniques. Because managers all tend to have personnel- related responsibilities, this course should appeal to all students of HRM, not just those planning “Human Resource Managers” themselves. The course outlines the roles and functions of members of the human resources community. The student will also learn how human resources management has evolved over time and become familiar with the new “corporate view” of this increasingly important function.


Upon completion of this course students should have gained the knowledge and skills to:

1. Describe the major activities performed by the HRM professional in the context of human domains.

2. Explain the trends relevant to the growing importance of HRM.

3. Identify current laws that protect the interests of employers and employees, and assess their impact on
human resources management.

4. Outline the processes involved with staffing – including job analysis, job description, recruitment and
selection, and organization. Analyze the ways in which internal and external factors affect them.

5. Describe  the  HRM  strategic  planning  process  and  explain  how  it  supports  an  organization’s  goals  and

6. Explain the background and evolution of unions and labor relations laws. Elaborate upon the effect that
unions and labor relations law has had upon current HR practices.

7. Describe the role of training and development in organizational performance, and articulate how this role
should be effectively managed.

8. Identify and describe the compensation and benefit strategies an organization can use to attract and retain
employees. Provide an overview of the factors considered in establishing a particular approach to

9. Apply human resource management theory and concepts to solving managerial business problems.

10. Articulate human resource management opportunities and provide a synthesis of how human resource
management concepts and tools can be applied to achieve organizational objectives.

11. Discern contemporary changes in the field of HRM, and explain the increasing importance of HRM.


Leadership and Organizational Change

This course provides an overview and an exploration of the challenges to effective leadership and management posed by the rapidly changing business and social environment. The course will consider a number of potential leadership and management dilemmas as well as suggest strategies for maximizing a diverse workforce potential, implementing change and technological innovation, and competing effectively in a global environment. Current leadership theory, models, principles, skill applications and research findings will be used to provide students with effective leadership skills that will allow them to better manage change in private and public organizations.


Upon completion of this course students should have gained the knowledge and skills to:

1. Demonstrate how the leadership functions contribute to the management of people and can influence the organization in achieving positive improvement and change.

2. Identify and evaluate employee needs. Apply human resources theory to diagnose and match appropriate leadership skills.

3. Analyze and critique important research trends in Leadership.

4. Articulate basic differences in the representative approaches to Leadership.

5. Analyze leadership theories and approaches and synthesize motivational techniques derived from such
theories. Apply frameworks to practical situations of manager motivating employees.

6. Describe the ways in which leadership can influence an organization in achieving positive improvement and

7. Apply critical thinking and analytical tools to evidence the forces at work in our rapidly changing
technological work environment.

8. Compare and contrast different styles and approaches to leadership and assess motivational processes.

9. Analyze individual and team skills and apply to problem solving and decision making.

10. Analyze the benefits and consequences of organizational change and innovation.

11. Describe the process of change, and elaborate upon effective management of change in an organization.

12. Recognize that leadership is both art and science



The purpose of this course is to provide students with the theoretical background and tools needed to manage the performance of employees, and to design and use cost-effective compensation systems that will help motivate and reward employee productivity. It will outline effective ways to cover to manage the performance of human resources systems, teams and individual employees, with a brief treatment of managing organizational performance. The student will gain a more thorough understanding of the principles that underlie effective performance management systems and practices. These include the need to understand the importance of organizational, functional, and individual performance management and the need to develop a personal managerial style that is both flexible yet disciplined.


Upon completion of this course students should have gained the knowledge and skills to:

1. Analyze and evaluate the most appropriate compensation and benefits practices for an organization. Elaborate upon and provide a synthesis of the complexities of providing a full array of benefits.

2. Explain and articulate the relationship between total rewards (pay, benefits, and work environment) to employee attraction, motivation and retention, as well as organizational performance. Apply theoretical frameworks to practical examples.

3. Explain the relationship between compensation strategy organizational and HR strategies.

4. Describe and articulate current strategies utilized to increase employee performance – including base
compensation, incentive programs, salary administration, performance management, benefit programs, and
relevant work environment activities.

5. Analyze legal requirements in the design and administration of total rewards programs.

6. Outline the complexities of total rewards program design in international and unionized environments.

7. Identify and evaluate new trends in total rewards.

8. Demonstrate the ability to create and use performance appraisals to manage and develop employee performance. Compare performance appraisal strategies and techniques.

9. Identify and assess the measures, costs and benefits associated with employee evaluation and performance.

Course Outlines

MBA 600
Human Capital Management in Organization

1. Managing Human Resources

2. Understanding the External and Organizational Environments.

3. HR Planning for Alignment and Change

4. Ensuring Fair Treatment and Legal Compliance

5. Using Job Analysis and Competency Modeling

6. Recruiting and Retaining Qualified Employees

7. Selecting Employees to Fit the Job and the Organization.

8. Training and Developing a Competitive Workforce.

9. Conducting Performance Management

10. Developing an Approach to Total Compensation

11. Using Performance-Based Pay to Achieve Strategic Objectives

12. Providing Benefits and Services.

13. Promoting Workplace Safety and Health

14. Understanding Unionization and Collective Bargaining.


1. The Strategic Role of Human Resource Management.
2. Equal Opportunity and the Law

-Identify and explain: activities that comprise human resources management functions.
-Discuss the difference in the roles of line managers and staff managers.
-Be aware of what actions constituting discriminatory employment practices.
-Know levels of strategic planning performed by managers

3. Job Analysis
4. Personnel Planning and Recruiting

– Define and understand job analysis, methods of recruiting, and how to forecast the supply of candidates.
-Describe the various types of employment agencies. -Understand how to properly create and use an employment application form.

5. Employee Testing and Selection
6. Interviewing Candidates

– Define and explain: different types of selection tests.
– Distinguish between types of test validity and various types of interviews.
-Discuss how to conduct an effective interview
-Explain how to develop a structured or situational interview.

7. Training and Developing Employees.
8. Managing Strategic Organizational Renewal.

– Define and explain: management development techniques.
– Distinguish the steps required to plan and implement the basic training process
– Understand how to evaluate a training program
-Know the uses of various training techniques.
-Understand the nature of self-directed teams and worker empowerment.
-Know the role of HR in Basic Process Reengineering.

9. Appraising and Managing Performance.
10. Managing Careers and Fair Treatment.

– Discuss and understand: methods and problems of performance appraisal
– Understand the procedures for making promotions and transfers. – Discuss the basics of career management.

11. Establishing Strategic Pay Plans.
12. Pay-for-Performance and Financial Incentives.

– Define and understand: the legal considerations of compensation.
– Discuss and understand how to establish pay rates -Explain steps in developing effective incentive plans -Understand how to evaluate jobs.
-Understand the advantages and disadvantages of various incentive plans.

13. Benefits and Services.
14. Labor Relations and Collective Bargaining.
15. Employee Safety and Health.

-Describe: various types of strikes.
-List provisions of the major labor laws.
-Know the purposes of the grievance procedure
-Understand the role of management in workplace safety.
-Understand why workers unionize.
-Understand the Occupational Safety and Health -Administration’s  requirements  for  employers.

HR 452 Leadership and Organizational Change

1.  Leadership  is  Everyone’s  
2. Leadership Involves an Interaction between the Leader, the Followers, and the Situation

-Leadership definitions
-Distinctions between leaders and managers
-Styles of Followership
-Leader Traits That Influence the Leadership Process
-How Leaders Interact with Followers

3. Leadership is developed through Education and Experience
4. Assessing Leadership and Measuring its Effects

-Factors That Affect a Perceptual Set
-Factors Affecting the Attribution Process
-The Role of Expectations In Social Interaction
-Techniques Used To Teach Leadership Concepts
-Research Findings About Leadership
-Measures Of Successful and Unsuccessful Leadership

5. Power and Influence
6. Leadership and Values

-Sources of leader power
-Motivations To Manage
-Assessing Types Of Influence Tactics
-Some Influences On the Development Of Personal Values
-Stages Of Moral Reasoning
-Actions That May Be Legal But Unethical
-How Good People Justify Doing Bad Things
-The Narrow Band of Acceptable Behavior

7. Leadership Traits
8. Leadership Behavior

-The Five Factor Model of Personality
-Emotional Intelligence
-Categories That Contribute To Effective Group Performance
-The Most Useful Factors in Coaching

9. Motivation, Satisfaction and Performance
10. Groups and Teams

-Relationships Between Leadership, Job Satisfaction, and Performance
-Ten Motivational Approaches
-Differences between Maslow and Expectancy theories
-Theories of Job Satisfaction
-Differences Between Organizations and Groups
-Differences Between Groups and Teams
-Ginnett’s  Team  Effectiveness  Leadership  Model

11. Characteristics of the Situation
12. Contingency Theories of Leadership

-Research  exploring  How  Situational  Factors  Affect  Leaders’   Behaviors
-Situational Levels In Which Leaders and Followers Operate
-Schein’s  Four  Key  Organizational Culture Factors
-Factors From the Situational Leadership Theory and the Interactional Framework
-Motivational Hierarchies For Low- and High-LPC Leaders
-Factors  From  Fiedler’s  Contingency  Theory  and  the   Interactional Framework
-Path-Goal Theory

13. Leadership and Change; Leadership Skills Part V: Leadership Skills

-Beer’s  Model  of  Organizational  Change
-The Components of Organizational Alignment
-The Expectation-Performance Gap
-Common Losses with Change
-Reactions To Change
-The Rational Approach To Organization Change and the Interactional Framework
-Basic Leadership Skills (Part V)
-Advanced Leadership Skills (Part V)

HR465Employee Performance: Appraisal and Management

1 – The Pay Model
2 – Strategic Perspectives

-Compensation: Definition
-Forms of Pay
-Pay Techniques
-Which Pay Decisions Are Strategic? -Source of Competitive Advantage

3 – Defining Internal Alignment
4 – Job Analysis
5 – Evaluating Work: Job Evaluation
6 – Person-Based Structures

-Compensation Strategy: Internal Alignment
-Structures Vary among Organizations
-Strategic Choices in Designing Internal Structures
-Which Structure Fits Best?
-Structures Based on Jobs, People, or Both
-Why Perform Job Analysis?
-How Can the Information Be Collected?
-Job Analysis: Bedrock or Bureaucracy?
-Person-Based Structures: Competencies

7 – Defining Competitiveness
8 – Designing Pay Levels, Mix, and Pay Structures

-Compensation Strategy: External Competitiveness
-What Shapes External Competitiveness?
-Labor Market Factors
-Modifications to the Demand Side
-Modifications to the Supply Side
-Product Market Factors and Ability to Pay
-Organization Factors
-Competitive Pay Policy Alternatives
-Consequences of Pay-Level and Mix Decisions -Design the Survey
-Who Should Be Involved?
-How Many Employers?
-Which Jobs to Include?
-What Information to Collect?
-Compensation Comparison

9 – Pay for Performance:
The Evidence
10 – Pay for Performance Plans
11 – Performance Appraisals

-Components of total rewards systems, how they work, and their outcomes
-Merit pay
-How reward systems motivate behavior
-How pay for performance programs should link to the strategy of the organization.
-Characteristics, advantages, disadvantages and outcomes of individual incentive programs
-Characteristics, advantages, disadvantages and outcomes of group and organizational incentive programs
-Characteristics, advantages, disadvantages and outcomes of merit pay
-Different types of performance appraisal formats; advantages and disadvantages of each; how to evaluate and choose rating formats
-Basics of conducting performance appraisals
-Types of rater error

12 – The Benefits
Determination Process
13 – Benefit Options

-Issues in benefits plan administration, especially how benefit plans should relate to organizational strategy
-Defined contribution versus defined benefit plans -Communicating benefits
-Financing benefits
-Legal issues in benefits, particularly ERISA -Health care insurance issues in benefits programs
-Pension and retirement issues in benefits programs

14 – Compensation of Special Groups
15 – Union Role in Wage and Salary Administration
16 – International Pay Systems

-Who Are Special Groups?
-Compensation Strategy for Special Groups
-The Impact of Unions in Wage Determination -Unions and Alternative Reward Systems
-Gainsharing Plans
-Profit-Sharing Plans
-Comparing domestic and international systems

17 – Government and Legal Issues in Compensation
18 – Budgets and Administration

-Pay Discrimination: What Is It?
-Definitions of Skill, Effort, Responsibility, Working Conditions -Your Turn: Conducting an OFCCP Audit
-Administration and the Total Pay Model
-Managing or Manipulating?
-Controls as Guidelines: Let (Thoughtful)

Who Should Attend?

Experienced HR professionals who are seeking to update their knowledge and skills.

New HR professionals who seek the knowledge, skills, and perspectives that will help them excel at their jobs and advance in the field.

Professionals considering a career change into HR who want to explore the field as well as make themselves more desirable candidates for HR positions.

Human resource specialists in any of the five functional areas of human resource management (human resource planning, recruitment, and selection; human resource development; compensation and benefits; employee safety and health; and employee and labor relations), particularly those involved in employee benefits, employee relations, recruiting, wage and salary administration, affirmative action, and labor relations.

Line managers who seek greater skill in interviewing and hiring new employees, training employees, conducting performance evaluations of their direct reports, and other HR activities they are responsible for carrying out.

Course Dates