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Human Factor l
 
 
Human Factor l
Course in Business Comunications
 
Human Factor l Course

The following course in Human Factor l is provided in its entirety by Atlantic International University's "Open Access Initiative" which strives to make knowledge and education readily available to those seeking advancement regardless of their socio-economic situation, location or other previously limiting factors. The University's Open Courses are free and do not require any purchase or registration, they are open to the public.

The course in Human Factor l contains the following:

  • Lessons in video format with explaination of theoratical content.
  • Complementary activities that will make research more about the topic , as well as put into practice what you studied in the lesson. These activities are not part of their final evaluation.
  • Texts supporting explained in the video.
  • Evaluation questionnaire, that will grant access to the next lesson after approval.
  • Final exam for overall evaluation of the course.

The Administrative Staff may be part of a degree program paying up to three college credits. The lessons of the course can be taken on line Through distance learning. The content and access are open to the public according to the "Open Access" and " Open Access " Atlantic International University initiative. Participants who wish to receive credit and / or term certificate , must register as students.


Lesson 1: Personnel Management/A.K.A Human resources

The earliest forms of Personnel Management were the working arrangements struck between craftsmen and their apprentices during the pre-Industrial cottage-based guild system. The apprentice lived in the workshop or home of his master, and the master took care of his health and welfare.

Many students of management and laypeople often hear the term HRM or Human Resource Management and wonder about the difference between HRM and the traditional term Personnel Management. In earlier times, the Personnel Manager of a factory or firm was the person in charge of ensuring employee welfare and interceding between the management and the employees. In recent times, the term has been replaced with HR manager. This article looks at the differences in usage and scope of functions as well as the underlying theory behind these nomenclatures.  

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Lesson 2: Process Management

Good leaders are made not born. If you have the desire and willpower, you can become an effective leader. Good leaders develop through a never ending process of self-study, education, training, and experience (Jago, 1982). This guide will help you through that process.

To inspire your workers into higher levels of teamwork, there are certain things you must be, know, and, do. These do not come naturally, but are acquired through continual work and study. Good leaders are continually working and studying to improve their leadership skills; they are NOT resting on their laurels.

 

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Lesson 3: Recruitment


Recruitment is the process of seeking and attracting the right kind of people to apply for a job in an organization. Recruitment in any organization is effected by various internal and external factors. Internal factors include the recruitment policy, time and cost constraints etc. External factors include the situation in the economy, the job market, the industry etc. The recruitment policy of an organization effectively defines and determines the pattern, the sources and the methods of recruitment of the firm. A good recruitment policy is based on the organization's objectives, complies with the government policy, and results in successful placements in the organization at the minimum cost and time. It provides the basic framework in the form of guidelines, procedures and sources for recruitment.  

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Lesson 4: Recruitment and induction


Recruitment and induction is the process of finding, hiring and initiating employees. This is also referred to as full life-cycle recruiting. Most employers create and administer this process to ensure effective and efficient recruiting. This process is also implemented to ensure hiring managers comply with policies, such as affirmative action, equal opportunity employment and non-discrimination.

Job Description Before a job opening is filled, the Personnel Management department works with hiring managers to create a new job description, or ensure the job description for the job opening is current and accurate. Reviewing a job description when a job opens is an efficient procedure to continually improve an organization's structure, as well as evaluate competencies and wages for each position within the organization

 

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Lesson 5: Training

On-the-job training, also known as OJT, is teaching the skills, knowledge, and competencies that are needed to perform a specific job within the workplace and work environment. On-the-job training uses the regular or existing workplace tools, machines, documents, equipment, knowledge and skills necessary for an employee to learn to effectively perform his or her job.

It occurs within the normal working environment an employee will experience on the job. It may occur as the employee performs actual work or it may occur elsewhere within the workplace using training rooms, training work stations, or training equipment. On-the-job training is most frequently supplied by another employee who can competently perform the job that he or she is teaching.

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Lesson 6: Functions of Personnel Management


Manpower Planning which consists of putting the right number of people, right kind of people at the right place, right time, doing the right things for which they are suited for the achievement of goals of the organization. Personnel Management Planning has got an important place in the arena of industrialization.

Once the factors affecting the future manpower forecasts are known, planning can be done for the future manpower requirements in several work units

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Lesson 7: Job Analysis - Job Description and Job Specification


Job analysis is primary tool in personnel management. In this method, a personnel manager tries to gather, synthesize and implement the information available regarding the workforce in the concern. A personnel manager has to undertake job analysis so as to put right man on right job. There are two outcomes of job analysis :

1. Job description

2. Job specification

 

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Lesson 8: Performance Appraisal


Yearly performance reviews are critical. Organization's are hard pressed to find good reasons why they can't dedicate an hour-long meeting once a year to ensure the mutual needs of the employee and organization are being met. Performance reviews help supervisors feel more honest in their relationships with their subordinates and feel better about themselves in their supervisorial roles. Subordinates are assured clear understanding of what's expected from them, their own personal strengths and areas for development and a solid sense of their relationship with their supervisor.

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Lesson 9: Performance Appraisal Tools and Techniques

Tools Performance appraisals are a fact of life for employees and supervisors in most companies. When taken seriously and conducted the right way, employee evaluations can help individuals improve and lead to better results for a company overall. Procedures vary among businesses and occasionally even among management personnel in a single business, but they have a few techniques in common. Determine which of these are appropriate in your situation and learn how to incorporate them effectively.

 

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Lesson 10: Elements of Personnel Management

Personnel management can be defined as obtaining, using and maintaining a satisfied workforce. It is a significant part of management concerned with employees at work and with their relationship within the organization. According to Flippo, “Personnel management is the planning, organizing, compensation, integration and maintenance of people for the purpose of contributing to organizational, individual and societal goals.” According to Brech, “Personnel Management is that part which is primarily concerned with human resource of organization.”

 

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