This course is internationally accredited through I.A.R.C.

If you like dealing with people using all forms of communication, and enjoy making decisions, then Human Resource Management could be the perfect career for you. It involves and intriguing blend of psychology, negotiation, management, communication, training and motivation. A career in Human Resources offers a great deal of variety. It can be fast paced, and you will never be bored.


  • Human Resources Management offers great variety and the potential to earn a high income.
  • Learn to manage people; understand the psychology of the workplace, and discover the scope, nature and opportunities of the HR and Employment industries
  • Work in HR management, Employment Services, Personnel Management, Consulting, Media, etc -find a job, start a business, advance a career


The course comprises 15 modules (1500 hours). Some of the modules are listed below.

Module 1. Management

There are 6 lessons as follows:

  1. Introduction & Organizational Structures
  2. Management Theories & Procedures
  3. Problem Solving & Decision Making
  4. Management Styles & External Influences
  5. Employing People & Interview Skills
  6. Staff Management

Module 2. Supervision

There are 10 lessons as follows:

  1. Introduction -Organisational structures & responsibilities.
  2. Understanding the work place -Government and private personnel departments, unions.
  3. Communications and human relations.
  4. Motivating employees.
  5. Organising the work place.
  6. Problem solving techniques.
  7. Discipline, complaints and grievances.
  8. Interviewing, recruitment, training.
  9. Work place safety.
  10. Dealing with management/worker participation/ report writing/ staff meetings.

Module 3. Motivation

This course contains eight lessons, as follows:

  1. Introduction - Describe the nature and scope of motivation, and identify the differences between people that distinguish the application of motivational skills to achieve a successful outcome
  2. Awareness  -  Explain the significance of knowledge and understanding to motivation.
  3. Tangible Rewards    Explain the effect of Tangible Rewards (eg: Money, Services, Goods) as a major motivator.
  4. Intangible Rewards - Explain the effect of intangible Rewards (eg: Security, Ethics, Gratitude, Belief Systems/Religion, Peer Pressure) as a major motivator.
  5. Negative Motivators - Explain how actions can be motivated by negative motivators (eg. Pain, Suffering, Discipline, Threats), and distinguish this type of motivation from that achieved through positive motivators.
  6. Initiating Motivation - Explain how to initiate motivation with an individual or group for a situation not previously confronted.
  7. Maintaining Motivation - Explain how motivation can be maintained or increased in both successful and unsuccessful environments.
  8. Applications - Identify a wide range of situations where motivational skills can be applied, and determine an appropriate way to initiate and maintain motivation in each of those situations.

Module 4.  Personnel Management

There are 10 lessons as follows:

  1. Human behaviour
  2. Workplace Communications
  3. Workplace Conditions
  4. Controlling Operations
  5. Recruitment and Induction
  6. Staff Training
  7. Work Teams
  8. Positive Discipline
  9. Grievances and Complaints
  10. Monitoring and Reporting

Module 5. Introduction to Psychology

There are seven lessons in this course, as follows:

  1. The Nature & Scope of Psychology
  2. Neurological Basis of Behaviour
  3. Environmental Effects on Behaviour
  4. Consciousness And Perception
  5. Personality
  6. Psychological Development
  7. Needs, Drives And Motivation

Module 6. Psychology and Counselling

There are seven lessons in this course, as follows:

  1. Stress
  2. Abnormal Behaviour
  3. Individual Behaviour
  4. Group Behaviour
  5. Methods of Dealing with Abnormalities
  6. Conflict Resolution
  7. Interpersonal Communication Skills

Module 7. Industrial Psychology

There are ten lessons in this course, as follows:

  1. Introduction - Free Will versus Determinism, Developmental and Interactive Expressions of Behaviour, Nature versus Nurture, Influence of Environment on Learning Behaviour, Modelling and Conformity, Conditioning involves Certain Environmental Factors which Encourage Learning to Take Place, Classical Conditioning, Operant Conditioning, Reinforcement & Punishment
  2. Understanding the Employees Thinking - Sensation and perception, thinking and day dreaming, the Gestalt approach, unconscious and conscious psychic elements. explaining behaviour, knowledge of brain processes, personal interpretation of a given situation, instinct. Terminology including: Mating, Curiosity, Maternal, Acquiring, Repulsion, Constructiveness, Rivalry, Laughter, Fighting, Walking, Swallowing, Play, Imitation, Sleep, Modesty, Domineering, Religion, Self Asserting, Sneezing, Thirst, Cleanliness, Workmanship, Parenting, Food seeking, Flight, Collecting, Sympathy.
  3. Personality & Temperament - Mature & immature temperaments (eg. Sanguine, Melancholic, Choleric, Phlegmatic), emotional types, fear, intelligence, knowledge, deviation, etc
  4. Psychological Testing - The Application Form; Psychological Test; The Interview; Intelligence Tests; Laws of Learning; Devising Tests; Selecting Appropriate Tests.
  5. Management & Managers - Qualities of Managers, Understanding morale, discipline, training, etc
  6. The Work Environment - Noise, Space, Light, Temperature, Speed of Work, etc. Accidents, Breakages, Fatigue etc.
  7. Motivation and Incentives - Maslows model of self actualisation, Security, Money, Ambition, Companionship, Social reinforcement, Labour wastage, etc
  8. Recruitment - Ways of seeking applicants, types of interview, ways of selecting staff.
  9. Social Considerations - Group Behaviour, Conformity, Industrial Groups, Hawthorne Effect
  10. Abnormalities and Disorders - Psychosis Neurosis Personality Disorders, Variance, Partial Disability (eg. arm.leg injuries; epilepsy, digestive disorders etc), The Psycho Neurotic

Module 8. Conflict Management

There are eight lessons in this course, as follows:

  1. Conflict Management and Anger
  2. Listening
  3. Negotiation
  4. Mediation
  5. Facilitation
  6. Balance of Power
  7. Discussion and Group Work
  8. Crisis Analysis and Responses

Module 9. Instructional Skills

There are 11 lessons as follows:

  1. Introduction to Training - Communication
  2. Understanding Learning
  3. Determining Training Requirements in The Workplace
  4. Commencing Training
  5. Developing a Lesson Plan
  6. Assessment and Evaluation of Training Programs
  7. Training Aids
  8. One-To-One Training
  9. Motivation Skills and Techniques
  10. Promoting Training
  11. Assessor Training

Module 10.  Educational Psychology

There are seven lessons in this course. The following outline depicts some (not all) of the topics covered in each lesson.

  1. Introduction: Development & Learning Theory
    Piaget's Theory of Cognitive Development; Schemes; Assimilation and Accommodation; Equilibration; Piaget's Stages of Development.
  2. Behavioural Learning
    The Evolution of Behavioural Theories of Learning; Thorndike's Theory of the Law of Effect; Skinner's Theory of Operant Conditioning; Principles of Behavioural Learning; Reinforcers; Positive and Negative Reinforcement; The Premack Principle
  3. Information Processing
    Information Processing Theory; A Model of Information Processing; Perception; Gestalt Psychology; Attention; Short-Term Memory; Long-Term Memory; Division of Long-Term Memory
  4. Memory Retention & Loss
    Remembering and Forgetting; Interference; Inhibition and Facilitation ; Primacy and Recency; Learning Strategies
  5. Individual Needs
    Effective Instruction;The QAIT Model; Quality of Instruction; Appropriate Levels of Instruction; Incentive;Time; Between-Class Ability Grouping; Within Class Ability Grouping; Effective Use of Ability Groups; Mastery Learning; Outcomes-Based Education; Individualised Instruction
  6. Constructivist Learning
    What is the Constructivist View; Top Down or Bottom Up Processing; Generative Learning; Discovery Learning; Reception Learning; Activating Prior Knowledge
  7. Motivation
    Intrinsic Motivation; Extrinsic Motivation; Factors Affecting Motivation; Motivation Theories (Behavioural Learning Theory; Human Needs Theory; Dissonance Theory; Cognitive Dissonance Theory; Personality Theory; Attribution Theory; Expectancy Theory); Improving Motivation (Nurturing Interest/Curiosity; Providing Incentive to Learn)

Module 11.  Project Management

There are nine lessons as follows:

  1. Introduction  -  Understanding what project management is, and what its applications might be.
  2. Project Identification - Identification and defining projects which need management.
  3. Project Planning - Developing a strategy and framework for the plan.
  4. Project Implementation - Managers duties during implementation, developing a Preparation Control Chart,  Regulating implementation
  5. Project Completion & Evaluation - Dangers in this stage, Steps in Project completion, Declaring a project sustainable,
    Developing an evaluation method,
  6. Technical Project Management Skills - Preparing a proposal, budget control/management, steps in drawing up a post project appraisal.
  7. Leadership Skills - Styles of leadership, leadership principles and methods
  8. Improving Key Personnel Skills - Listening skills, Negotiation skills, Conflict management
  9. Major Assignment - Developing full documentation for a project.

Module 12.  Workplace Health & Safety

There are 7 lessons as follows:

  1. Introduction
  2. Legislation
  3. Handling Chemicals
  4. Handling Equipment
  5. Handling Objects
  6. Standards & Rules
  7. Signs & Signals

Module 13.  Health & Wellbeing

There are eight lessons as follows:

  1. Industry Overview
  2. Modern Lifestyle Problems
  3. Human Nutrition
  4. Healthy Eating
  5. Stress Management
  6. Preventative Health
  7. Alternative Medicine
  8. Basic First Aid

Each lesson culminates in an assignment which is submitted to the school, marked by the school's tutors and returned to you with any relevant suggestions, comments, and if necessary, extra reading.

Modules 14 and 15.

  • Research Project I
  • Industry Meetings (100hrs) or Workplace Project I.


How Can You Increase Job Satisfaction

Staff morale can be measured through job satisfaction. Job satisfaction itself is quite difficult to define since it very much depends on the individual employee's experiences. Most employees are satisfied with some parts of their job but not all parts. Job satisfaction is beneficial to both the organisation and the individual employee. 

How an employee perceives their work has a direct impact on their job satisfaction. For instance, someone who feels they are continuously under stress is more likely to have a lower level of job satisfaction. Someone who finds their work highly rewarding is likely to rate their job satisfaction higher. Although satisfaction can improve productivity, it is not always the case but it is still considered that employers should strive to help maintain high satisfaction levels of their employees. 

Job satisfaction can be increased by being transparent about things like promotion possibilities, performance ratings, and the future direction of an organisation. Some research has indicated that the higher the level an employee reaches, whether in manual or non-manual work, the more satisfied they will be. Others have found that some employees can be equally or more satisfied undertaking manual or less complex work than some who work in higher positions or in more creative roles. Also, people can be satisfied at work across a wide range of professions and jobs. This suggests that individual differences and preferences can play a significant role. It is important to never assume that what motivates one member of staff will motivate another.

Case Study
Ben and Jim have both worked at ZY Holdings for ten years.  Ben has worked his way up from the office floor, to supervisor, manager and is now a senior manager.  Jim still works on the office floor.  He is a good worker. He arrives promptly and leaves promptly. He does his job well. Other senior managers suggest to Jim that he tries for promotion as he has a lot of experience and has been in the firm a long time.  Jim does not want promotion.  We might look at Ben and Jim and wonder why Jim does not want promotion. But different things motivate people.  We cannot make assumptions, but Ben may be motivated by status, higher salaries, more responsibility and so on.  Jim may not want any of those things and simply enjoy his job. Or there could be other factors.  Perhaps he has children and wants to spend more time with them. Perhaps he coaches a football team after work and receives his job satisfaction and motivation more from that role.  Perhaps he simply enjoys the job he does and finds his reward in doing that job well. We should never assume that a person who is not seeking promotion or more responsibility has something “wrong” with them.  

So we should always consider other ways to improve satisfaction in our staff.  These will depend on the organisation, but other things can be:
  • Flexible working patterns
  • A gym near the office/discounts at a local gym
  • A cafe/restaurant for staff
  • Company cars
  • Bonus systems
  • Performance related pay
  • Commission
  • Child care vouchers
  • Clothing allowances

As we said, this will vary from organisation to organisation, but a simple way to reward staff that does not cost money is to praise staff when they have worked hard and done well. Everyone likes to hear that they are well regarded.   At times, this can be more of a reward to staff than a pay rise.  Obviously, it may not be enough, but simply saying to a staff member that they have done a good job can motivate and inspire them to do well again.



Employees are one of the biggest (if not the biggest) costs to any business. In a small family business with only one or two employees, there may be little time to consider personnel management; but in almost every medium size business, or larger; a good staff will make a business, and a bad one will break it.

Business owners or managers need to know how to find and manage their employees well, and in many workplaces, one or more of the staff will be devoted specifically to the management of human resources. They may operate under any number of titles (eg. "Human Resources Manager", "Personnel Officer", or even "Supervisor"). The purpose of the job is always basically the same though -to ensure a team of employees that best serves the needs of the business.

Anyone who has done this course will have heightened knowledge and skills in the area of human resources management; so much so, that you will stand out from the crowd as being an exceptional asset to any workplace, in any position of responsibility (even beyond a pure human resources role).

Get started today and make a difference.
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