Revised CHRP Curriculum Level 7 1

HUMAN RESOURCE MANAGEMENT
PROFESSIONALS EXAMINATIONS BOARD
CERTIFIED HUMAN RESOURCE

PROFESSIONALS (CHRP) CURRICULUM
CERTIFIED HUMAN RESOURCE PROFESSIONALS
(CHRP) CURRICULUM
CHRP CURRICULUM /KNQA LEVEL 7

Learning Hours Credits Duration
4800 480 4 Years
HUMAN RESOURCE MANAGEMENT PROFESSIONALS

EXAMINATIONS BOARD
P.O. BOX 23733-00100
NAIROBI, KENYA
COMPETENCY BASED CURRICULUM FOR HUMAN RESOURCE MANAGEMENT

DIPLOMA IN HUMAN RESOURCE MANAGEMENT LEVEL 7
iii
SEPTEMBER 2021
First published 2021
Copyright © HRMPEB
All rights reserved. No part of this curriculum may be reproduced, distributed,

or transmitted in any form or by any means, including photocopying, recording,
or other electronic or mechanical methods without the prior written permission of
the HRMPEB, except in the case of brief quotations embodied in critical
reviews and certain other non-commercial uses permitted by copyright law.
For permission requests, write to the CEO, at the address below:
Chief Executive Officer

Human Resource Management Professionals Examinations Board
P.O. Box 23733-00100
Nairobi, Kenya
Email: [email protected]

iv DIPLOMA IN HUMAN RESOURCE MANAGEMENT LEVEL 7
BC Basic Competency
CC Common Competency
CR Core Competency
CBET Competency Based Education and Training
HR Human Resource
HRM Human Resource Management
HRMPEB Human Resource Management Professionals Examination Board
ICT Information and Communication Technology
IT Information Technology
KCSE Kenya Certificate of Secondary Education
KNQA Kenya National Qualifications Authority
KNQF Kenya National Qualification Framework
OS Occupational Standards
TVET Technical and Vocational Education and Training
TVETA Technical and Vocational Education and Training Authority
SOP Standard Operating Procedures

v
vi DIPLOMA IN HUMAN RESOURCE MANAGEMENT LEVEL 7
Course Overview viii
1. Human Resource Management 1
2. Business Law 7
3. Accounting and Financial Management 12
4. Organisational Theory and Behaviour 17
5. Employee Resourcing 23
6. Human Resource Management Information Systems 28
7. Compensation and Reward Management 36
8. Employee Relations and Labour Laws 41
9. Human Resource Development 47
10. Performance Management and Productivity 54
11. Coaching, Mentoring and Counseling 60
12. Research Methods for Human Resource
Management Practitioners 64
13. Organisational Development and Transformation 68
14. Strategic Management for Human Resource
Practitioners 74
15. Human Resource Accounting, Metrics & Analytics 80
16. Human Resource Consultancy And Advisory 84
17. Human Resource Audit 89
18. Strategic Leadership, Ethicsand Governance 93
19. Industry Based Project 101

vii
1. Description of the Course
The Certified Human Resource Professional (CHRP) course is designed to
equip individuals with competences and knowledge required by human
resource professionals for effective job performance in both public and
private sectors. It reflects the employers’ demand for qualified personnel
to manage the human resource function in a dynamic and competitive
environment.
2. Overall Course Learning Outcomes

By the end of the Certified Human Resource Professional (CHRP) course,
the learner should be able to:
1. Effectively plan, design and manage key human resource functions
within organizations such as recruitment and selection, training and
development, compensation and reward systems and performance
appraisal
2. Contribute to employee performance management and
organizational effectiveness and productivity
3. Design and formulate various HRM processes and policies
4. Diagnose personal and institutional challenges faced by employees
and address them through coaching, mentoring and counselling
5. Manage the human resource function within institutional, local and
international legal and regulatory frameworks
6. Utilize knowledge of accounting to monitor, evaluate and generate
reports on the human resources of an organization for decision
making
7. Utilize information technology to manage the human resource
function in organizations
8. Support the organization to develop business and transformational
strategies that consider the developing role of human resources in
the global arena

viii DIPLOMA IN HUMAN RESOURCE MANAGEMENT LEVEL 7
9. Provide professional guidance and advice internally and externally
on human resource management
10. Evaluate current issues, trends, practices, and processes in HRM and
adapt appropriately
11. Generate evidence based reports and information based on scientific
research
3. Course Structure
CHRP PART I
Section 1
1. Human Resource Management
2. Business Law
3. Accounting and Financial Management
Section 2
4. Organizational Theory and Behaviour
5. Employee Resourcing
6. Human Resource Management Information Systems
CHRP PART II
Section 3
7. Compensation & Reward Management
8. Employee Relations and Labour Laws
9. Human Resource Development
Section 4
10. Performance Management and Productivity
11. Coaching, Mentoring and Counselling
12. Research Methods for Human Resource Practitioners
CHRP PART III

Section 5
13. Organizational Development and Transformation
14. Strategic Management for Human Resource Practitioners.
15. Human Resource Accounting, Metrics and Analytics

ix
Section 6
16. Human Resource Consultancy and Advisory
17. Human Resource Audit
18. Strategic Leadership, Ethics & Governance- Industry-based Project
4. Entry Requirements
An individual entering this course should have any of the following
minimum requirements:
(a) Kenya Certificate of Secondary Education (KCSE) mean grade C+
and above
(b) A Diploma in Human Resource management from a recognized
examining body
(c) A bachelors degree from a recognized University
(d) Equivalent qualifications as determined by Kenya National
Qualifications Authority (KNQA)
5. Trainer qualification
Training institutions shall engage trainers with the following minimum
qualifications
(a) A Master ’s degree in a relevant field from a recognised institution
with pedagogical training of not less than six months
Or
(b) Bachelor’s Degree plus relevant professional qualification such as
CHRP(K), CPA(K), CPS(K) with pedagogical training of not less than
six months
6. Tools and equipment specification

Trainee enrolmentperclass shall adhere to CBETAstandardrecommended
maximum of 20 trainees. The following shall be the minimum space, tools
and equipment requirement for a class size of 20 trainees;
i. Training room measuring 20m2
ii. Twenty lecture chairs
iii. One lecturer table and seat
iv. White board
v. Projector

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7. Industrial experience
A trainee shall undertake a compulsory industry-based research project
as a prerequisite for completion of this training course.
8. Assessment
The course will be assessed at two levels: internally and externally.
Internal assessment is continuous and is conducted by the trainer who is
monitored by an internal accredited verifier while external assessment is
the responsibility of HRMPEB.
As part of the continuous internal assessment process, trainees will

maintain a portfolio of evidence of their achievements.
9. Certification
On successful completion of a Unit of Learning, a trainee shall be issued
with a Certificate that acknowledges the achievement of that competence.
On successful completion of all units of learning, the trainee shall be
awarded CHRP qualification. These certificates will be issued by HRMPEB.

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xii
Learning Hours: 240
No of Credits: 24
Unit Description
This unit seeks to provide the learner with knowledge of human resource
management required by a Human Resource Professional in both public
and private sector organisations. It equips the Certified Human Resource
Professional with competencies to apply the concept of Human resources
management and the regulatory and institutional framework for human
resource management profession, apply the theories and models in human
resource management, develop human resources policies and procedures,
manage human resource records, plan for human resources, conduct
job analysis, develop job descriptions and job specifications, design
organisational structures and jobs, develop personal brand, develop work
ethic and identify emerging trends in human resource management
Summary of Learning Outcomes

At the end of this unit of competence a trainee should be able to:
1. Explain the concept of human resources management;
2. Explain the regulatory and institutional framework for
human resource management profession;
3. Apply theories and models in human resources management;
4. Develop human resources policies and procedures;
5. Manage human resource records;
6. Plan for human resources;
7. Conduct job analysis, prepare job descriptions and job specifications;
8. Design organisational structures;
9. Design jobs;
10. Develop personal brand;
11. Develop work ethic; and,
12. Identify trends in human resource management.

1
Unit Topic Content and Suggested Assessment Methods.
Topic Content
1. The Concept of 1.1 Introduction to human resources
Human Resources management
Management 1.2 Functions of human resources management
1.3 Evolution of human resources management
1.4 Models of human resources management
1.5 Principles of human resources management
1.6 Functional relationships of human resources
management
1.7 Objectives of human resources
management
2. Regulatory and 2.1 Introduction to the legal and institutional
Institutional framework governing the HR profession
Framework for 2.2 The Constitution
Human Resource 2.3 Labour Laws
Management 2.4 Role of Ministry of Labour, IHRM, SCAC, SRC,
Profession HRMPEB
2.5 Code of conduct for HR professionals
3. Theories and 3.1 Organisation behaviour theory

Models in Human 3.2 Human capital theory
Resources 3.3 Resources-based theory
Management 3.4 Institutional theory
3.5 Ability, motivation and opportunity theory
3.6 Transaction costs theory
3.7 The 8-Box model move talent - also consider
the ppp model
3.8 Human resources management value chain
model
3.9 The standard causal model of human
resources management
3.10 The Harvard framework human resources
model

2 DIPLOMA IN HUMAN RESOURCE MANAGEMENT LEVEL 7
Topic Content
4. Human Resources 4.1 Introduction to human resources policies
Policies and and procedures
Procedures 4.2 Importance of human resources
management policies
4.3 Human resources management policy areas
4.4 Process of developing human resources
management policies
4.5 Sources of human resources management
policies and procedures
4.6 Principles of human resources management
4.7 Structure of human resources management
4.8 Implementation and review of human
resource management policies and
procedures
5. Human Resource 5.1 Introduction to human resources
Records management records
management records
5.3 Types, essentials and precautions of creating
human resources management records
5.4 Principles of good human resources
management records
5.5 Creation and maintenance of employee
personal files
5.6 Records life span
5.7 Methods of storing records
5.8 Record security
5.9 Data protection and access to information
5.10 Application of information technology to
records management
6. Human Resource 6.1 Introduction to human resources
Planning management planning
management planning
6.3 Features of human resources management
planning
6.4 Process of human resources management
planning
6.5 Types of human resources management
plans
6.6 Building loyalty and commitment
6.7 A robust talent pipeline
6.8 Business case for human resources
management plans
6.9 Challenges in human resource management
planning
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Topic Content
7. Job Descriptions 7.1 Job analysis, job descriptions and job
and Job specifications Importance of job description,
Specifications job specifications and job analysis
7.2 Application of job description, job
specifications and job analysis
7.3 Factors of job description, job specifications
and job analysis
7.4 Structure of a job description
7.5 Structure of a job analysis
7.6 Methods and techniques of conducting job
analysis
7.7 Process of analysing a job
7.8 Job analysis validation
8. Design 8.1 Introduction to organisational structure and
organizational design
structures 8.2 Elements of organisational structure and
design
8.3 Objectives of organisational structure and
design
8.4 Components of organisational structure and
design
8.5 Types of organisational structure and design
8.6 Components of organisational structure and
design
8.7 Organisational structure and design
approaches
8.8 Examples of organisational structure and
design
8.9 Impact of organisational structure and
design
8.10 Benefits and challenges of organisational
structure and design
9. Design Jobs 9.1 Introduction to job design
9.2 Objectives of job design
9.3 Theories of job design
9.4 Types of job design
9.5 Job design approaches
9.6 Examples of job design
9.7 Techniques of job design
9.8 Impact of technology on job design
9.9 Benefits and challenges of job design

Topic Content
10. Employee Personal 10.1 Introduction to employee personal
Branding branding
10.2 Importance of a personal branding
10.3 Elements of personal branding
10.4 Building and sustaining a personal brand
10.5 Personal brand identity
10.6 Personal brand positioning
10.7 Personal brand integrity
10.8 Personal brand mindset
10.9 The concept of employer brand
10.10 Alignment of personal branding to
employer brand
10.11 Challenges in personal branding
11. Work Ethic 11.1 Introduction to work ethic
11.2 Importance of work ethic
11.3 Elements of a strong work ethic
11.4 Balancing responsibility and
accountability
11.5 Developing a quality culture
11.6 Keys to self discipline
11.7 Consistency in work performance
11.8 Professionalism
11.9 Professional and self-development
11.10 Teamwork
11.11 Focus on company priorities
11.12 Managing time
11.13 Respect for others and responsibility for
performance results
12. Trends in Human 12.1 Attracting and retaining talent

Resource 12.2 Workforce diversity, equity and inclusion
Management and 12.3 Employer brand and value proposition
ICT applications in 12.4 Aligning talent to the business
HRM 12.5 Artificial intelligence
12.6 Pressure to become more agile
12.7 Continual performance management
culture
12.8 Data driven decision making
12.9 Virtual employee resourcing
12.10 The employee experience
12.11 Integration of generations in the
organisation
12.12 Future of human resources management
12.13 Legal activism
12.14 Impact of social media

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Suggested Delivery Methods
• Direct instruction;
• Demonstration by trainer;
• Practice by the trainee;
• Discussions;
• Lectures;
• Group\class presentations;
• Assignments;
• Project;
• Case studies;
• Simulation; and
• On job training.
Suggested Assessment Methods

• Observation;
• Written tests;
• Oral questions; and
• Third party report.
Recommended Resources
• Strategic plans;
• human resource polices;
• Guidelines and regulations;
• Work plans /work programmes and schedules; and
• Organization policies and procedures.

Learning Hours: 240
No of Credits: 24
Unit Description
This unit comprises of competencies that will enable the Certified Human
Resource Professional to; explain the nature, purpose and classification of
law, discuss the sources of law, discuss administrative law, illustrate the court
system in Kenya, apply the law of persons, the law of tort, the law of contract,
the law of agency, the law of sale of goods, the general principles of consumer
credit, the law of guarantee and indemnity, the law of partnership, the law
of insurance, negotiable instruments and resolve commercial disputes

At the end of this unit of competency, the trainee should be able to:
1. Explain the nature, purpose and classification of law;
2. Discuss the sources of law;
3. Discuss administrative law;
4. Illustrate the court system in Kenya;
5. Apply the law of persons;
6. Apply the law of tort;
7. Apply the law of contract;
8. Apply the law of agency;
9. Apply the law of sale of goods;
10. Apply the general principles of consumer credit;
11. Apply the law of guarantee and indemnity;
12. Apply the law of partnership;
13. Apply the law of insurance;
14. Apply negotiable instruments; and
15. Resolve commercial disputes.

7
Topic Content
1. Nature, Purpose 1.1 Definition of law
and Classification 1.2 Functions/ purposes of law
1.3 Classification/types of law
of Law
1.4 The rule of law
1.5 Professional ethics and the law
1.6 Business ethics
1.7 Law and morality
2. Sources of Law 2.1 Meaning of sources of Law
2.2 The constitution
2.3 Acts of parliament/statutes
2.4 International law
2.5 Customary law
2.6 Judicial precedents/case law
2.7 Common law
2.8 Law of Equity
2.9 Statutes of general application
2.10 Subsidiary legislation/ by laws
3. Administrative 3.1 Definition and functions of administrative
Law law
3.2 Principles of natural justice
3.3 Effects of breach of natural justice
3.4 Judicial review
3.5 Alternative dispute resolution mechanisms
3.6 Role of Ombudsman in Administrative
Justice
4. The Court System 4.1 The supreme court of kenya

in Kenya 4.2 The court of appeal
4.3 The high court
4.4 Specialised court - (Employment and labour
relations court/land and environment court)
4.5 The Kadhi’s court
4.6 The Magistrate’s courts
4.7 Tribunals
4.8 Officers of the court
4.9 Judicial Service Commission

8
Topic Content
5. Law of Persons 5.1 Introduction to the law of persons
5.2 Types of persons
5.3 Nationality
5.4 Domicile
5.5 Marriage
5.6 Adoption
5.7 Legitimation
5.8 Guardianship
5.9 Mentally disordered persons
5.10 Proceedings against the state
5.11 Corporations
5.12 Partnerships
6. Law of Tort 6.1 Introduction to the Law of Tort
6.2 Capacity of parties
6.3 General defenses
6.4 Negligence
6.5 Trespass
6.6 Nuisance
6.7 Defamation
7. Law of Contract 7.1 Definition and types of contracts
7.2 Formation of contracts
7.3 Elements of a contract
7.4 Realisation of a contract
7.5 Vitiating Factors
7.6 Discharge of a contract
7.7 Breach of contract
7.8 Remedies for breach of contract
7.9 Limitation of Actions
8. Law of Agency 8.1 Definition of an agent
8.2 Classification of an agent
8.3 Creation of agency relationship
8.4 Duties of an agent
8.5 Rights of an agent
8.6 Liability of an agent to third parties
8.7 Termination of an agency relationship
9. Law of Sale of 9.1 Nature of sale of goods
Goods 9.2 Capacity of parties
9.3 Transfer or passing of property
9.4 Caveat emptor
9.5 Duties of parties
9.6 International trade contracts
10. General Principles 10.1 Definition of consumer credit
of Consumer 10.2 Advantages and disadvantages of consumer
Credit credit
10.3 Consumer debt basics
10.4 Credit card basics
10.5 Debt repayment options and advice
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Topic Content
11. Law of Guarantee 11.1 Introduction to indemnity and guarantees
and Indemnity 11.2 Contract of indemnity
11.3 Contract of guarantee
11.4 Continuing guarantee
11.5 Rights of the guarantor/surety
11.6 Discharge of a guarantor/surety
12. Law of Partnership 12.1 Meaning of partnership
12.2 Formation of partnership
12.3 Partnership deeds and agreements
12.4 Law of partnership
12.5 Types of partnerships
12.6 Relationship of partners
12.7 Duties of partners
12.8 Relation of partners to third parties
12.9 Assignment of shares in partnership
12.10 Liabilities of incoming and outgoing
partners
12.11 Dissolution
13. Law of Insurance 13.1 Introduction to the law of insurance
13.2 Regulatory framework of insurance
13.3 Parties to an insurance contract
13.4 Elements of insurance
13.5 Principles of Insurance
13.6 Essential elements of an insurance contract
13.7 Formation of an insurance contract
13.8 General characteristics of insurance
13.9 Types of insurance
13.10 Termination of an insurance contract
14. Negotiable 14.1 Introduction to negotiable instruments
Instruments 14.2 Negotiable instruments
14.3 Bills of exchange
14.4 Promisory notes
14.5 Bailment
14.6 Lien
14.7 Letter of hypothecation
14.8 Letter of professional undertaking
15. Resolution of 15.1 Introduction to disputes settlement
Commercial 15.2 Methods of resolving disputes or
Disputes (Litigation and ADR)
15.3 Alternative disputes resolution
Mechanisms
15.4 International commercial arbitration

• Discussions;
• Lectures;
• Assignments;
• Project;
• Case studies;
• Simulation; and

• Written tests;
• Observation;
• Oral questions;
• Third party report; and
• Case studies.

11
Learning Hours: 240
No of Credits: 24
Relationship to Occupational Standards

This unit addresses the Unit of Maintain and Interpret Financial Accounts
Competency: and Manage Business Finances
Unit Description
This unit seeks to equip the learner with knowledge and skills in recording
accounting transactions and preparing books of account, preparing
financial statements, adjusting and correcting books of account, computing
depreciation, preparing inventory accounts, preparing petty cash accounts,
reconciling books, and managing business finances.

At the end of the unit the learner should be able to:
1. Explain concepts of accounting and financial management;
2. Relate accounting to the human resource function;
3. Prepare the ledger accounts;
4. Adjust and correct the books of account;
5. Prepare financial statements;
6. Compute depreciation;
7. Prepare inventory records;
8. Prepare petty cash accounts;
9. Reconcile cash and bank accounts;
10. Analyse financial statements;
11. Use computerised accounting systems;
12. Explain the fundamentals of financial management;
13. Identify types of financial markets and institutions and their role;
14. Compute the time value of money;
15. Compute the cost of capital; and
16. Explain the principles of taxation.
Topic Content and Suggested Assessment Methods
Topic Content
1. Explain the 1.1 Introduction to accounting and financial
Concepts of Management
Accounting 1.2 Objectives of accounting and financial
and financial management
Management 1.3 Accounting principles - Concepts and
conventions
1.4 Accounting cycle
1.5 Accounting equation
1.6 Types of accounts
1.7 Book keeping systems
1.7.1 Single entry book keeping
1.7.2 Double entry book keeping
2. Relate Accounting 2.1 Concepts of profitability, organisational
to the Human sustainability and employee welfare
Resource Function 2.2 Users of financial statements and their
needs
2.3 Impact of human resource costs on
profitability
2.4 Link between the accounting and human
resource functions
3. Prepare the 3.1 Introduction to the principles of
Ledger Accounts bookkeeping
3.2 Journal entries
3.3 Ledger accounts
3.4 Trial balance extraction
4. Adjust and Correct 4.1 Identification and correction of errors
the Books of 4.2 Adjustments for prepayments and accruals
Account 4.3 Preparation of adjusted trial balance
4.4 Closing entries of the books of accounts
5. Prepare Financial 5.1 Preparation of financial statements for sole
statements proprietors, partnerships, companies, non-
profit making institutions
5.1.1 Income statement
5.1.2 Statement of financial position
5.1.3 Cashflow statement
5.1.4 Statement of changes in equity

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Topic Content
6. Compute 6.1 Concept of depreciation
Depreciation 6.2 Methods of depreciation;
6.2.1 Straight line
6.2.2 Reducing balance
6.2.3 Sum of years
6.2.4 Units of production
6.3 Accounting for depreciation in the income
statement and statement of financial
position
6.4 Impact of Depreciation on cash flow and
income tax
7. Prepare Inventory 7.1 Inventory accounting systems
Records 7.1.1 First in, last out
7.1.2 Average cost
7.1.3 Last in, first out
7.1.4 Periodic inventory systems
7.1.5 Perpetual inventory systems
7.2 Valuation of inventory
7.3 Accounting for inventory in financial
statements
8. Prepare Petty Cash 8.1 Purpose of petty cash
Accounts 8.2 Types of petty cash books: Columnar,
imprest
8.3 Preparation of petty cash book
8.4 Controls on petty cash
9. Reconcile 9.1 Importance of bank reconciliations

Cash and Bank 9.2 Process of preparing bank reconciliations;
Accounts adjustments for various items
10. Analyse Financial 10.1 Classification of accounting ratios

Statements 10.2 Importance of ratio analysis
10.3 Computation of ratios
10.4 Limitations of ratio analysis are explained
11. Use Computerised 11.1 The role of computers in preparing financial

Accounting accounts
Systems 11.2 Application and accounting softwares in the
accounting process
11.3 The process of generating computerised
accounts benefits and challenges of
computerised accounting systems

Topic Content
12. Explain the 12.1 The nature and scope of finance
Fundamentals 12.2 The relationship between accounting and
of Financial finance
Management 12.3 Role of a financial manager
12.4 Internal and external sources of business
finance
13. Identify Types of 13.1 Types of financial markets and institutions
Financial Markets 13.2 Functions of financial markets
and Institutions 13.3 The flow of funds in financial systems
and their Role 13.4 The role of the government in financial
systems
14. Compute the Time 14.1 The concept and relevance of time value of
Value of Money money
14.2 Discounting techniques
14.3 Payback period
14.4 Net present value
14.5 Internal rate of return
14.6 Loan amortisation schedules
15. Cost of Capital is 15.1 The concept of cost of capital
Computed 15.2 Factors influencing the cost of capital
15.3 Computation of cost of capital for share
capital, loan capital in small, non-complex
entities
16. The Principles 16.1 Types of taxes
of taxation are 16.2 The process of computing taxes
Explained 16.2.1 Individual Income tax
16.2.2 Corporate tax
16.2.3 Value Added Tax
16.3 Tax reliefs
16.4 Tax remission
16.5 Offences and penalties

• Discussions;
• Lectures;
• Assignments;

15
• Project;
• Case studies;
• Simulation; and

• Observation;
• Written tests;
• Oral questions;
• Case studies.
• Kenyan tax legislation including finance acts;
• Study texts; and
• East Africa Community Customs Act.

Learning Hours: 240
No of Credits: 24
Unit Description
This unit seeks to provide the learner with knowledge of organisational theory
and behaviour required by a Human Resource professional in both public
and private sector organisations. It equips the Certified Human Resource
Professional with competencies to apply the knowledge of organisational
theory and behaviour in management, influence organisational culture,
lead, motivate, manage work groups and teams and handle power and
politics. The unit further equips the learner with competencies to enable
them, manage conflict, stress, emotions, change and transformation.

1. Apply the knowledge of organisational theory and behavior in
management;
2. Apply the knowledge of group dynamics in managing teams
3. Manage work teams in the workplace;
4. Relate the knowledge of Individual behaviour to organisational
performance;
5. Evaluate impact of organisational culture and culture
change on organisational performance;
6. Illustrate the role of leadership and influence in the workplace;
7. Motivate employees in the workplace;
8. Manage power, politics and conflicts in organisations;
9. Communicate effectively in the workplace;
10. Apply knowledge of emotional intelligence to manage people’s
emotions at work;
11. Manage Stress at work;
12. Manage change and transformation in an organization; and
13. Identify emerging issues and trends in organisational behaviour.
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Unit Topic, Content and Suggested Assessment Methods
Topic Content
1. Introduction to 1.1 Introduction to organisation behaviour
Organisational 1.2 Foundations and development of
Theory and organisational behaviour
Behavior 1.3 Nature of organisational behaviour
1.4 Theories of organisational behaviour
1.5 Models of organisational behaviour
1.6 Objectives of organisational behaviour
1.7 Application of organisational behaviour to hr
practice
1.8 Organisation behaviour challenges and
opportunities
2. Group Dynamics 2.1 Formation of a group
2.2 Theories of group formation
2.3 Types and characteristics of groups
2.4 Reasons for group formation
2.5 Group formation stages
2.6 Roles in groups
2.7 Group decision-making
2.8 Intergroup relations
2.9 Group cohesiveness
2.10 Advantages and disadvantages of a group
2.11 Group challenges
3. Work Teams 3.1 Introduction to teams
3.2 Reasons for team formation
3.3 Types of teams
3.4 Team leadership
3.5 Team effectiveness
3.6 Team value proposition
3.7 Comparative analysis of teams and groups
3.8 Managing teams for high performance
3.9 Multi agency approach of work teams
3.10 Challenges in teams

Topic Content
4. Individual 4.1 Introduction to individual behaviour
Behaviour and 4.2 Theories of individual behaviour
Organisational 4.3 Attitude
Performance 4.4 Influence of attitude to work performance
4.5 Components of attitude
4.6 Attitude formation
4.7 Work attitudes
4.8 Job satisfaction
4.9 Personality
4.10 Components of personality
4.11 Personality theories
4.12 Personality assessment
4.13 Perception
4.14 Factors influencing perception
4.15 Managing cross-cultural differences
5. Organisational 5.1 Introduction to organisational culture
Culture and 5.2 Principles of organisation culture
Culture Change 5.3 Characteristics of organisational culture
5.4 Factors that influence organisation culture
5.5 Components of organisational culture
5.6 Functions of organisational culture
5.7 Impact of organization culture to business
results
5.8 Family business and organisational culture
5.9 Principles of culture change
5.10 Models of culture change
5.11 Causes of culture change
5.12 Process of culture change
5.13 Factors of culture change
5.14 Impact of culture change
5.15 Managing culture in mergers and
acquisitions
6. Leadership and 6.1 Introduction to leadership and influence
Influence 6.2 Theories of leadership
6.3 Leadership styles
6.4 Impact of leadership to organization
performance
6.5 Principles of influence
6.6 Uses and misuse of influence
6.7 Techniques of persuasion

19
Topic Content
7. Motivation 7.1 Introduction to motivation
7.2 Theories of motivation
7.3 Motivation models
7.4 Importance of motivation
7.5 Motivation continuum
7.6 Motivational dynamics
7.7 Challenges in motivation
8. Power, Politics 8.1 Introduction to power, politics and conflicts
and Conflicts in in organisations
Organisations 8.2 Sources of power
8.3 Types of power
8.4 Uses and effects of power
8.5 Organisational politics
8.6 Effects of politics on organisational
performance
8.7 Strategies for managing organisational
politics
8.8 Benefits and challenges of organisational
politics
8.9 Types, causes and levels of organisational
conflict
8.10 Effects of conflict to organisational
performance
8.11 Conflict management strategies
9. Communication in 9.1 Introduction to communication
Organisations 9.2 Importance of effective communication in
organisations
9.3 Principles of communication
9.4 Factors of effective communication
9.5 Models of effective communication
9.6 Communication strategies
9.7 Communication channels
9.8 Barriers to effective communication
9.9 Development of effective communications
skills
9.10 Impact of communication on work
performance
9.11 Communication in crisis management
10. Emotional 10.1 Introduction to emotional intelligence
intelligence 10.2 Emotional intelligence theories
10.3 Emotional intelligence skills
10.4 Emotional intelligence assessment
10.5 Application of emotional intelligence for
value creation

Topic Content
11. Stress 11.1 Introduction to stress management
Management 11.2 Types of stress
11.3 Causes of stress
11.4 Stages of stress
11.5 Effects of stress
11.6 Signs of stress
11.7 Stress management techniques
11.8 Benefits and challenges of stress
management
12. Managing 12.1 Introduction to organisational change and
Change and transformation
Transformation 12.2 Importance of change
12.3 Models of organisational change
12.4 Principles of change management
12.5 Change process
12.6 Enablers of change
12.7 Resistance to change
12.8 Managing resistance to change
12.9 Organisation transformation
13. Emerging Issues 13.1 Improving peoples’ skills
and Trends in 13.2 Improving quality and productivity
Organisational 13.3 Total Quality Management (TQM)
Behaviour 13.4 Managing workforce diversity
and their ICT 13.5 Responding to globalisation
Applications 13.6 Empowering people
13.7 Coping with temporariness
13.8 Stimulating innovation and change
13.9 Emergence of e-organisation &
e-commerce
13.10 Improving ethical behavior
13.11 Improving customer service
13.12 Helping employees balance work-life
conflicts
13.13 Flattening world

• Discussions;

21
• Assignments;
• Project;
• Case studies;
• Simulation; and

• Observation;
• Written tests;
• Training room;
• Learner Management System;
• Library/e-library;
• Human resource polices;
• Organisation policies and procedures.

Learning Hours: 240
No of Credits: 24
Relationship to Occupational Standards

This unit addresses the Unit of Manage Employee Resourcing
Competency:
Unit Description
The topics in this unit are designed to to equip the learner with knowledge
and skills in employee resourcing, human resource planning, development
of employee resourcing framework, strategic resourcing, recruitment and
selection, employee retention, learning and development and management
of employee separation.
The learner will be exposed to a range of theoretical and practical knowledge

for critical thinking and evaluation theory and practice of overall employee
resourcing function. Professional tools and techniques of employee
resourcing will be discussed. The facilitator may use a blend of student-
centred activities consisting of lectures, group-based learning activities,
case studies, videos, group presentations and simulations to facilitate overall
learning.
Summary of Learning Outcomes for Employee Resourcing

Management
1. Explain the concept of employee resourcing;
2. Carry out Human Resource planning;
3. Develop employee resourcing framework;
4. Explain the concept of strategic resourcing;
5. Recruit and Select employees; and
6. Apply employee retention strategies.

23
7. Apply the concept of learning and development;
8. Manage employee separation;
9. Apply the concept of labour economics; and
10. Identifying emerging trends in employee resourcing & their ICT
applications.
Topic Content and Suggested Assessment Methods

Topic Content
1. Explain the 1.1 Introduction to employee resourcing
Concept of 1.2 Objectives of employee resourcing
Employee 1.3 Principles of employee resourcing
Resourcing 1.4 Processes of employee resourcing
1.5 Benefits and challenges of employee
resourcing
2. Carry out Human 2.1 Introduction to resource planning
Resource 2.2 Objectives and importance of HR planning
planning 2.3 Steps in HR planning
2.4 Organisation capability and capacity for
human resource planning
2.5 HR dashboard
2.6 Competing for talent
2.7 Challenges in HR planning
3. Develop 3.1 Introduction to employee resourcing
Employee Framework
Resourcing 3.2 Employee resources needs
Framework 3.3 Resourcing priorities
3.4 Employee resourcing structure
3.5 Employee resourcing process
3.6 Challenges in employee resourcing
4. Apply the Concept 4.1 Introduction to human resourcing strategy
of Strategic 4.2 Relationship between employee resourcing,
Resourcing productivity and performance
4.3 Objectives of HR resourcing strategy
4.4 Components of HR resourcing strategy
4.5 Strategic Initiatives in human resources
resourcing
4.6 Principles of strategic human resources
resourcing
4.7 Outsourcing the function of employee
resourcing

Topic Content
5. Recruit and Select 5.1 Introduction to recruitment and selection
5.2 Difference between recruitment and
selection
5.3 Various roles in recruitment and selection
5.4 Building competitive advantage through
recruitment and selection
5.5 Important steps in recruitment and selection
5.6 Methods of selection
5.7 Challenges in recruitment and selection
5.8 Evaluation of recruitment and selection
process
6. Explain the 6.1 Introduction to employee retention
Concept of 6.2 Causes of labour turnover
Employee 6.3 Employee retention strategies
Retention 6.4 Benefits and challenges of employee
retention
6.5 Talent retention strategy
6.6 Value of talent retention
6.7 Career management
7. Explain the 7.1 Introduction to learning and development
concept of 7.2 The role of learning and development in
Learning and resourcing
Development 7.3 Measurement of learning and development
7.4 Learning and development process
7.5 Benefits and challenges of learning and
Development in resourcing
7.6 Overcoming the challenges in the learning
and development
8. Manage Employee 8.1 Introduction to employee separation
Separation 8.2 Types of employee separation
8.3 Causes of employee separation
8.4 Employee separation process
8.5 Documentation in employee separation
8.6 Benefits and challenges of employee
separation
8.7 Exit interview
8.8 Factors of involuntary separation
8.9 Employee separation risks

25
Topic Content
9. Apply the 9.1 Overview of labour economics & markets
Concept of Labour 9.2 Structure of the labour market
Economics 9.3 Labour supply
9.4 Labour demand
9.5 Labour market equilibrium
9.6 Compensating wage differentials
9.7 Education/human capital
9.8 Labour mobility
9.9 Demand and supply of labour in the Labour
market
9.10 Factors influencing labour productivity
9.11 Measures to improve labour productivity
9.12 Measures to control labour cost.
9.13 Role of firms, workers and government in the
economy.
10. Emerging trends
in Employee
Resourcing &
Application of
ICT in Employee
resourcing

• Discussions;
• Lectures;
• Assignments;
• Project;
• Case studies;
• Simulation; and

• Observation;
• Written tests;
• Oral questions;
• Case studies.

27
Learning Hours: 240
No of Credits: 24
Unit Description
This unit equips learners with competencies that will enable the Certified
Human Resource Professional to be able to apply the information
management theory and various Information systems in organisations; more
specifically the Human Resource Information Systems (HRIS). The learner will
develop competencies to identify system needs, demonstrate the concept of
system design, implement a system, make decisions, explain the concepts of
database management, information systems architecture, explain the types of
HRIS, illustrate the concept of HRIS data and information management,
ensure security of HRIS data, perform HRIS audit, review existing package
solutions, demonstrate legal and ethical issues in management information
systems, identify emerging issues and trends in management information
systems.

At the end of this unit the trainee should be able to:
1. Apply information management theory;
2. Describe the information systems in organisations;
3. Apply Human Resource Information Systems in the workplace;
4. Identify system needs in the workplace;
5. Explain the concept of system design in business;
6. Implement management systems in business;
7. Use management information systems in decision making;
8. Elucidate the concept of database management in business;
9. Demonstrate the concept of information systems; and
architecture in the workplace.

10. Explain types of HRIS for business;
11. Develop HRIS Data and manage information in the workplace;
12. Assess security of HRIS data within the business;
13. Perform HRIS Audit in the workplace;
14. Review existing package solutions in business;
15. Apply legal and ethical laws in Management Information Systems; and
16. Identify emerging issues and trends in Management
Information Systems.
Topic, Content and Suggested Assessment Methods

Topic Content
1. Information 1.1 Introduction to information management
Management theory
Theory & Practice 1.2 Information management concepts
1.3 Information management theories
1.4 Purpose of information management
1.5 Information management process
1.6 Information management tools
1.7 Information management strategies
1.8 Benefits and challenges in information
management
2. Information 2.1 Introduction to information systems
Systems in 2.2 Importance of information systems
Organisations 2.3 Types of information systems
2.4 Features/components of information
Management systems
2.5 Roles and responsibilities of information
System users
2.6 Business processes and their relationship to
information systems
3. Human Resource 3.1 Introduction to human resources information
Information systems
Systems 3.2 Role of HRIS in human resources
management
3.3 Capabilities of HRIS
3.4 HRIS - System, model and application
3.5 Transforming human resources functions
through HRIS
3.6 HRIS implementation: The Who, the What,
then When, the Why and the How
3.7 HRIS and continual learning
3.9 Impact of HRIS on organisation efficiency

29
Topic Content
4. System Needs 4.1 Introduction to systems needs identification
Identification 4.2 Process of systems needs identification
4.3 Systems needs analysis
4.4 Strategies for determining needs
4.5 User identification
4.6 User needs assessment
4.7 Needs classification
4,8 Needs prioritisation
4.9 Business processes mapping
5. System Design 5.1 Introduction to system design
5.2 Design methodologies
5.3 Steps in system design
5.4 Key considerations in system design
5.5 System usability
5.6 Graphical design
5.7 Analytical design
5.8 Challenges in system design
6. System 6.1 Introduction to information systems
Implementation implementation
6.2 Information system implementation plan
6.3 Information system implementation stages
6.4 Information system implementation process
6.5 Information system implementation
strategies
methods
6.7 Monitoring and evaluation
challenges
6.9 Overcoming implementation challenges
6.10 Benefits of information systems
implementation
7. Decision Making 7.1 Introduction to decision making
7.2 Process of rational decision making and
problem solving
7.3 Role of management information system in
Decision making
7.4 Decision support systems
7.5 Satisfying decision-making
7.6 Evolutionary decision-making and problem-
solving
7.7 Fair administrative action
7.8 Benefits and challenges in decision-making

Topic Content
8. Database 8.1 Introduction to database management
Management 8.2 Database management system
8.3 Types of databases
8.4 Models of database management systems
8.5 Database management tools
8.6 Characteristics of database management
system
8.7 Users of database management system
8.8 Role of database management in decision
making
8.9 Regulatory framework on data management
and protection
8.10 Benefits and challenges of database
management system
9. Information 9.1 Introduction to information systems
Systems architecture
Architecture 9.2 Evolution of information systems
architecture
9.3 Types of information systems architecture
9.4 Steps in developing an Information systems
architecture
9.5 Information systems architecture strategy
9.6 Importance of information systems
architecture
9.7 The layers of information systems
architecture
9.8 Importance of layered architecture
9.9 Information systems infrastructure
architecture
9.10 Benefits and challenges of information
systems architecture
9.11 Overcoming the challenges of information
systems architecture

31
Topic Content
10. Types of HRIS 10.1 Introduction to HRIS types
10.2 Different HRIS solutions
10.3 Applicant tracking system
10.4 Payroll
10.5 Benefits
10.6 Attendance
10.7 Learning and development
10.8 Performance management
10.9 Employee data analytics
10.10 Succession management
10.11 Employee self-service
10.12 HRIS tools
10.13 Benefits and challenges of HRIS
10.14 Overcoming HRIS challenges
10.15 Emerging issues in HRIS
11. HRIS Data and 11.1 Introduction HRIS data and information
Information management
Management in 11.2 Role of HRIS data in human resources
the Work Place management
11.3 Components of HRIS database
11.4 Data sources for HRIS
11.5 Data management in HRIS
11.6 Importance of HRIS data management
11.7 Factors to consider in selecting HRIS
database
11.8 Features of HRIS database
11.9 Benefits and challenges in HRIS data and
information management
11.10 Overcoming the challenges in HRIS data
and information management
11.11 Emerging issues in HRIS installation and
management

Topic Content
12. Data and 12.1 Introduction to data security in HRIS
Information 12.2 Keeping data secure during
Security in implementation of HRIS
HRIS within an 12.3 HRIS data entry
Organisation 12.4 Objectives of data and information security
in HRIS
12.5 Skills required in HRIS data security
12.6 HRIS installation process
12.7 Data security threats
12.8 Principles of using mobile HRIS
applications
12.9 Benefits and challenges in data and
information security in HRIS
12.10 Overcoming the challenges in data and
information security in HRIS
13. HRIS Audit 13.1 Introduction to HRIS auditing
13.2 Meaning, features and objectives of HRIS
audit
13.3 HRIS auditing process
13.4 Steps in HRIS audit
13.5 Records in HRIS
13.6 HRIS research
13.7 Benefits and challenges in HRIS auditing
13.8 Overcoming the challenges in HRIS
auditing
13.9 Trends in HRIS auditing
14. Reviewing existing 14.1 Introduction to existing package solutions
package solutions 14.2 Benefits of reviewing existing package
solutions in HRIS
14.3 Selecting and successfully installing HRIS
package solutions
14.4 Benefits and challenges of package
solutions in HRIS
14.5 Overcoming the challenges of package
solutions in HRIS
14.6 Trends in HRIS package solutions

33
Topic Content
15. Legal and 15.1 Introduction to legal and ethical issues in
Ethical Issues in management Information systems
Management 15.2 Personal privacy
Information 15.3 Access right
Systems 15.4 Harmful actions
15.5 Patents
15.6 Copyright
15.7 Trade secrets
15.8 Liability
15.9 Legal and ethical issues in information
technology
15.10 ICT moral responsibilities
15.11 Benefits and challenges of ICT
16. Emerging Issues
and Trends in
Management
Information
Systems

• Practice by trainee;
• Discussions;
• Assignments;
• Project;
• Case studies;
• Simulation; and

• Observation;
• Written tests;
• Oral questions;
• Case studies.


35
Learning Hours: 240
No of Credits: 24
Unit Description
This unit seeks to provide the learner with knowledge of employee
compensation and rewards required by human resource professionals
in both public and private sector organisations. It equips the Certified
Human Resource Professional with competencies to evaluate the various
compensation, reward and incentive systems, apply the concept of total
compensation and reward policy, develop and implement compensation
strategies, evaluate the various employee benefits and pension schemes,
develop and implement a reward system for special groups, administer
salary and rewards, link performance and rewards, conduct job evaluation,
job grading, market rates analysis and salary survey, tax planning, apply the
legal framework on compensation and rewards and identify emerging issues
and trends in compensation and reward systems.

1. Evaluate the various compensation, reward and incentive
systems for an employee;
2. Apply total compensation and reward policy in the workplace;
3. Develop and implement compensation strategies in an organisation;
4. Evaluate the benefits and pension schemes for an employee;
5. Develop and implement a reward system for special groups;
6. Administer salary and rewards systems at the workplace;
7. Link rewards to performance;
8. Conduct job evaluation and job grading of employees;
9. Conduct market rates analysis and salary survey for an organisation;

10. Conduct tax planning for an organisation;
11. Apply the legal framework on compensation and reward; and
12. Identify emerging issues and trends in compensation &
reward systems& ICT applications.
Unit Topic Content and Suggested Assessment Method.

Topic Content
1. Compensation, 1.1 Introduction to compensation, reward and
reward and incentive systems
incentive systems 1.2 Distinction between compensation, reward
and incentive
1.3 Objectives of compensation, reward and
incentive programs
1.4 Designing and managing compensation,
reward and incentive programs
1.5 Types of compensation, reward and
incentives
1.6 Benefits and challenges of compensation,
reward and incentive systems
1.7 Overcoming the challenges of
compensation, reward & incentive systems
2. Total 2.1 Introduction to total compensation and
Compensation reward
and Reward Policy 2.2 Concepts and elements of compensation
2.3 Components of total rewards
2.4 Types of compensation
2.5 Compensation policy
2.6 Benefits and challenges of compensation
policy
3. Compensation 3.1 Introduction to compensation strategies
Strategies 3.2 Performance based strategy
3.3 Compensation and pay equity
3.4 Determinants of performance based pay
3.5 Merit and demerits of performance based
pay
3.6 Developing a compensation strategy system
3.7 Compensation documentation
3.8 Gross pay and net pay
3.9 Compensation categories
3.10 Incentives
3.11 Team pay

37
Topic Content
3.12 Bonus schemes
3.13 Profit sharing schemes
3.14 Recognition schemes
4. Employee Benefits 4.1 Types of employee benefits and pension
and Pension schemes
Schemes 4.2 Employee benefits policy
4.3 Employee benefits administration
4.4 Flexible benefits
4.5 Retirement benefit schemes - types and
legal framework
5. Rewarding Special 5.1 Rewarding directors and senior executives
Groups 5.2 Rewarding sales and customer care staff
5.3 Rewarding the knowledge worker
5.4 Rewarding expatriates
6. Salary and 6.1 Introduction to salary and rewards
Rewards administration
Administration 6.2 Preparation of salary budgets
6.3 General and individual salary reviews
6.4 Determining salary levels on joining or
promotion
6.5 Instituting salary control
7. Performance 7.1 Introduction to performance management
Management 7.2 Importance of performance management
7.3 Relationship between compensation and
reward
7.4 Linking compensation and reward to
performance
7.5 Employees performance, compensation and
reward metrics
7.6 Performance appraisal
7.7 Factors of performance management
7.8 Benefits and challenges in performance
management
7.9 Employee experience in performance
management process
7.10 Employee analytics
7.11 Individualised employee support
7.12 Strategies for work teams innovation and
productivity
7.13 Rethinking job roles, duties, responsibilities
and accountability for results
7.14 Emerging issues in performance
management

Topic Content
8. Job Evaluation, 8.1 Introduction to job evaluation
Grading and 8.2 Objectives of job evaluation
Equity in the Pay 8.3 Job evaluation methods
Structure 8.4 Components of job evaluation
8.5 Types of job evaluation
8.6 Job evaluation steering teams
8.7 Job evaluation process
8.8 Job grading, equal pay and human rights
8.9 Determinants of job grading
8.10 Compensable factors in job evaluation
8.11 Determinants of pay equity
8.12 Benefits and challenges of job evaluation
8.13 Overcoming the challenges of job
evaluation
9. Market Rates 9.1 Introduction to market rate analysis
Analysis and Salary 9.2 The concept of a market rate
Survey 9.3 Objectives of market rate analysis
9.4 Factors affecting the validity and reliability of
market rate data
9.5 Job matching
9.6 Sources of data
9.7 Using survey data
9.8 Objectives of salary survey
9.9 Types of salary surveys
9.10 Types of data gathered
9.11 Salary survey strategy
10. Tax Planning 10.1 Introduction to tax planning
10.2 Corporate and individual tax planning
10.3 Tax planning strategies
10.4 Categories of taxes
10.5 Tax computation
11. Legal Framework 11.1 The constitution
on Compensation 11.2 Legislation on minimum wage
and Reward 11.3 Regulatory framework on compensation and
reward management in the public sector
11.4 Employment Act 2007
11.5 ILO Conventions
12. Emerging Issues 12.1 Employee experience
and Trends in 12.2 Remunerating millennials
Compensation & 12.3 Managing productivity and rewards for staff
Reward Systems working from home
and their ICT 12.4 Skills based pay
Applications

39
• Discussions;
• Assignments;
• Project;
• Case studies;
• Simulation; and

• Written tests;
• Observation;
• Oral questions;
• Case studies.
• Training Room;

Learning Hours: 240
No of Credits: 24
Unit Description
This unit equips the learner with the knowledge, skills and competencies
that will enable the Certified Human Resource Professional to understand
and apply the labour laws and to effectively manage employee relations at
the workplace. This unit will cover the understanding of the various labour
legislations, the nature and role of employee relations, framework of industrial
relations in Kenya, the concept of trade unions and trade unionism, managing
employee welfare, managing employee safety and health, demonstrating
the nature of collective bargaining agreements, understanding the nature
of joint consultation and employee participation, handle grievances and
disputes, application of the ILO conventions and recommendations in
managing labour relations as well as identifying emerging issues and trends
in employee relations

At the end of the unit the trainee should be able to:
1. Identify and apply the labour legislations in Kenya;
2. Demonstrate the nature and role of employee relations;
3. Demonstrate the framework of industrial relations in Kenya;
4. Assess the concept of trade unions and trade unionism;
5. Manage employee welfare;
6. Manage employee safety and health;
7. Demonstrate the nature of Collective bargaining in managing
labour relations;
8. Demonstrate the nature of Joint consultation and employee
participation;

41
9. Handle grievances and disputes at the workplace;
10. Apply the ILO conventions and recommendations in managing
labour relations; and
11. Identify emerging issues and trends in Labour laws and
employee relations.

Topic Content
1. Nature and Role 1.1 Meaning, scope and importance of
of Employee employee relations
Relations 1.2 Difference between industrial and employee
relations
1.3 Objectives of employee relations
1.4 Functions of employee relations
1.5 Employee relations framework in an
organization
1.6 Employee relations theories
1.7 Changing nature of employee relations
1.8 Pillars of employee relations
1.9 Managing employee relations and
workplace conflict
1.10 Benefits and challenges in employee
relations
1.11 State of employment relationships in Kenya
2. Framework of 2.1 Introduction to industrial relations
Industrial Relations 2.2 History of industrial relations in Kenya
in Kenya 2.3 Theories of industrial relations
2.4 Principles of industrial relations
2.5 ILO conventions on industrial relations
2.6 The tripartite factor in industrial relations
2.7 Industrial relations analysis framework
2.8 Industrial relations and industrial action
2.9 Industrial relations in times of change and
transformation
2.10 Impact of industrial relations to organization
performance
2.11 Benefits and challenges of industrial
relations

Topic Content
3. Trade Unions and 3.1 Introduction and definition of terms
Trade Unionism 3.2 Objectives of trade unions
3.3 Origin and development of trade unions
3.4 Role of trade unions in industrial relations
3.5 The changing role of trade unions
3.6 Registration of a trade union
3.7 Membership to a trade union
3.8 Recognition agreement
3.9 Trade union dues and agency fees
3.10 Employee and employer rights and
obligations
3.11 Federations of trade unions
4. Employee Welfare 4.1 Introduction to employee welfare
4.2 Objectives of employee welfare
4.3 Establishment of welfare schemes
4.4 Employee welfare policy and procedures
4.5 Advantages and challenges of welfare
schemes
5. Employee Safety 5.1 Introduction to occupational safety and
and Health health of employees and visitors in the
organization
5.2 Legal framework on occupational safety and
health
5.3 Occupational safety and health policy,
Procedures and guidelines
5.4 Personal protective equipment and
Appropriate use
5.5 Occupational safety and health records
5.6 Occupational safety and health committee
5.7 Compliance with occupational safety and
health guidelines
5.8 Factors of occupational safety and health in
the work place
5.9 Benefits and challenges of occupational
safety and health at work
5.10 Overcoming the challenges of occupational
safety and health at work
5.11 Emerging issues of occupational safety and
health at work

43
Topic Content
6. Collective 6.1 Introduction collective bargaining
Bargaining agreement
Agreements 6.2 Collective bargaining process
6.3 Preparation of initial proposal
6.4 Employer counter proposal
6.5 Negotiation and consultation
6.6 Settlement and signing collective bargaining
agreement
6.7 Registering CBA
6.8 Employment and labour relations court
6.9 Role of federation of trade unions
6.10 Collective bargaining with multiple unions
6.11 Bargaining parties
6.12 Negotiating skills
6.13 Benefits and challenges of collective
bargaining agreements
7. Joint Consultations 7.1 Introduction to management and employee
and Employee joint consultative engagement
Participation 7.2 Types of joint consultative engagements
7.3 Inviting employees to participate directly or
through proxy
7.4 Establishment of a joint industrial council
7.5 The history of joint industrial council
7.6 Nature of joint consultation
7.7 Role of a joint industrial council
7.8 Principles of a joint industrial council
7.9 Employee and management participation
7.10 Benefits and challenges of joint consultation
8. Grievance and 7.1 The meaning and nature of grievances and
Dispute Handling disputes
Machinery 7.2 Sources of industrial dispute
7.3 Sources of grievance
7.4 Disciplinary action for misdemeanor
7.5 Grievance and dispute handling procedures
7.6 Appeals
7.7 Litigation and alternative dispute resolution
mechanisms
7.8 Role of employment and labour relations
court
7.9 Reintegration of employees post disciplinary
decision

Topic Content
9. ILO Conventions 9.1 Introduction to fundamental principles and
and rights at work
Recommendations 9.2 ILO Conventions related to the
fundamental principles and rights at work
9.3 Freedom of association and effective
recognition of the right to collective
bargaining
9.4 Recommendations adopted by ILO
9.5 Objectives of ILO
9.6 International labour standards on
Occupational safety
9.7 Labour conventions and
Recommendations
9.8 Publications on international labour
standards
9.9 International labour standards on
employment policy
9.10 ILO conventions and protocols
9.11 ILO legal instruments
10. Relevant Labour 10.1 Introduction to Kenya’s national labour
Legislations in profile
Kenya 10.2 Employment and labour law in Kenya
10.3 Labour rights legal framework in Kenya
10.4 Labour laws in Kenya
10.5 Labour legislation in Kenya
10.6 Purpose of labour legislation
10.7 Importance of legislation for places of
work
10.8 Labour laws and regulatory practices in
Kenya
10.9 The Kenyan worker and the law
10.10 Proposed changes in employment act
2007
11. Emerging Issues
and Trends in
Labour Laws
& Employee
Relations and their
ICT Applications

45
Suggested Delivery methods
• Discussions;
• Lectures;
• Assignments;
• Project;
• Case studies;
• Simulation; and

• Observation;
• Written tests;
• Oral questions;
• Case studies.

Learning Hours: 240
No of Credits: 24
Unit Description
Human Resource Development (HRD) Unit is designed to equip the learner
with human resource development knowledge, skills and attitude required
by a professional Human Resource Officer (HRO) in both public and
private sector institutions. The Unit equips the Certified Human Resource
Professional trainee with the knowledge and competencies needed to apply
human resource development. Specifically, the trainee will be able to explain
human resource development and employee career growth, identify and
apply psychology of learning, conduct training needs assessment, calculate
the cost-benefit analysis of training and development, identify learning and
development approaches and techniques, identify and apply methods of
coaching and mentoring, apply employee training and development
methods, plan and conduct training programs, measure the impact of
training programs, develop and implement employee career growth and
succession management in the workplace, create a learning organization for
continuously improved performance, plan and implement organisational and
executive development programs, use artificial intelligence to identify the
future roles of human resource, prepare and conduct an e-learning program
and identify emerging issues and trends in human resource development

By the end of this unit the trainee should be able to:
1. Explain human resource development and employee
career growth;
2. Identify and apply psychology of learning in the workplace;
3. Conduct training needs assessment in organisations;
4. Identify and apply learning and development approaches and
techniques;

47
5. Apply training and development methods for employees;
6. Conduct cost-benefit analysis of training and development;
7. Design and implement learning and development programmes
in the workplace;
8. Measure and evaluate the impact of training programmes;
9. Develop and implement employee career development and
succession management in the workplace;
10. Identify characteristics and needs of a learning organisation for
increased productivity;
11. Create a learning organisation for continuously improved
performance;
12. Plan and implement organisational and executive
development programmes in the workplace;
13. Use artificial intelligence to identify the future of human
resource in the workplace; and
14. Identify emerging issues and trends in learning,
organisational development and human resource
development in the workplace and globally.
Unit Topic, Content and Suggested Assessment Methods
Topic Content
1. Introduction to 1.1 Introduction to human resource
Human Resource development and employee career growth
Development and 1.2 Introduction to training and development
Employee Career 1.3 Objectives of employee training and
Growth development
1.4 Benefits and challenges of training and
development
1.5 Distinction between employee training and
development
1.6 Role of employee training and development
in job enrichment
1.7 Role of employee training and development
in job restructuring

Topic Content
1.8 Impact of training and development on
employee retention
1.9 Training models
1.10 Training philosophy
1.11 Legal framework for training and
development
2. Psychology of 2.1 Introduction to psychology of learning
learning 2.2 Theories of learning
2.3 Learner characteristics
2.4 The learning process
2.5 The learning situation
2.6 Evaluation of learning performance
2.7 Characteristics of an effective trainer
2.8 Principles of adult learning
2.9 Challenges in learning
3. Learning and 3.1 Differentiating between employee learning,
Development training and development
Approaches and 3.2 Introduction to training and development
Techniques methods
3.3 On-the-job Training (OJT) Methods
3.3.1 Job rotation
3.3.2 Coaching
3.3.3 Mentoring
3.3.4 Job instructions
3.3.5 Committee assignments
3.3.6 Internship training
3.4 Advantages and disadvantages of on-the-
job training methods
3.5 Off-the-job Methods
3.5.1 Case study method
3.5.2 Incident method
3.5.3 Role play
3.5.4 In-basket method
3.5.5 Business games
3.5.6 Grid training
3.5.7 Simulation
3.5.8 Management education 3.5.9 Conferences
3.6 Advantages and disadvantages of off-the-
job training methods

49
Topic Content
4. Cost-benefit 4.1 Introduction to cost benefit analysis in
Analysis of training and development
Training and 4.2 Objectives of cost benefit analysis
Development 4.3 Cost benefit analysis steps
4.4 Techniques of cost benefit analysis
4.5 Types of cost benefit analysis
4.6 Models of cost benefit analysis
4.7 Benefits and challenges of cost benefit
analysis
4.8 Development of a training budget
5. Designing and 5.1 Introduction to designing and implementing
Implementing learning and development programmes
Learning and 5.2 Formulating training policy
Development 5.3 Training needs assessment and analysis
Programmes 5.4 Specification of training objectives
5.5 Developing training programs
5.6 Talent development
5.7 Types of training programs
5.8 Implementation of the training program
5.9 Challenges in developing and implementing
training programs
6. Measuring and 6.1 Introduction to impact and evaluation of
evaluating the training programs
impact of training 6.2 Objectives of measuring impact of training
programs programs
6.3 Technique of measuring the impact of
training program
6.4 Strategies to maximise and measure the
impact of training
6.5 Levels of measurement
6.6 Measuring training effectiveness
6.7 Evaluation of training program
6.8 Measurement of return on investment of
training and development

Topic Content
7. Employee Career 7.1 Introduction to employee career
Development development
and Succession 7.2 Objectives of employee career development
Management 7.3 Factors in employee career development
7.4 Developmental assessment (e.g. 360s)
7.5 Employee career development planning
7.6 Implementing career development plans
and succession management
7.7 Monitoring and evaluation of employee
career development
7.8 Career coaching and mentoring
7.9 Benefits and challenges in employee career
development
8. Learning 8.1 Introduction to learning organisations;
Organisation difference between learning organisation
and organisational learning
8.2 Characteristics of a learning organization
8.3 Scope of a learning organization
8.4 Building a learning organization
8.5 Traits of a learning organization
8.6 Embracing e-learning in learning
organisations
8.7 Benefits and challenges of a learning
organisation
9. Executive 9.1 Introduction to executive development
Development 9.2 Objectives of executive development
9.3 Methods of executive development
9.4 Principles of executive development
9.5 Levels of executive development
9.6 Process of executive development
9.7 Benefits and challenges in executive
development
9.8 Requisites for successful executive
development
9.9 Evaluation of executive development
program

51
Topic Content
10. Artificial 10.1 Introduction to artificial intelligence (AI) in
Intelligence and Human Resource (HR) roles
The Future of 10.2 Application of AI in human resources
Human Resource management
(HR) Roles 10.3 Impact of AI in human resources
management
10.4 AI and automation in HR functions
10.5 Benefits and challenges of AI in human
10.6 Overcoming the challenges of AI in human
11. E-learning 11.1 Introduction to e-learning
11.2 The history of e-learning
11.3 Principles of e-learning
11.4 Types of e-learning training
11.5 Methods of e-learning
11.6 Benefits of e-learning
11.7 Choosing an e-learning platform
11.8 Limitations of e-learning
12. Emerging Issues 12.1 Identifying emerging issues and trends in
and Trends in learning and development
Human Resource 12.2 Mitigating emerging issues and trends in
Development learning and development
& their ICT
Applications

• Discussions;
• Assignments;
• Project;
• Case studies;
• Simulation; and

• Observation;
• Written tests;
• Oral questions;
• Case studies.
Recommended Resources for Twenty Five (25) Trainees

• Strategic plans (25 copies);
• human resource polices (25 copies);
• Guidelines and regulations (25 copies);
• Work plans /work programmes and schedules (25 copies); and
• Organization policies and procedures (25 copies).

53
Learning Hours: 240
No of Credits: 24
Unit Description
This unit comprises of competencies that will enable the Certified Human
Resource Professional to be able to analyse the concept of performance
management, identify the elements of performance management, apply
the methods, tools and models of performance management evaluate the
performance management theories and application in the work place
performance management, appraise employees describe the performance
management process and strategies, measure and evaluate performance
analyse the concept employee engagement and empowerment and the
impact of performance management to employee development, develop
and apply reward systems in performance management and manage team
performance.

1. Analyse the concept of performance management;
2. Identify the elements of performance management;
3. Apply the methods, tools and models of performance
management;
4. Evaluate the performance Management Theories and
Application in the Work Place Performance Management;
5. Appraise employees;
6. Describe the performance management process;
7. Analyse the performance management strategies; and
8. Measure and evaluate performance.

9. Analyse the concept employee engagement and empowerment;
10. Assess the impact of performance management;
to employee development;
11. Develop and apply Reward systems in performance management; and
12. Manage team performance.

Topic Content
1. Introduction to 1.1 Definitions of performance management
Performance 1.2 Aims and objectives of performance
Management management
1.3 History of performance management
1.4 Steps of performance management
1.5 Principles of performance management
1.6 Factors of performance management
1.7 Performance management characteristics
1.8 Performance management scope
1.9 Benefits and challenges of performance
management
1.10 Overcoming the challenges of performance
management
2. Elements of 2.1 Inputs and outputs
Performance 2.2 Outcomes
Management 2.3 Process
2.4 Planning
2.5 Measures
2.6 Continual improvement
2.7 Continual competencies development
2.8 Communication
2.9 Stakeholder recognition and engagement
2.10 Equity and fairness

55
Topic Content
3. Methods, Tools 3.1 Graphic rating scales
and Models of 3.2 Management by objectives
Performance 3.3 Management by walking around
Management 3.4 Forced ranking
3.5 Performance appraisals
3.6 Productivity tests
3.7 360 degrees’ feedback
3.8 Balanced score card
3.9 Performance pyramid
3.10 Fitzgerald and Moon’s building block
model
3.11 Performance prism
3.12 Determining performance measures
3.13 Linkage between performance
management and organisation
competitiveness
3.14 Performance measures
4. Performance 4.1 Introduction to theories and approaches of
Management performance management
Theories and 4.2 Goal setting theory
Application In 4.3 Systems theory
the Work Place 4.4 Expectance theory
Performance 4.5 Duo-factor theory
Management 4.6 The comparative approach
4.7 The attribute approach
4.8 The behavioral approach
4.9 The quality approach
4.10 Results approach
4.11 Merits and demerits of the different
approaches
5. Performance 5.1. Introduction to performance appraisal
Appraisal 5.2. Differentiating performance appraisal,
review and performance assessment
5.3. Objectives of performance appraisal
5.4. Appraisal methods
5.5. Appraisal forms
5.6. Appraisal responsibilities
5.7. Appraisal interviews
5.8. Performance feedback
5.9. Benefits and challenges in performance
appraisal
5.10. Overcoming the challenges

Topic Content
6. Performance 6.1. Introduction to performance management
Management process
Process 6.2. The planning phase
6.3. Assignment phase
6.4. Execution phase
6.5. Assessment phase
6.6. Reviewing phase
6.7. Performance contracting renewal
7. Performance 7.1. Setting performance goals and targets
Management 7.2. Establishment of key performance indicators
Strategies 7.3. Determining performance measures
7.4. Delegation
7.5. Coaching
7.6. Mentoring
7.7. Performance gap analysis and feedback
7.8. Performance review meetings
7.9. Training and development
7.10. Recognition and reward
8. Performance 8.1. Introduction to performance measurement
Measurement and and evaluation
Evaluation 8.2. Objectives of performance measurement
and evaluation
8.3. Principles of performance measurement and
evaluation
8.4. Philosophy of measuring HR
8.5. Measurement framework
8.6. Categories of potential measures
8.7. Challenges in performance measurement
and evaluation
9. Employee 9.1. Introduction to employee commitment,
Engagement and engagement and empowerment
Empowerment 9.2. Distinction between employee commitment
and engagement
9.3. Objectives of employee engagement and
empowerment
9.4. Principles of employee engagement and
empowerment
9.5. Components of employee engagement and
empowerment
9.6. Responsibilities in employee Engagement
9.7. Theories of employee engagement and
empowerment
9.8. Engagement framework
9.9. Levels of employee empowerment

57
Topic Content
9.10 Process of employee empowerment
9.11 Benefits of employee engagement and
empowerment
9.12 Engagement and empowerment Strategies
9.13 Enablers of employee engagement and
empowerment
9.14 Impact of social media on employee
engagement
9.15 Trends in employee engagement and
empowerment
9.16 Measurement of employee engagement
10. Impact of 10.1 Introduction to employee development
Performance 10.2 Objectives of employee development plans
Management 10.3 The criteria of setting challenging goals in
to Employee performance management
Development 10.4 Employee development planning process
10.5 Elements of employee development plan
10.6 Professional development goals
10.7 Employee development strategies
10.8 Factors for successful implementation of
development programs
11. Reward Systems 11.1 Traditional and contingent pay plans
in Performance 11.2 Reasons for introducing contingent pay
Management 11.3 Challenges of contingent pay
11.4 Types of contingent pay plans
11.5 Putting pay in context
11.6 Pay structures
11.7 Managerial incentive schemes
12. Managing Team 12.1 Introduction to team performance
Performance 12.2 Types of work teams
12.3 Objectives of work teams
12.4 Team assignments
12.5 Managing team assignments
12.6 Equity in teamwork
12.7 Benefits and challenges of work teams
12.8 Techniques of measuring individual
contributions in team assignments
12.9 Recognition and Teamwork Reward
13. Emerging Issues
in Productivity
& Performance
& their ICT
Applications

• Discussions;
• Assignments;
• Project;
• Case studies;
• Simulation; and

• Observation;
• Written tests;
• Oral questions;
• Case studies.

59
Learning Hours: 240
No of Credits: 24
Unit Description
The Mentoring, Coaching and Counselling Unit is designed to equip the
learner with knowledge, skills and competencies required by a Human
Resource Practitioner to facilitate mentoring, Coaching and Counselling at
the workplace in both public and private sector institutions. This unit
comprises of competencies that will enable the Certified Human Resource
Professional to be able to facilitate coaching, mentoring and counselling of
employees at the workplace, explain the functions of a human resource
counsellor, apply the process and techniques in counselling and identify
emerging issues and trends in mentoring, coaching and counselling.

1. Apply coaching, mentoring and counselling skills at the workplace;
2. Facilitate coaching, mentoring and counselling at the workplace;
3. Identify counselling needs at the workplace;
4. Demonstrate the functions of a human resource counsellor at the
workplace;
5. Apply the process and techniques of counselling in the workplace;
and
6. Identify emerging issues and trends in mentoring, coaching and
counselling.

Unit Topic Content and Suggested Methods.
Topic Content
1. Introduction to 1.1 Coaching definitions
Coaching 1.2 Objectives of coaching
1.3 Coaching theories
1.4 Coaching models
1.5 Coaching principles
2. Coaching in 2.1 Identification of coaching needs
Human Resource 2.2 Designing and implementing coaching
Management programs
2.3 Coaching approaches
2.4 Coaching process
2.5 Duties and responsibilities of parties to
coaching
2.6 Coaching skills and competencies
2.7 Qualities of an effective coach
2.8 Types of coaching
2.9 Benefits and challenges of coaching in
human resources management
3. Emerging and 3.1 Emerging issues and trends in coaching
Ethical issues in 3.2 Ethical issues in coaching and the ethics
Coaching toolkit for coaches
4. Introduction to 4.1 The meaning of mentorship
Mentoring 4.2 Objectives of mentoring in human resources
management
4.3 Theories of mentoring
4.4 Principles of mentoring
4.5 Approaches to mentoring
5. Mentoring in 5.1 Topics, phases and stages in the mentoring
Human Resource relationship
Management 5.2 The mentoring process
mentoring
5.4 Mentoring skills
5.5 Mentor/mentee discussion notes
5.6 Qualities of an effective mentor
5.7 Developing and Implementing a mentorship
program
5.8 Evaluation of mentorship program
5.9 Benefits and challenges of mentoring in
human resources management

61
Topic Content
6. Emerging Issues 6.1 Ethical issues in mentoring
and Ethics in 6.2 The ethics toolkit for mentors
Mentoring
7. Introduction to 7.1 Introduction to counseling
Counselling 7.2 Historical development of counseling
7.3 Theories and approaches in counseling
7.4 Nature of counseling
7.5 Types of counseling
7.6 Principles of counseling
7.7 Classification of counseling
7.8 Objectives of counseling
7.9 Counseling skills
counseling
8. Counselling in 8.1 Counseling techniques for diverse settings
Human Resource 8.2 Ethical Issues in counseling
Management 8.3 Legislation, policy and values in counseling
8.4 The ethics toolkit for counselors
9. Functions of a 9.1 Appraisal service
human Resource 9.2 Counseling service
Counsellor 9.3 Informative service
9.4 Planning service
9.5 Placement service
9.6 Follow up service
9.7 Orientation service
9.8 Evaluation service
9.9 Consulting service
9.10 Referral service
9.11 Human resource partner service
10. Process and 10.1 Phases in counseling
techniques in 10.2 Process of counseling
counselling 10.3 Techniques in counseling
10.4 Qualities of an effective counselor
10.5 Challenges in counseling
10.6 Overcoming the challenges in counseling
11. Emerging Issues
and Trends
in Coaching,
Mentoring,
Counseling & their
ICT Applications

• Discussions;
• Lectures;
• Assignments;
• Case studies;
• Simulation; and

• Observation;
• Written tests;
• Oral questions;
• Case studies.
• Human resource polices; and
• Guidelines and regulations.

63
Learning Hours: 240
No of Credits: 24
Unit Description
This unit seeks to provide the learner with knowledge of research methods
required by a Human Resource Professional in both public and private
sector organisations. It equips the Certified Human Resource Professional
trainee with competencies to apply appropriate research methodologies to
systematically collect, analyse and interpret work related data for decision
making. The unit covers introduction to business research, identifying a
research problem, formulating research objectives, questions and hypothesis,
developing a theoretical and conceptual frameworks, reviewing literature,
research design, population and sampling, collecting and analysing data
using statistical tools, ethical issues in research and writing a research report.

1. Demonstrate basic knowledge of business research;
2. Identify a research problem;
3. Develop research objectives, questions and hypotheses;
4. Develop theoretical and conceptual frameworks;
5. Review literature;
6. Identify the various types of research designs;
7. Select a sample from a target population;
8. Collect data;
9. Choose appropriate statistical tools in data analysis;
10. Analyze data and write a report; and
11. Identify ethical issues in Research.

Unit Topic Content and Suggesed Assessment Methods.
Topic Content
1. Introduction to 1.1 The concept of research
Business Research 1.2 Characteristics of research
1.3 Types of research
1.4 Purpose of research
1.5 Research process
1.6 Emerging Issues and trends in business
research
2. Research Problem 2.1 The concept of problem in research
2.2 Characteristics of research problems
2.3 Sources of suitable research problems
2.4 Selecting a research topic
2.5 Shaping and refining the problem
2.6 Knowledge gaps
3. Objectives, 3.1 Developing research objectives
Research 3.2 Formulating research questions
Questions and 3.3 Definition of hypothesis
Hypotheses 3.4 Types of hypotheses
3.5 Types of errors in research
3.6 Hypothesis testing
3.7 Role of hypothesis in research
4. Theoretical and 4.1 Role of theory in research
Conceptual 4.2 Meaning of a theoretical framework
Frameworks 4.3 Purpose of theoretical framework
4.4 Purpose of a conceptual framework
4.5 Components of a conceptual framework
4.6 Variables and indicators
4.7 Difference between a theoretical framework
and a conceptual framework
5. Literature Review 5.1 Definition of literature review
5.2 Purpose of literature review
5.3 Sources of literature
5.4 Literature review process
5.5 Search aids, key words, reading and notes
5.6 Writing the literature review
5.7 Referencing and citations of literature
sources
6. Research Design 6.1 Meaning of research design
6.2 Elements of research design
6.3 Characteristics of research design
6.4 Types of research design
6.5 Research design strategy

65
Topic Content
7. Population and 7.1 Introduction to population and sampling
Sampling 7.2 Purpose of sampling
7.3 Types of sampling
7.4 Sampling techniques
7.5 Determining sample size
7.6 Sampling design
8. Data collection 8.1 Sources of data
Tools and 8.2 Types of data in research investigation
Procedure 8.3 Methods of data collection
8.4 Types of data collection tools
8.5 Process of data collection
8.6 Validity and reliability of data collection
instruments
9. Statistical Tools 9.1 Meaning of statistics
9.2 Parametric and non-parametric statistics
9.3 Measures of central tendency
9.4 Measures of variability
9.5 The normal curve
9.6 Measures of association
10. Data Analysis and 10.1 Definition and meaning of data analysis
Report Writing 10.2 Data preparation and description
10.3 Data entry 8
10.4 Exploring, displaying and examination
10.5 Descriptive data analysis
10.6 Hypothesis testing
10.7 Qualitative data analysis
10.8 Research report writing process
10.9 Structure of a research report
10.10 Writing style
10.11 Referencing and citation formats
11. Ethical Issues in 11.1 Ethics in research
Research 11.2 Ethical principles
11.3 History of ethics in research
11.4 Principles, guidelines and regulations
governing research
11.5 Research permit
11.6 Role, mandate and national guidelines
of institutional ethics and research
committees in Kenya
11.7 Role of National Council for Science and
Technology and Innovation (NACOSTI),
Kenya
11.8 Academic integrity and plagiarism

• Discussions;
• Assignments;
• Project;
• Case studies;
• Simulation;
• On job training; and
• Field work.
Suggested assessment methods

• Observation;
• Written tests;
• Training Room;
• Guidelines and regulations; and
• Work plans /work programmes and schedules.

67
Learning Hours: 240
No of Credits: 24
Unit Description
This unit will equip the Certified Human Resource Professional (CHRP),
with knowledge and competencies that will enable them to effectively
perform their duties in both the private and public sector. It will enable them
to analyse the concept of change management, evaluate models of change
management, various approaches to change management, change
management process, role of leadership in change management ,manage
resistance to change, design a change communication strategy, manage
stakeholders during change, manage innovations, analyse the concepts of
creativity, knowledge management and the learning organization,
organisation development, organisational culture and structure, plan for
business continuity and manage risks.

1. Analyse the concept of change management;
2. Evaluate the models of change management;
3. Apply the various approaches to change management;
4. Describe the change management process;
5. Assess the role of leadership in change management;
6. Manage resistance to change;
7. Design a change communication strategy;
8. Manage stakeholders during change;
9. Manage innovations at the work place;
10. Analyse the concept of Creativity of employees;

11. Apply the concept of knowledge management and the learning
organization;
12. Apply the concept of Organization Development;
13. Analyse the concept of organisational culture and structure; and
14. Plan for business continuity and manage risks.

Topic Content
1. Introduction 1.1 The concept of change management
to Change 1.2 The need for change management
Management 1.3 The forces of change
1.4 Change management principles
1.5 Change symbolism
1.6 Types of change
1.7 Scope of change
1.8 Characteristics of change
1.9 Benefits of successful change management
2. Models of Change 2.1 Dice Model
Management 2.2 ADKAR
2.3 Kotters eight step model of transformational
change
2.4 McKinsiey Model
2.5 Kurt- Lewin Schein Model
3. Approaches 3.1 Empirical – Rational
to Change 3.2 Normative – Reductive
Management 3.3 Power – Coercive
3.4 Incremental – Adaptive
4. Change 4.1 Need for change
Management 4.2 Plan change
Process 4.3 Develop change program
4.4 Implement change
4.5 Review change
4.6 Anchor change in the organizational culture
4.7 Transition in change management

69
Topic Content
5. The role of 5.1 Initiating Change
Leadership 5.2 Sponsorship
in Change 5.3 Role model
Management 5.4 Decision making
5.5 Communication
5.6 Responsibility and accountability
5.7 Building coalition
5.8 Leading the process
5.9 Establishment of change management team
5.10 Building resilience and change hardiness
6. Managing 6.1 Diagnosing resistance to change
Resistance to 6.2 Reasons for resistance
Change 6.3 Types of resistance
6.4 Challenges in reducing resistance
6.5 Techniques for overcoming resistance to
change
6.6 The role of HR in managing resistance to
change
7. Change 7.1 Introduction to change communication
Communication strategy
Strategy 7.2 Objectives of change communication
7.3 Principles of change communication
7.4 The change communication model
7.5 Measuring communication effectiveness
7.6 The value of effective change
communication
7.7 The communication strategy and plan
8. Stakeholder 8.1 Introduction to stakeholder management
Management 8.2 Benefits of stakeholders management
in Change during change
Management 8.3 Stakeholder mapping
8.4 Stakeholder analysis
8.5 Strategies for managing stakeholders during
change

Topic Content
9. Innovation 9.1 Introduction to innovation
Management 9.2 Concept of innovation
9.3 Types of innovation
9.4 The characteristics of an innovative work
environment
9.5 Innovation process
9.6 Importance of innovation
9.7 Innovation in the HR practice
9.8 Role of change sponsor in innovation
9.9 Actions and approaches to innovation
9.10 Innovation techniques
9.11 Value analysis, components and process
10. Creativity 10.1 Concept and types of creativity
10.2 Creative thinking
10.3 Arguments for creativity
10.4 Barriers to creativity
10.5 Components of creativity
10.6 Creative process
10.7 Sources of new ideas
10.8 Turning creative ideas into opportunities
10.9 Creative problem-solving techniques
10.10 Creativity in human resource management
practice
10.11 Importance of creativity in decision making
11. Knowledge 11.1 Introduction to knowledge management
Management 11.2 Data, information and knowledge
and the Learning 11.3 Elements of successful knowledge
Organization management
11.4 Knowledge management strategies
11.5 Challenges of knowledge management
11.6 The role of managers in implementing
knowledge management and learning
11.7 The learning organisation
11.8 Components of learning organization
11.9 Distinction between learning organisation
and organisation learning
12. Organization 12.1 Introduction to organization development
Development 12.2 History of organization development
12.3 Models and theories of organization
development
12.4 Features of organisation development
12.5 Objectives of organisational development
12.6 Organisational development climate

71
Topic Content
12.7 Organisational development strategy
12.8 Organisation development interventions
12.9 Process of organisation development
interventions
12.10 Revolutionary values and believes of
organization development
12.11 Second – Generation organisation
development
12.12 Power, politics and ethics in organisation
development
12.13 Future of organisation development
12.14 Organisational transformation
13. Organisational 13.1 Introduction to organisational culture
Culture and 13.2 Characteristics of organisational culture
Sstructure 13.3 Assessing the culture of the organization
13.4 Understanding the culture of your
organisation
13.5 Components of organisational culture
13.6 Factors that shape an organization’s
culture
13.7 Benefits of corporate culture
13.8 Impact of organisational culture in change
management
13.9 The role of HR in maintaining effective
corporate culture
13.10 Organisational culture and culture change
13.11 Impact of organisational structure in
change management
13.12 Meaning of organisational structure
13.13 Types of organisational structures
13.14 Effect of organisational structure in
change management
14. Business 14.1 Introduction to business continuity
Continuity planning and risk management
Planning and Risk 14.2 Objectives of business continuity planning
Management and risk management
14.3 Types of organisational risks
14.4 Risk assessment process
14.5 Principles of risk management
14.6 Risk management methodology
14.7 Risk register
14.8 Responsibility for risk management and
risk governance

Topic Content
14.9 Concept of business continuity planning
14.10 Elements of business continuity planning
14.11 Principles of business continuity planning
14.12 Business continuity planning process
14.13 The business continuity plan
14.14 Human resource risks
14.15 Role of HR in risk management

• Discussions;
• Assignments;
• Project;
• Case studies;
• Simulation; and

• Written tests;
• Observation;
• Oral questions;
• Case Studies; and

73
Learning Hours: 240
No of Credits: 24
Unit Description
Strategic Management for Human Resource Practitioners Unit is designed to
equip a trainee with strategic management knowledge, skills, attitude and
behaviour required by a professional Human Resource practitioner in both
public and private sector institutions. The Unit equips the Certified Human
Resource Professional trainee with the knowledge and competencies
needed to apply strategic management at work place, identify and scan the
work environment for improvement identify and formulate strategies for the
work place, implement strategy in the work place, monitor and evaluate
strategy to improve the workplace, apply strategic human resource
management to improve organisation performance, identify and apply
human resource strategies at workplace for improved productivity, outline
the role of strategic human resource management in organizations and
Identify and apply strategies to respond to emerging issues and trends in
strategic management.

By the end of the unit the trainee should be able to;
1. Apply strategic management in the workplace;
2. Identify and scan the work environment for improvement;
3. Identify and formulate strategies for the work place;
4. Implement strategy in the work place;
5. Monitor and evaluate strategy to improve the workplace;
6. Apply strategic human resource management to improve
organisation performance;

7. Identify and apply human resource strategies at workplace for
improved productivity;
8. Illustrate the role of strategic human resource management
in organisations; and
9. Identify and apply strategies to respond to emerging issues
and trends in strategic management.
Unit topic Content and Suggested Assessment Methods.

Topic Content
1. Introduction 1.1 Definition of strategic management
to Strategic 1.2 Theories of strategic management
Management 1.3 Principles of strategic management
1.4 Characteristics of strategic management
1.5 Objectives of strategic management
1.6 Strategic management process
1.7 Importance and application of strategic
management
2. Business 2.1 Introduction to business environment
Environment and 2,2 Components of a business environment
Environmental 2.3 Importance of business environment
Scanning 2.4 Relationship between organisation and its
environment
2.5 Environment scanning
2.6 Objectives of environmental scanning
2.7 Benefits of environmental scanning
2.8 Environmental scanning tools
2.8.1 PESTEL Analysis
2.8.2 SWOT Analysis
2.8.3 Application of environmental scanning
tools

75
Topic Content
3. Strategy 3.1 Introduction to strategy formulation
Formulation 3.2 Objectives of strategy formulation
3.3 The strategy formulation process
3.3.1 Vision
3.3.2 Mission
3.3.3 Values
3.3.4 Goals
3.3.5 Objectives
3.3.6 Strategies
3.3.7 Policies
3.4 Challenges in strategy formulation
3.5 Mitigation measures for challenges in
strategy formulation
4. Levels of Strategy 4.1 Introduction to the levels of strategy
4.2 Corporate level strategies
4.3 Business level strategies
4.4 Functional level strategies
4.5 The place of human resource strategies in
strategic level hierarchy
5. Strategy 5.1 Introduction to strategy implementation
Implementation 5.2 The strategy implementation process
5.3 Relationship between strategy formulation
and implementation
5.4 Issues in strategy implementation
5.5 Strategy implementation models
5.6 Factors for successful strategy
implementation
5.7 Strategy implementation matrix
6. Strategy 6.1 Introduction to strategy monitoring and
Monitoring, evaluation
Evaluation and 6.2 Objectives of monitoring and evaluation
Review 6.3 Monitoring and evaluation cycle
6.4 Monitoring and evaluation framework
6.5 Monitoring and evaluation plan
6.6 Monitoring and evaluation tools
6.7 Monitoring and evaluation methods
6.8 Roles and responsibilities in monitoring
and evaluation
6.9 Challenges in monitoring and evaluation
strategy monitoring and evaluation
6.11 Strategy review

Topic Content
7. Strategic Human 7.1 Introduction to strategic human resources
Resource management
Management 7.2 Purpose of strategic human resources
management
7.3 Importance of strategic human resources
management
7.4 The principles of strategic human resources
management
7.5 The strategic human resource management
process
7.6 Benefits and challenges in strategic human
strategic human resources management
8. Human Resource 8.1 Meaning of human resource strategies
Strategies 8.2 Objectives of HR strategies
8.3 Formulation of HR strategies
8.4 Issues in developing HR strategies
8.5 Criteria for an effective HR strategy
8.6 Implementing HR strategies
8.7 Barriers to implementing HR strategies
8.8 Approaches to implementing HR strategies
8.9 General human resources strategies
8.9.1 High-performance management
8.9.2 High-commitment management
8.9.3 High-involvement management
8.10 Specific HR strategies
8.10.1 Employee resourcing strategy
8.10.2 Learning and development
strategy
8.10.3 Performance management
strategy
8.10.4 Employee reward strategy
8.10.5 Employee retention strategy
8.10.6 Human resource planning strategy
8.10.7 Employee relations strategy
8.10.8 Employee welfare strategy
8.10.9 Employee engagement strategy
8.11 Alignment of human resources strategies
with business strategy
8.12 Benefits of alignment

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Topic Content
9. Role of strategic 9.1 Introduction to strategic role of human
Human Resource resources management in organisations
Management in 9.2 Business case for strategic human resources
Organisations management
9.3 Strategic versus administrative roles
of human resources management in
organisations
9.4 Application of human resources
management strategy
9.5 Human resources business partner model
9.6 Human resources management value
proposition
10. Emerging Issues 10.1 Emerging issues and trends in strategic
and Trends management of human resource
in Strategic 10.1.1 Flexi working times
Management 10.1.2 Working from home
and their ICT 10.1.3 Employee mental health and
Applications wellness programmes
10.1.4 Technology and strategic
management
10.1.5 Globalisation and cultural
effectiveness

• Discussions;
• Assignments;
• Project;
• Case studies;
• Simulation; and

• Written tests;
• Observation;
• Oral questions;
• Case studies.

Recommended Resources for twenty five (25) Trainees
• Human resource polices (25 copies);
• Guidelines and regulations (25 copies); and
• Work plans /work programmes and schedules (25 copies).

79
Learning Hours: 240
No of Credits: 24
Unit Description
This unit equips the learner with competencies required by a Human
Resource professional in both public and private sector organisations.
It equips the Certified Human Resource Professional with competencies to
be able to explain the concept of HR Accounting, Metrics & Analytics,
Procedures, Measurement and Evaluation, account for HR Value Proposition,
prepare HR Budget and prepare Reports, explain the concepts of HR
Accounting Benchmarking and human resource programmes reporting and
identify emerging issues in Human Resource accounting.

1. Elucidate the concept Accounting in Human Resources Management;
2. Apply HR accounting procedures in the workplace;
3. Apply Accounting Measurement and Evaluation in Human Resource;
4. Account for value proposition in Human Resource;
5. Explicate the concept of Metrics & Analytics as used in HR;
6. Prepare budget and Reports on human resource management;
7. Apply the concept of HR Accounting in HR Benchmarking;
8. Report human resource programmes reporting; and
9. Identify emerging issues in Human Resource accounting, Metrics &
Analytics and their ICT applications.

Topic Content
1. Introduction to 1.1 Concept of human resource accounting
HR Accounting 1.2 Objectives of human resources accounting
1.3 Prerequisites of human resources accounting
1.4 Evolution of human resource accounting
1.5 Aspects of human resources accounting
1.6 HR accounting approaches
1.7 Methods of human resources accounting
1.8 Benefits and challenges of human resource
accounting
2. HR Accounting 2.1 Introduction to HR accounting procedures
Procedures 2.2 HR accounting procedures
2.3 Objectives of HR accounting procedures
2.4 Principles of HR accounting procedures
2.5. Approaches to HR accounting procedures
2.6 Guidelines for developing HR accounting
procedures
2.7 Benefits and challenges of HR accounting
3. HR Accounting 3.1 HR accounting measurement and evaluation
Measurement 3,2 Levels of measurement and evaluation
and Evaluation 3.3 Responsibilities for measurement and
evaluation
3.4 Types of HR measurement and evaluation
3.5 Methods of measurement and evaluation
3.6 Result based model for measurement and
evaluation
Measurement and evaluation
4. Accounting 4.1 Introduction to HR value proposition
for HR Value 4.2 Theories of HR value proposition
Proposition 4.3 Principles of HR value proposition
4.4 Objectives of HR value Proposition
4.5 Methods of accounting for HR value
proposition
4.6 HR value chain
4.7 Human resources cost accounting
4.8 Benefits and challenges of HR value
proposition
4.9 Human resources evaluation myths
4.10 Contemporary issues in accounting for HR
value proposition

81
Topic Content
5. Introduction to 5.1 Concept of human resource metrics & analytics
HR Metrics & 5.2 Objectives of human resources metrics &
Analytics analytics
5.3 Prerequisites of human resources metrics &
analytics
5.4 Evolution of human resource metrics &
analytics
5.5 HR metrics approaches
5.6 Types of human resources metrics
5.7 Formalising human capital measurements-
standards and regulation
6. HR Budgeting 6.1 Introduction to HR budgeting and reporting
and Reporting 6.2 Principles of HR budgeting and reporting
6.3 Methods of HR budgeting and reporting
6.4 Importance of HR budgeting and reports
6.5 Impact of budgeting reports to HR accounting
6.6 Types and examples of HR budgets and
reports
6.7 Structure of HR reports
6.8 Benefits and challenges in HR budgeting and
reporting
7. HR Accounting 7.1 Introduction to HR accounting benchmarking
Benchmarking 7.2 Objectives of HR accounting benchmarking
7.3 Principles of HR accounting benchmarking
7.4 Elements of HR accounting benchmarking
7.5 Types of HR accounting benchmarking
7.6 HR accounting benchmarking process
7.7 HR accounting benchmarking practice
7.8 HR accounting benchmarking as a tool for
strategic planning
benchmarking
8. Human 8.1 Introduction to human resource programs
Resource reporting
Programs 8.2 Objectives of HR programs reporting
Reporting 8.3 Types of HR programs reports
8.4 Nature of HR programs reports
8.5 Factors affecting HR programs reporting
8.6 Communication with relevant parties
8.7 Management meetings
8.8 Benefits and challenges of HR programs
reporting

Topic Content
10. Emerging
Issues in Human
Resource
Accounting
and their ICT
Applications

• Discussions;
• Assignments;
• Case studies;
• Simulation; and

• Observation;
• Written tests;
• Oral questions;
• Case studies.

83
Learning Hours: 240
No of Credits: 24
Unit Description
This unit equips the learners with competencies that will enable the
Certified Human Resource Professional to be able to apply the concept of
human resource consultancy and apply HR consulting process, manage
the consultancy relationships, manage a HR consultancy firm, develop a
HR Consultancy proposal, manage contract in HR consultancy,
demonstrate the HR Consulting ethical standards, explain HR consulting as
an entrepreneurship opportunity, manage HR consultancy project, apply
ICT HR consultancy, identify emerging issues and trends in human resource
consultancy.

1. Apply human resource management in consultancies/ consulting;
2. Explain the HR consulting process context;
3. Manage the consultancy relationships;
4. Manage a HR consultancy firm;
5. Develop a HR Consultancy proposal;
6. Manage contract in HR consultancy;
7. Demonstrate the HR Consulting ethical standards;
8. Use HR consulting as an entrepreneurship opportunity;
9. Manage HR consultancy project;
10. Apply ICT HR consultancy; and
11. Identify emerging issues and trends in human resource
consultancy and their ICT applications.

Topic Content
1. Introduction to 1.1 Nature and purpose of HR consultancy
Human resource 1.2 Development of HR consultancy in Kenya
Consultancy 1.3 Principles of HR consultancy
1.4 Models of consultancy
1.5 Qualities of an HR consultant
1.6 HR consulting skills
1,7 Obligations and duties of an HR consultant
1.8 Areas of HR consultancy
1.9 HR consultancy fees
1.10 Benefits and challenges in HR consultancy
1.11 Selection of an HR consultant
1.12 Writing inception & closure reports
2. The HR Consulting 2.1 Entry and contracting
Process 2.2 Data collection and diagnosis
2,3 Feedback and decision to act
2.4 Implementation
2.5 Extension, recycle or termination
3. Consultancy 3.1 Introduction to HR consultancy relationship
Relationships 3.2 Objectives of HR consulting relationship
management
3.3 Benefits of HR consultancy relationship
management
3.4 Consultant-client relationship models
3.5 Developing and maintaining harmonious
relationships
3.6 Managing client expectations
3.7 Client relationship management software
4. Management of 4.1 Introduction to management of a
a HR Consultancy consultancy
Firm 4.2 Organisational structure of a consultancy
firm
4.3 Duties and responsibilities of various staff in
a consultancy firm
4.4 Quality control in a HR consultancy firm
5. Developing HR 5.1 Introduction to HR consultancy proposal
Consultancy 5.2 Objectives of HR consultancy proposal
Proposal 5.3 Contents of HR consultancy proposal
5.4 Process of developing HR consultancy
proposal
5.5 Characteristics of a good HR consultancy
proposal

85
Topic Content
6. Contract 6.1 Introduction to HR consultancy contract
Management in management
HR Consultancy 6.2 HR consultancy contract life cycle
6.3 Definition and types of contracts
6.4 Formation of contracts
6.5 Elements of a contract
6.6 Realisation of a contract
6.7 Vitiating factors
6.8 Discharge of a contract
6.9 Breach of contract
6.10 Remedies for breach of contract
6.11 Limitation of actions
7. HR Consulting 7.1 Introduction to professional ethics
Ethical Standards 7.2 Code of ethics for HR professionals
7.3 HR consulting ethical standards
7.4 Factors affecting HR consulting professional
ethics
7.5 Mitigating the factors affecting professional
ethics
7.6 Ethical dilemma
8. HR consulting 8.1 Introduction to entrepreneurship
as an 8.2 History of entrepreneurship
entrepreneurship 8.3 Theories of entrepreneurship
opportunity 8.4 Entrepreneurship vs. employment
8.5 Entrepreneurship development in Kenya
8.6 Managing and growing a new business
venture
8.7 Characteristics of an entrepreneur
8.8 Types of entrepreneurs
8.9 Entrepreneurial skills
8.10 Entrepreneurial motivation
8.11 Entrepreneurial orientation
8.12 Sources of finance for an entrepreneur
8.13 Entrepreneurship opportunities
8.14 Strategies for enterprise success and growth
9. Project 9.1 Introduction to project management
Management in 9.2 Theories of project management
HR consultancy 9.3 Principles of project management
9.4 Phases of project management
9.5 Project management teams
9.6 Essential skills in project management
9.7 Project management ethical standard
9.8 Project risk management

Topic Content
9.9 Projects in human resources management
9.10 Benefits and challenges in project
management
9.11 Contemporary issues in project
management
10. ICT in HR 10.1 Introduction to ICT in HR consultancy
Consultancy 10.2 Areas of application
e-recruitment
e-selection
e-learning
e-performance management
e-compensation
e-benefits
10.3 ICT solutions for HR consultancy
10.3.1 Data warehouse
10.3.2 Data mining
10.3.3 HR analytics
10.3.4 HR dashboard
10.4 Benefits and challenges of ICT in HR
consultancy
12. Emerging Issues
and Trends in
HR Consultancy
and their ICT
Applications

• Discussions;
• Assignments;
• Project;
• Case studies;
• Simulation; and

87
• Observation;
• Written tests;
• Oral questions;
• Case studies.

Learning Hours: 240
No of Credits: 24
Unit Description
The unit is designed to equip the learner with knowledge, skills and
competencies required by a Human Resource Professional to facilitate
effective Human Resource Audits at the workplace. It comprises of
competencies that will enable the Certified Human Resource Professional
to be able to understand the concept of human resource audit, develop and
apply human resource audit strategy, demonstrate the functions and roles
of a human resource auditor, perform human resource audit process,
prepare human resource audit documentation, apply the human resource
auditing standards, manage risk in human resource audit, explain the human
resource audit framework and regulation, develop the various HR control
procedures, prepare human resource audit reports, issue human resource
audit opinion, outsource the HR audit function, verify and evaluate HR audit
reports and identify emerging issues and trends in human resource audit.

1. Apply the concept of human resource audit in the workplace;
2. Develop and apply human resource audit strategy;
3. Demonstrate the roles of a human resource auditor;
4. Apply the human resource auditing standards in HR auditing;
5. Apply the human resource audit framework and regulations in
HR Auditing;
6. Perform human resource audit process;
7. Manage risk in human resource audit;
8. Develop HR control procedures in the workplace;
9. Outsource HR audit function for an organisation/workplace; and
13. Identify emerging issues and trends in human resource audit
and their ICT applications.
89
Topic Content
1. Introduction to 1.1 Definition of human resource audit
Human Resource 1.2 Nature of human resource audit
Audit 1.3 Evolution of human resource audit
1.4 Features of human resource auditing
1.5 Objectives of human resource auditing
1.6 The scope of human resource audits
1.7 Challenges in human resource audit
2. Human Resource 2.1 Methods/approaches to human resource
Audit Strategy audit
2.2 Human resource auditing principles
2.3 Human resource auditing techniques
2.4 Types of human resource audits
2.5 Human resource audit protocols
2.6 Human resource audit value proposition
3. Human Resource 3.1 Responsibilities of a human resource auditor
Auditor 3.2 Qualifications of a human resource auditor
3.3 Qualities of a human resource auditor
3.4 Internal human resource audit assignments
3.5 Appointment of first auditors
3.6 Appointment of the subsequent auditor
3.7 Disqualification of human resource auditor
4. Human Resource 4.1 Objectives of human resource auditing
Auditing standards
Standards 4.2 Principles of human resource auditing
standards
4.3 Types of human resource auditing standards
4.4 Benefits of human resource auditing
standards
4.5 Challenges human resource auditing
standards
5. Human Resource 5.1 Audit framework and regulation
Audit Framework 5.2 Concepts of accountability, stewardship and
and Regulation agency
5.3 Objectives of audit framework and
regulation
5.4 Elements of audit framework and regulation
5.5 Types framework and regulation
5.6 Fraud, laws and regulations
5.7 The concept of true and fair presentation

Topic Content
5.8 Responsibilities of human resource auditors
in prevention and detection of fraud and
error
5.9 External audit and other review
engagements
5.10 Requirements of professional ethics
6. Human Resource 6.1 Determining the scope and type of audit
Audit Process 6.2 Human resource audit planning
6.3 Preparation of human resource audit
documentation
6.4 Human resource audit data collection and
sampling
6.5 HR audit evidence, verification and
evaluation
6.6 Analysing & interpreting the audit data
6.7 Benchmarking of findings
6.8 Report preparation and feedback giving
6.9 Human resource audit reporting
6.10 Human resource audit opinion and
subsequent events
6.11 Building an environment for continuous
improvement
7. Human Resource 7.1 Introduction to human resource audit risk
Audit Risk management
Management 7.2 Objectives human resource risk
management
7.3 Principles of human resource audit resource
management
7.4 Types of human resource audit risks
7.5 Assessing human resource audit risks
7.6 Risk assessment process
7.7 The risk register
8. HR Control 8.1 Introduction to HR control procedures
Procedures 8.2 Objectives and importance of HR
procedures
8.3 Types of HR internal controls
8.4 Components of internal control
8.5 Benefits of internal control
8.6 Evaluation of internal controls
8.7 Communication on internal control
8.8 Test checking
8.9 Duties of a human resource auditor in
preventing fraud
8.10 Limitations of internal control

91
Topic Content
9. Outsourcing HR 9.1 The concept of HR audit outsourcing
Audit Function 9.2 Advantages of outsourcing
9.3 Factors to consider when outsourcing
9.4 Challenges of outsourcing
14. 10 Emerging 10.1 Emerging trends and innovations
Issues and 10.2 Agile audit
Trends in Human 10.3 Human resource audit in an automated
Resource Audit environment
and their ICT 10.4 Challenges of computerised audit
Applications 10.5 Auditing the risk of disruptive technologies
10.6 The changing nature of the workforce
10.7 Automation and cognitive intelligence
10.8 Challenges of emerging trends and issues
10.9 Overcoming the emerging trends and issues

• Discussions;
• Assignments;
• Case studies;
• Simulation; and

Learning Hours: 240
No of Credits: 24
Unit Description
Strategic Leadership, Ethics and Governance Unit is designed to equip
trainee with strategic leadership, ethics and governance knowledge, skills,
attitude and behaviour necessary for a human resource professional officer
or practitioner in both public and private sector organisations. This unit
comprises of competencies that will enable Certified Human Resource
Professional to demonstrate strategic leadership skills, apply effective
leadership behaviour at work place, demonstrate ethical practices of personal
integrity, professional integrity, ethical agent in an organisation, identify
legal framework of ethics and integrity in Kenya, identify fundamentals of
governance globally, identify essentials of corporate governance in Kenya,
apply governance principles, corporate practices and reporting, identify and
engage the various stakeholders in governance, apply enterprise architecture
governance identified and used in corporate governance, identify tools
used in corporate governance, manage risks in an organisation, prepare
and implement plans for business continuity and identify emerging issues
and trends in leadership, ethics and governance and identify possible global
and cultural effective responses emerging issues and trends in leadership,
ethics and governance.

By the end of the unit the learner should be able to:
1. Demonstrate strategic leadership skills at the workplace;
2. Apply effective leadership behaviour at workplace;
3. Apply ethical practices of personal integrity, professional integrity,
and ethical agent in an organisation;
4. Identify legal framework for ethics and integrity in Kenya;
5. Identify the fundamentals of Governance in a global setup;
6. Identify essentials of Corporate Governance in Kenya;
93
7. Apply the governance principles in an organisation;
8. Apply corporate practices and reporting;
9. Identify and engage stakeholders of an organisation;
10. Apply enterprise Architecture Governance identified and
used in corporate governance;
11. Identify tools used in Corporate Governance;
12. Manage risks in an organisational;
13. Prepare and implement plans for business Continuity;
14. Identify emerging issues and trends in leadership, ethics and
Governance; and
15. Mitigate issues and trends in leadership, ethics and Governance.
Topic Content
1. Introduction 1.1 Leadership concepts
to Strategic 1.2 Principles of leadership
Leadership 1.3 Theories and approaches of leadership
1.4 Objectives of leadership
1.5 Leadership development
1.6 Types of leadership
1.7 Leadership power
1.8 Sources of power for leadership
1. 9 Features of leadership
1.10 Levels of leadership
1.11 Functions of a leader
2. Leadership 2.1 Introduction to leadership behavior
Behaviour 2.2 Key components of Leadership-and behavioural
competencies {this include:
(a) Setting and implementing a vision and
direction for the HR function; and
(b) Leading organisational initiatives;
influencing and supporting other
organisational members and leaders};
2.3 Leadership attitudes
2.4 Leadership styles
2.5 Leadership qualities
2.6 Leadership skills
2.7 Leadership traits
2.8 Leadership and integrity
2.9 Legal framework in leadership and integrity
2.10 Leadership navigation

Topic Content
3. Ethical Practice 3.1 Introduction to ethics and integrity
of Personal 3.2 Creating and driving an ethical organisational
Integrity, environment and behaviour. [Behaving in an
Professional ethical manner that promotes high standards of
Integrity, integrity and the organisation’s values].
and Ethical
Issues in
Organisational
4. Personal 4.1 Consistency between espoused and enacted
integrity values
4.2 Personal mistakes and demonstration of
accountability for actions
4.3 Recognize biases [Recognition of personal
biases and the biases of others, and taking steps
to increase self-awareness]
4.4 Role models [Serving as a role model of personal
integrity and high ethical standards]
4.5 Unethical behaviour [Brings potential conflicts of
interest or unethical behaviours to the attention
of senior leaders and other executives], and
4.6 Helping others to identify and understand their
biases
5. Professional 5.1 Dealing with political pressure [Withstand
Integrity politically motivated pressure when developing
or implementing strategy, initiatives or long-term
goals]
5.2 Ethics, integrity and organisation success
[Balance ethics, integrity, organisational success,
employee advocacy and organisational mission
and values when creating strategy, initiatives or
long-term goals]
5.3 Ethical human resource team [Establish the HR
team as a credible and trustworthy resource]
5.4 Promote the alignment of HR and business
practices with ethics, laws and standards
5.5 Ethical decision making [make difficult decisions
that align with organisational values and ethics]
5.6 Power, authority and ethics [Apply power or
authority appropriately]

95
Topic Content
6 Ethical Agent 6.1 Learning, development and ethics [Design
learning and development programs covering
ethics]
6.2 Organisational culture, systems and ethics
[Implement and maintain a culture and
organisational system that encourages all
employees to report unethical practices and
behaviors].
6.3 Employee empowerment and ethics [Empowers
all employees to report unethical behaviors and
conflicts of interest without fear of reprisal]
6.4 Mitigating bias in human resource and
organization business [Take steps to mitigate the
influence of bias in HR and business decisions]
6.5 Transparency and ethics [Maintain appropriate
levels of transparency for HR programs, practices
and policies]
6.6 Ethical risks in an organization [Identify, evaluate
and communicate to leadership potential ethical
risks and conflicts of interest]
6.7 Organisational ethical standards and policies
[develop and implement standards and policies
and ensure that staff members have access
to and understand the organization’s ethical
standards and policies
6.8 Ethics in corporate governance
7 Legal 7.1 The conditional provisions of ethics and integrity
Framework 7.2 Legislative provisions of ethics and integrity
of Ethics and
integrity in
Kenya

Topic Content
8 Fundamentals 8.1 Introduction to governance
of Governance 8.2 Introduction to corporate Governance
and Corporate 8.3 Objectives of governance and Corporate
Governance Governance
8.4 Theories of governance
8.5 Corporate governance theories
8.6 Models of corporate governance
8.7 Principles of governance and practice
8.8 Principles of corporate governance practice
8.9 Pillars of corporate governance
8.10 Benefits and challenges of governance
8.11 Benefits and challenges of corporate
governance
8. 12 Corporate governance failure
8.13 Contemporary issues in governance and
corporate governance
9 Corporate 9.1 Responsibilities and functions of board of
Governance directors
Practices and 9.2 Composition of the board of directors
Reporting 9.3 Board charter
9.4 Board committees
9.5 The audit committee
9.6 Directors’ remuneration
9.7 Reporting on corporate governance
9.8 Board and committee meetings
9.9 Board evaluation
9.10 Governance audit
9.11 Role of board chair and secretary
9.12 Corporate governance designs in selected
countries
10 Stakeholders 10.1 Stakeholder mapping
in Governace 10.2 Classification of stakeholders
and Corporate 10.3 Importance of stakeholder management
Governance 10.4 Model of stakeholder management
10.5 Stakeholder communication
10.6 Challenges in stakeholder management in
corporate governance

97
Topic Content
11 Enterprise 11.1 Introduction to enterprise architecture
Architecture Governance
Governance 11.2 Theories of enterprise architecture governance
11.3 Principles of enterprise architecture
Governance
11.4 Enterprise architecture governance processes
11.5 Objectives of enterprise architecture
Governance
11.6 Components of enterprise architecture
governance
11.7 Enterprise architecture approaches
11.8 Enterprise architecture framework
11.9 Enterprise architecture tools
11.11 Enterprise architecture compliance
11.12 Benefits and challenges of enterprise
architecture governance
12. Corporate 12.1 Board almanac and work plan
Governance 12.2 Resource utilisation
Tools 12.3 Corporate governance philosophy
12.4 Role descriptions
12.5 Code of conduct and ethics
12.6 Policies and procedures
12.7 Communication network platforms
12.8 Register of interests
12.9 Stakeholder engagement
12.10 Board charter
12.11 Strategic plan
12.12 Leadership and integrity guidelines
12.13 Compliance reports
12.14 Risk management reports
13. Organisational 13.1 Introduction to organisation risk management
Risk 13.2 Objectives of risk management
Management 13.3 Risk management policy and framework
13.4 Organization risk assessment
13.5 Organization risk management strategy
13.6 Risk management process
13.7 Benefits and challenges of risk management
13.8 Risk register
13.9 Organisational risk governance
13.10 Internal controls
98 COMPETENCY BASED CURRICULUM FOR HUMAN RESOURCE MANAGEMENT

Topic Content
14. Business 14.1 Introduction to business continuity planning
Continuity 14.2 Objectives of business continuity planning
Planning 14.3 Theories of business continuity planning
14.4 Principles of business continuity planning
14.5 Business continuity planning policy
14.6 Stages of business continuity planning
14.7 Business continuity planning tools
14.8 Business continuity planning team
14.9 Benefits and challenges in business continuity
planning
15. 15. Emerging 15.1 Global emerging issues and trends in
Issues and governance and corporate governance
Trends in 15.2 Mitigation measures for emerging issues
Corporate and trends in governance and corporate
Governance Governance
and their ICT
Applications

• Discussions;
• Assignments;
• Project;
• Case studies;
• Simulation; and

• Observation;
• Written tests;
• Oral questions;
• Case studies.

99
Recommended Resources for Twenty Five (25) Trainees
• Human resource polices (25 copies);
• Guidelines and regulations (25 copies);
• Work plans /work programmes and schedules (25 copies); and
• Organisation policies and procedures (25 copies).

Learning Hours: 480
No of Credits: 48
Unit Description
The Unit is designed to equip the learner with knowledge, skills and
competencies required by a Human Resource Professional to facilitate
effective Human Resource Audits at the workplace. It comprises of
competencies that will enable the Certified Human Resource Professional
to be able to understand the concept of human resource audit, develop and
apply human resource audit strategy, demonstrate the functions and roles
of a human resource auditor, perform human resource audit process,
prepare human resource audit documentation, apply the human resource
auditing standards, manage risk in human resource audit, explain the human
resource audit framework and regulation, develop the various HR control
procedures, prepare human resource audit reports, issue human resource
audit opinion, outsource the HR audit function, verify and evaluate HR audit
reports and identify emerging issues and trends in human resource audit.

1. Apply the concept of human resource audit in the workplace:
2. Develop and apply human resource audit strategy;
3. Demonstrate the roles of a human resource auditor;
4. Apply the human resource auditing standards in HR auditing;
5. Apply the human resource audit framework and regulations in
HR auditing;
6. Perform human resource audit process;
7. Manage risk in human resource audit;
8. Develop HR control procedures in the workplace;
9. Outsource HR audit function for an organisation/workplace; and
13. Identify emerging issues and trends in human resource audit
and their ICT applications.

COMPETENCY BASED CURRICULUM FOR HUMAN RESOURCE MANAGEMENT 101

CERTIFIED HUMAN RESOURCE MANAGEMENT INDUSTRY -BASED
PROJECT
1.0 INTRODUCTION
To fulfill graduation requirements, each CHRP professional trainee

is required to submit an industry based research project, which
demonstrates mastery of the knowledge, skills, attributes and
competencies required by a practitioner of human resource management.
The industry-based work of focused research aims to advance the
trainees particular interest in a topical issue in HRM starting with the
formulation of a work related problem that is amenable for research,
determining relevant sources of data, carrying out logical analysis and
presenting the research project results and recommendations in a
scholarly format. The experiential research process enables the trainees
to demonstrate their ability to collect work place data, analyse, write
reports and make conclusions and recommendations that can inform
management decisions and solve problems. The industry-based project,
carried out under supervision, is considered complete once the student
presents the results and findings of the research before a committee of
at least three trainers who will assess and award marks.
2.0 PURPOSE AND OBJECTIVES
The purpose of the industry-based project equip the CHRP professional

with knowledge, skills and competencies to think critically, solve
challenging problems, and develop skills such as oral communication,
public speaking, research skills, media literacy, teamwork, planning,
self-sufficiency, and goal setting. These are competencies required by a
human resource professional in an organisation scientific observations,
or internships.
The objectives of the industry based project are to:

(a) Increase the academic rigor of the CHRP finalist by stimulating
learning experiences, reduce learning loss, and prepare for work;
(b) Increase student motivation and engagement with the learning
content.

(c) Increase educational and career aspirations;
(d) Improve student confidence and self-perceptions, take on new
responsibilities, be more self-directed, set goals, and follow through
on commitments; and
(e) Demonstrate learning and proficiency in the HR function.
3.0 CHRP STUDENT REQUIREMENTS
The industry-based project is compulsory and comes at the end of the

coursework.
Upon completion of the course, HRMPEB will assign each student a
supervisor who shall guide the student throughout the development of
the project.
(a) The student will identify a topic and present to the supervisor for
approval.
(b) The student will write a proposal which will be marked and account
for 30% of the total mark for the industry based project.
(c) Once the supervisor approves the topic, the student works closely
with the supervisor and develops the project within three months.
(d) The student is then required to present the project before a panel
of at least three HR experts drawn from both industry and academia.
(e) In assessing the project, the panelists shall evaluate the project in
terms of its ability to solve an HR problem existing in an organisation.
(f) The panelists will award a mark out 100 percent for the final project
(g) The pass mark shall be 70%.
3.1 Appeal
A student who is not satisfied with the verdict of the panelists shall
be accorded an opportunity to appeal.
4.0 STRUCTURE OF THE PROJECT PROPOSAL AND REPORT

The industry-based project is done in two phases. The first phase is the
project proposal and the second is collection of data, analysis, and
presentation of results and conclusions. The structure of the industry
based project helps the trainee to logically divide the work into coherent,
unified and sequenced presentation. A typical structure of an industry-
based project: contains the following main sections:

103
(a) Title page/cover page;
(b) Preliminary pages – (declaration, dedication, acknowledgements,
table of contents, abbreviations, list of tables, abstract);
(c) Introduction;
(d) Literature review;
(e) Research Methodology;
(f) Data analysis, Results and Discussion;
(g) Conclusion and Recommendations;
(h) References list; and
(i) Appendices.
4.1 The proposal
The proposal is presented in three chapters as shown in Table 1
Table 1: Structure of the Proposal
SN/ SECTION DESCRIPTION

NO.
1. Cover Page All text on the cover page is centered vertically and
horizontally. It should not be numbered and is not
listed on the table of contents.
It contains: Title, your full name, registration number,

statement of fulfillment and year in which report is
submitted
2. Preliminary • Declaration page ( done on 1 page)
Pages • Dedication (done on 1 page but only 1-2 para-
graphs)
• Acknowledgements (1 to 1.5 pages) on own page)
• Table of Contents (list all numbered headings and
subheadings) ( 2-4 pages depending on size of
report)
• List of Figures (own page)
• List of Tables (own page)
• Abbreviations and Acronyms (own page)
• Abstract (1 page)
All the above must use Roman numbers for pagination
(i.e., I, ii, iii etc). The rest that follow below must be in
Arabic numbers for pagination (i.e., 1, 2, 3 etc).

NO.
3. Chapter INTRODUCTION
One
1.1. Background to the Study (1 to 1.5 Pages)
The primary goal of this section is to catch the
attention and interest of the reader. It sets the stage
for the study and puts the topic in perspective.
Contains general statements about the need for
the study. Use dramatic illustrations or quotes or
statistics to set the tone.
1.2 Statement of the Problem (0.5 Pages)
The problem is the focal point of your research. A

problem is any situation where a gap exists
between the actual and the desired ideal state.
Define the root problem rather than symptoms. It
is stated in one sentence of about 15 words but
with a few paragraphs elaborating why the
problem is important enough to study. Example:
This study, therefore, seeks to establish the factors
that have led to the voluntary turnover of Business
Development Officers in XYZ Ltd. Or this study
will assess the challenges facing implementation
of the new human resource policy on workforce
diversity in ABC company.
1.3 Purpose of the Study ( 1 Paragraph)
This is a single sentence that explains what the

study intends to accomplish.
1.4 Objectives (Minimum of Three, Maximum of

Five)
Objectives are derived from the statement of the

problem. They refer to clear, concise statements
of what the researcher seeks to achieve at the end
of the study (anticipated products/results) that are
expected to be met by this research. Objectives
provide a clear sense of purpose and direction
and lead to greater specificity than research
questions. They must show relationships between
two or more variables.

105
NO.
Example: To establish the relationship between
employee training and voluntary turnover of
business development officers or To identify the
factors that influence successful implementation
of projects.
Use active verbs examples: The objectives of this

study are: To develop; to determine; to assess;
incorporate; compare; explore; evaluate; inquire;
test; create; describe; differentiate; establish,
trace etc.
1.5 Research Questions / Hypotheses (3 – 5
Questions but Depending on Number of
Objectives)
Research questions are central to both qualitative
and quantitative research. They indicate clearly
what you want to know and they focus the study.
They clarify relationships among variables and
support competing hypotheses or theoretical
views. Research questions can be used to
delineate the variables in your research objectives
to make them clearer and measurable. They
always correspond to the research objectives.
Example: Is there a significant difference between
the frequencies of employer sponsored training
and voluntary turnover of Business Development
Officers in XYZ co.? Or what are the factors that
influence successful implementation of HRM
policies?
Hypotheses are testable statements derived
from an intelligent guess about a relationship.
It is the researcher’s anticipated explanation or
opinion regarding the results of the study. It may
be directional or non-directional and is based
on findings of previous research gained from a
thorough literature review. Variables must be
clearly operationalised. If you state hypotheses in
your study, you must test and show clearly in the
methodology section how these will be tested.
Depending on the type of study, you can choose
either research questions or hypotheses.

NO.
1.6 Significance of the Study (1 to 2 Paragraphs)
This is also known as rationale and it provides

a rationale to justify the reason for your study. It
answers the questions: Why is my study
important? To whom is it important? And what
benefit will occur if I do this study?
1.7 Delimitation of the Study (1 to 2 Paragraphs)
This is a statement describing the scope of your

study in terms of the variables studies, population
and site of study.
1.8 Limitations of the Study (1 to 2 Paragraphs)
In this section you explain those factors that are

likely to present challenges in your study and
also indicate how you will overcome them.
1.9 Assumptions of the Study (1 to 2 Paragraphs)
The most obvious assumptions include: the

sample represents the population; the data
collection instrument has validity and is
measuring the desired constructs; the
respondents will answer questions correctly and
truthfully. Indicate what the assumptions of your
study are.
1.10 Definitions of Significant Terms (1 to 2

Pages)
In this section you state what the significant

terms mean in the context of your study. For
example: “development projects refer to all
projects financed by CDF and completed in
Langata constituency”
1.11 Summary ( 1 Paragraph)

Highlight the main points discussed in the
chapter.

107
NO.
4. Chapter Two LITERATURE REVIEW (8 – 12 Pages)
Literature review shows what previous researchers
have found out in the area. It is usually quite long
but it depends more upon how much research
has previously been done in the area you are
investigating. If you are planning to explore a
relatively new area, the literature review should
cite similar areas of study or studies that lead up
to the current research. Never say that your area
is so new that no research exists. It is one of the
key areas that a panel looks at when deciding if to
approve or not approve your proposal.
The structure
2.1 Introduction – Say what is contained in the literature
review in one to two paragraphs, why the literature
review is important, and how it is organised.
Body - You may then structure your literature

review into sections each of which should address a
specific theme (egg. those dealing with secondary
information on the topic generally such as text
books, and researched articles in journals dealing
with primary information on the topic in the area
of study. The aim is to critique the existing works
so as to make a case for your own study. It should
reveal a knowledge gap.
Theoretical framework: Structure of concepts

that exists (tested) and is a ready-made map for a
study. It must however be operationalised through
a conceptual framework.
Conceptual framework – Consists of concepts

pulled together as a map for a study This is a
brief explanation of the relationships between the
variables identified for study in the statement of the
problem, objectives and research questions. It is
always depicted diagrammatically showing the
relationships between the independent and
dependent variables.
108 COMPETENCY BASED CURRICULUM FOR HUMAN RESOURCE MANAGEMENT

NO.
5. Chapter RESEARCH METHODOLOGY (3 – 5 pages)
Three
3.1 Introduction (1 paragraph) – Should state what is
contained in this chapter, namely, research design,
methods of data collection and methods of data
analysis)
Research Design (½ a Page) – should discuss

your design which includes specifying type of
research, whether quantitative or qualitative,
survey, longitudinal or cross-sectional, or case
study or historical, or experimental, etc.
Target Population (½ a page) - Provide a

description of the population you wish to study.
Indicate their characteristics and why it has been
chosen
Sampling Procedure (½ a page) - This discusses

how the sample is selected, sample size. Use
a sampling matrix to show the population and
selected sample.
Methods of Data Collection (1 – 2 pages) - should

discuss issues related to instruments of data
collection and procedures for administering them in
the field).
Validity and reliability (1 Paragraph) – Describe

how you have established these two. Reliability
indicates the stability and consistency with which
the data collection instrument measures the
concept. Two common tests are test-retest and
split-half reliability. Read more about how they are
used. Validity test of a data collection instrument
enables us to ascertain that we are measuring the
correct concept and not something else. There are
three types: Content, criterion and construct validity.
Read more. Operational definition of variables:
Specifies exactly how the concept will be
measured and specifies procedures and operations
necessary to measure a concept. Operationalising
or operationally defining a concept.
COMPETENCY BASED CURRICULUM FOR HUMAN RESOURCE MANAGEMENT 109

NO.
to render it measurable is done by looking at the
behavioural dimensions, indicators, facets or
properties denoted by the concept. These are then
translated into observable and measurable
elements so as to develop an index of the concept.
Measures can be objective or subjective, for
example: Income can be measured by where one
falls in an income bracket say 10,000 – 50,000, or
successful projects would be measured in number
of completed projects in use by the community
– these would considered objective measures.
A subjective measure is based on opinion, for
example: Customer satisfaction would be measured
by perception of customer towards service received.
Note that, it is not possible to construct a meaningful
data collection instrument without first
operationalising all your variables.
Methods of Data Analysis (at Least ½ a Page)

- should discuss issues related to qualitative and
quantitative methods of data analysis and relate
them to research questions. For each research
question, show how you will analyse the variables
and their relationships or differences. Describe
the type of statistical techniques you will use and
justify why you have chosen them.
Summary – (1 Paragraph)
Give a brief description of the main issues in the
chapter
6. References Should contain at least 40 references. You should list
all the references cited in the text of the proposal,
arranged according to the APA style 5th edition.
Download from the internet if you cannot access it
elsewhere.
The reference list at the end of the project report
provides the information necessary to identify and
retrieve each source.

NO.
Choose references judiciously and include only the
sources that were used in the preparation of the
research project.
American Psychological Association (APA) styles are
commonly used in social sciences, business and
economics fields.
7. Appendices Should include the following:
- Letter of transmittal of data collection instruments,

particularly questionnaires, informing the
respondents of the purpose of the research,
requesting them to provide information by
answering the questions honestly and completely
and assuring them of confidential treatment of the
information they provide.
- Full text of data collection instruments (ensure that

questions asked will obtain data that will be analysed
using the methods selected to answer the research
questions posed).
- Timeframe
- Budget
- Any other material that is relevant to the study such
as maps, pictures or statistics.
4.2 The Report

The report consists of the proposal and chapter 4 and chapter 5.
These are described in Table 2 below.

NO.
1. Chapter DATA ANALYSIS, PRESENTATION, INTERPRETATION
Four AND DISCUSSION
Analyse data collected which can be, primary or
secondary, using appropriate statistical tools of analysis.
Present the results in tables and figures and interpret
them to give meaning to the figures. Discuss the results
by relating to previous studies that are similar.

111
NO.
2. Chapter SUMMARY, CONCLUSIONS AND
Five RECOMMENDATIONS
The results are summarised and conclusions drawn.

Recommendations for policy and practice are also
made

NOTES

113
NOTES

NOTES

115
HUMAN RESOURCE MANAGEMENT
PROFESSIONALS EXAMINATIONS BOARD
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HUMAN RESOURCE MANAGEMENT

PROFESSIONALS EXAMINATIONS BOARD

CERTIFIED HUMAN RESOURCE

CHRP CURRICULUM /KNQA LEVEL 7

HUMAN RESOURCE MANAGEMENT PROFESSIONALS

COMPETENCY BASED CURRICULUM FOR HUMAN RESOURCE MANAGEMENT

All rights reserved. No part of this curriculum may be reproduced, distributed,

Chief Executive Officer

COMPETENCY BASED CURRICULUM FOR HUMAN RESOURCE MANAGEMENT

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3. Theories and 3.1 Organisation behaviour theory

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COMPETENCY BASED CURRICULUM FOR HUMAN RESOURCE MANAGEMENT

COMPETENCY BASED CURRICULUM FOR HUMAN RESOURCE MANAGEMENT

COMPETENCY BASED CURRICULUM FOR HUMAN RESOURCE MANAGEMENT

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COMPETENCY BASED CURRICULUM FOR HUMAN RESOURCE MANAGEMENT

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