Why study at TECH?

Learn how to efficiently manage your company's Human Resources and possess the necessary knowledge to increase your company's productivity”   

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Why Study at TECH?

TECH is the world's largest 100% online business school. It is an elite business school, with a model based on the highest academic standards. A world-class centre for intensive managerial skills training.   

TECH is a university at the forefront of technology, and puts all its resources at the student's disposal to help them achieve entrepreneurial success"

At TECH Technological University

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The university offers an online learning model that combines the latest educational technology with the most rigorous teaching methods. A unique method with the highest international recognition that will provide students with the keys to develop in a rapidly-evolving world, where innovation must be every entrepreneur’s focus.

"Microsoft Europe Success Story", for integrating the innovative, interactive multi-video system.  
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The Highest Standards

Admissions criteria at TECH are not economic. Students don't need to make a large investment to study at this university. However, in order to obtain a qualification from TECH, the student's intelligence and ability will be tested to their limits. The institution's academic standards are exceptionally high...  

95% of TECH students successfully complete their studies.
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Professionals from countries all over the world attend TECH, allowing students to establish a large network of contacts that may prove useful to them in the future.  

100,000+ executives trained each year, 200+ different nationalities.
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Students will grow hand in hand with the best companies and highly regarded and influential professionals. TECH has developed strategic partnerships and a valuable network of contacts with major economic players in 7 continents.  

500+ collaborative agreements with leading companies.
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This program is a unique initiative to allow students to showcase their talent in the business world. An opportunity that will allow them to voice their concerns and share their business vision. 

After completing this program, TECH helps students show the world their talent. 
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Multicultural Context 

While studying at TECH, students will enjoy a unique experience. Study in a multicultural context. In a program with a global vision, through which students can learn about the operating methods in different parts of the world, and gather the latest information that best adapts to their business idea. 

TECH students represent more than 200 different nationalities.   
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Learn with the best

In the classroom, TECH teaching staff discuss how they have achieved success in their companies, working in a real, lively, and dynamic context. Teachers who are fully committed to offering a quality specialization that will allow students to advance in their career and stand out in the business world. 

Teachers representing 20 different nationalities. 

TECH strives for excellence and, to this end, boasts a series of characteristics that make this university unique:   

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TECH explores the student’s critical side, their ability to question things, their problem-solving skills, as well as their interpersonal skills.  

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Academic Excellence 

TECH offers students the best online learning methodology. The university combines the Relearning method (a postgraduate learning methodology with the highest international rating) with the Case Study. A complex balance between tradition and state-of-the-art, within the context of the most demanding academic itinerary.  

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Economy of Scale 

TECH is the world’s largest online university. It currently boasts a portfolio of more than 10,000 university postgraduate programs. And in today's new economy, volume + technology = a ground-breaking price. This way, TECH ensures that studying is not as expensive for students as it would be at another university.  

At TECH, you will have access to the most rigorous and up-to-date case studies in the academic community”

Structure and content

TECH has designed this Advanced Master’s Degree in Senior HR Management, Expert in Labor Relations to provide added quality to student vocational training. Accordingly, students will find the most innovative and up-to-date concepts to successfully work in a key area in any company in a single program, providing added value with the way they work and manage relations between the company and workers.

A very well-structured syllabus that will facilitate your learning and provide you with a new way of managing labor relations” 


This TECH Technological University Advanced Master’s Degree in Senior HR Management, Expert in Labor Relations is an intense program that prepares students to face challenges and business decisions both on a national and international level. Its content is designed to promote the development of managerial skills that enable more rigorous decision-making in uncertain environments.

Throughout 3,000 hours of study, students will analyze a multitude of practical cases through individual work, achieving high quality learning that you will be able to apply to your daily work. It is, therefore, an authentic immersion in real business situations.

This program deals in depth with the main areas of a company and it is designed for managers to understand personnel management from a strategic, international and innovative perspective.

A plan designed for students, focused on their professional improvement, that also prepares them to achieve excellence in the area of human resources and labor relations administration. A program that understands your needs and those of your company through innovative content based on the latest trends, and supported by the best educational methodology and an exceptional teaching staff, which will provide you with the skills to creatively and efficiently resolve critical situations.

This program takes place over 24 months and is divided into 19 modules::

Module 1. Strategic Human Resources (HR) Management 
Module 2. HR Management and Administration Processes 
Module 3. Organizational Behavior 
Module 4. Financial Management and Management 
Module 5. Executive Coaching
Module 6. Talent Management 
Module 7. Strategic Communication 
Module 8. Ethics and Corporate Social Responsibility 
Module 9. Human Resources Digital Transformation 
Module 10. Labor Relations Theory  
Module 11. Social Security 
Module 11. Personnel Administration 
Module 13. Labor Law 
Module 14. Collective Labor Law 
Module 15. Performance Management and Compensation Policy
Module 16. Outsourcing, Self-Employment and Special Labor Relations
Module 17. Occupational Health, Safety and Prevention 
Module 18. Change Management 
Module 19. Complementary Social Protection and Social Action in Companies  

master online Senior HR Management, Expert in Labor Relations

Where, When and How is it Taught?

TECH offers the possibility of taking this program completely online. Over the course of the 24 months, students will be able to access all the contents on the program at any time, allowing them to self-manage their study time. 

Module 1. Strategic Human Resources (HR) Management

1.1. Evolution of HR: An Integrated Vision 
1.2. Strategic Thinking and Systems 
1.3. HR Department Project Planning and Management 
1.4. Strategic Organizational Design 
1.5. Job Design, Recruitment, and Selection
1.6. Strategic Leadership 
1.7 Auditing and Control of HR Functions 

Module 2. HR Management and Administration Processes 

2.1. Labor Contracting 
2.2. Labor Intermediation 
2.3. Labor Relations and Information Technology 
2.4. Dismissals and Workforce Restructuring
2.5. Collective Bargaining 
2.6. Work Incapacity and Health 
2.7. Health and Labor Quality 

Module 3. Organizational Behavior 

3.1. Organizational Culture 
3.2. Organizational Structure 
3.3. Organization Management 
3.4. Organizational Behavior and Changes 
3.5. Power and Politics 
3.6. HR Department Organization 
3.7. People in Organizations 
3.8. Knowledge Management 

Module 4. Financial Management and Management

4.1. Financial and Accounting Basis for HR Management
4.2. Financial Diagnosis 
4.3. Income Losses and Gains Analysis 
4.4. Compensation Policy Management 
4.5. Compensation and Non-Economic Benefits 

Module 5. Executive Coaching

5.1. Neuromanagement 
5.2. Self-Control and Self-Efficiency 
5.3. Coaching 
5.4. Positive Psychology 
5.5. Management and Emotional Intelligence 
5.6. Empathy and Collaboration 
5.7. Time Management 

Module 6. Talent Management

6.1. Workstation Analysis 
6.2. Selection, Group Dynamics and HR Recruitment 
6.3. Human Resource Management by Competencies 
6.4. Performance Evaluation and Performance Management 
6.5. Training Management 
6.6. Talent Management 
6.7. Innovation in Talent and People Management 
6.8. Motivation 
6.9. Employer Branding 
6.10.  Developing High Performance Teams 

Module 7. Strategic Communication

7.1. Interpersonal Communication 

Module 8. Ethics and Corporate Social Responsibility

8.1. The Managerial Role and CSR 
8.2. Corporate Responsibility 

Module 9. Human Resources Digital Transformation 

9.1. New Forms of Organization and New Work Methodologies 
9.2. Digital Skills and Professional Brand 
9.3. HR and Data Analysis 
9.4. People Management in the Digital Era 

Module 10. Labor Relations Theory

10.1. Labor Relations History

10.1.1. Conceptual Framework and Definition (Basic Concepts of Employment, Work)
10.1.2. Historical Evolution of Labor Relations 
10.1.3. Society of Knowledge in the 21st Century

10.2. Evolution of Ways of Working

10.2.1. Labor Relations and Labor Markets
10.2.2. The Theory of Labor Market Segmentation and its Practice

10.3. Socialism - Communism in Labor Relations

10.3.1. Conceptual Framework of Socialism and Communism
10.3.2. Brief Historical Description
10.3.3. Labor Relations under a Communist Political Framework
10.3.4. of Socialism Relations under a Socialist Political Framework

10.4. Liberalism - Capitalism in Labor Relations

10.4.1. The Concept of Liberalism vs. Capitalism
10.4.2. Capitalism throughout the History of Economics
10.4.3. Labor Relations under the Prism of Economic Capitalism

10.5. Union Law 

10.5.1. Trade Unionism
10.5.2. Fundamentals of Trade Union Law
10.5.3. The Role of Collective Bargaining

10.6. Employee Representation

10.6.1. Concept
10.6.2. Regulatory Framework
10.6.3. Negotiation 

10.7. Corporatism

10.7.1. Conceptualization 
10.7.2. Types of Corporatism on the International Scene

10.8. Social Policies in the International Sphere

10.8.1. Social Policies (Convergences and Divergences)
10.8.2. Intervention Models 
10.8.3. The Concept of Welfare

Module 11. Social Security

11.1. The Constitutional Model of Social Protection: The Social Security System

11.1.1. The Constitutional Model of Social Protection Measures to Protect Social Needs Social Security   

11.1.2. Economic-Financial Regime of the Social Security System 
11.1.3. Social Security Management

11.2. Protected Persons and Contingencies 

11.2.1. Scope of Application of the System
11.2.2. Scope of Application of the General System
11.2.3. Entrepreneur Registration
11.2.4. Worker Affiliation Worker Registration and Deregistration Types of Registration Special Agreements as Assimilated to Employment Registration Effects of Worker Registrations, Leaves and Data Communication

11.2.5. Effects of Wrongful Acts

11.3. Protected Persons and Contingencies II

11.3.1. Protected Situations
11.3.2. Occupational Accidents and Diseases
11.3.3. The Protective Action of the Social Security System
11.3.4. General Requirements to be Entitled to Contributory Benefits
11.3.5. Benefit Liability
11.3.6. Benefit Automaticity

11.4. Management and Financing I  

11.4.1. Social Security Management Management Bodies

11.4.2. Common Services
11.4.3. Collaboration in Management

11.5. Management and Financing II

11.5.1. Economic-Financial Regime of the Social Security System
11.5.2. The General Social Security System
11.5.3. Social Security Contributions Contribution Bases and Rates

11.5.4. Tax Collection  

11.6. Economic Benefits: Subsidies and Pensions I

11.6.1. Introduction
11.6.2. Temporary Disability
11.6.3. Maternity Leave
11.6.4. Paternity Leave
11.6.5. Risk during Pregnancy and Lactation
11.6.6. Child Care in Cancer Cases or Other Serious Illnesses
11.6.7. Unemployment

11.7. Economic Benefits: Subsidies and Pensions II

11.7.1. Introduction 
11.7.2. Contributory Benefits Permanent Disability Retirement Death and Survival

11.7.3. Non-Contributory Benefits Disability Retirement

11.7.4. Family Benefits

11.8. The Health System: The Services and Medications Portfolio

11.8.1. The Health System and Social Security
11.8.2. Evolution in Protecting the Right to Health
11.8.3. Medicines and Pharmaceutical Benefits
11.8.4. Insured Persons and Beneficiaries of the Right to Health Care
11.8.5. Benefit Management 

11.9. The Social Assistance System

11.9.1. Delimitation of the Concept: Social Assistance  
11.9.2. Social Assistance within Social Security 
11.9.3. Social Assistance External to the Social Security System
11.9.4. Social Services
11.9.5. The System for Autonomy and Dependency Care  

11.10. Pension Plans and Funds: Mutual Social Security Funds

11.10.1. Introduction
11.10.2. Voluntary Improvements
11.10.3. Mutual Social Security Funds

Module 12. Personnel Administration

12.1. Introduction to Personnel Administration

12.1.1. Company HR
12.1.2. Personnel Administration Management in HR 

12.2. Recruitment Modalities

12.2.1. The Work Contract
12.2.2. Types of Contracting 
12.2.3. Types of Contract Termination

12.3. The Payroll Receipt I

12.3.1. Salary 
12.3.2. Salary Earnings
12.3.3. Non-Salary Earnings 

12.4. Working Hours, Vacations and Leaves of Absence

12.4.1. Working Hours
12.4.2. Vacations
12.4.3. Work Permits
12.4.4. Disabilities 

12.5. Taxes

12.5.1. The Tax System
12.5.2. Employee Tax Obligations
12.5.3. Employer Tax Obligations

12.6. Technological Tools for Payrolls 

12.6.1. Concept of Enterprise Resource Planning (ERP)
12.6.2. Importance in Payroll Management
12.6.3. Most Common Programs 

12.7. Compensation and Benefits

12.7.1. Compensation and Benefits Administration
12.7.2. Benefits in Excess of the Law
12.7.3. Emotional Salary
12.7.4. Home Office

12.8. Equal Opportunity in Personnel Administration

12.8.1. Equal Opportunity as Part of the Organizational Culture
12.8.2. Gender Equity
12.8.3. Social Responsibility

Module 13. Labor Law

13.1. The Sources of Labor Law  

13.1.1. Normative Sources of Labor Law: Introduction 
13.1.2. International Sources The Normative Function of the International Labor Organization The Normative Function of the European Union: European Community Law Agreed International Law: Bilateral and Multilateral Conventions  

13.2. Workers  

13.2.1. Introduction 
13.2.2. Features of Employment Relationships Personal Nature Voluntary Nature Dependency Adjustment Remuneration  

13.2.3. Labor Relations of a Special Nature Family Home Service Prisoners in Penitentiary Institutions Professional Athletes Performers in Public Shows Individuals that Participate in Commercial Transactions on Behalf of One or More Business Owners without Assuming the Risk and Chance of the Transactions: Commercial Representatives Disabled Individuals Working in Special Employment Centers Harbor Dockers Residency to Train Specialists in Health Sciences Law Firm Lawyers Providing Individual or Collective Services  

13.2.4. Excluded Jobs Administration Civil Servants and Statutory Personnel Compulsory Personal Benefits Corporate Company Advisors Friendly, Benevolent or Neighborly Employment Family Employment Commercial Intermediation with Risk Transport Service Self-Employment   

13.3. Employer and Company  

13.3.1. Employer: Concept and Legal Nature 
13.3.2. Corporate Subrogation 
13.3.3. Groups of Companies 
13.3.4. Decentralization of Production: Contracts and Subcontracts for Works and Services Different Responsibility Scenarios regarding Salaries and Social Security Production Outsourcing and Health and Safety in the Workplace Obligations regarding Information, Consultation and Participation in the Context of a Works or Services Contract  

13.3.5. Illegal Subcontracting Concept and Description of the Phenomenon Consequences of Illegal Subcontracting

13.3.6. Temporary Employment Agencies Civil or Commercial Commitment between Temporary Employment Agencies and User Companies Availability Contracts Labor Relation between Temporary Employment Agencies and Temporary Employees The Work Contract Special Employee Situations within User Companies 

13.4. The Work Contract  

13.4.1. The Work Contract: Concept and Basic Features 
13.4.2. Employment Contract Formalities Consent, Object and Cause Contractual Capacity Contract Form Contract Validity: Total and Partial Nullity of the Labor Relation Employment Contract Simulation

13.4.3. Trial Periods 
13.4.4. Main Contractual Modalities Indefinite-Term Contracts Fixed-Term Contracts Training Contracts Other Types of Contracts  

13.5. Basic Labor Rights and Obligations  

13.5.1. Basic Employee Rights and Obligations Rights Responsibilities   

13.5.2. Basic Entrepreneur Rights and Obligations The Power of Management Disciplinary Power  

13.6. Occupational Risk Prevention  

13.6.1. Introduction 
13.6.2. Occupational Risk Protection Surveillance Guarantee: The Principles of Preventative Actions 
13.6.3. Prevention Plans: Risk Assessment and Planning Safeguarding Activities 
13.6.4. Work Equipment and Protection Means 
13.6.5. Worker Information, Consultation and Participation 
13.6.6. Worker Training 
13.6.7. Emergency Measures 
13.6.8. Serious and Imminent Risk 
13.6.9. Health Surveillance Obligations 
13.6.10. Documentation-Related Responsibilities 
13.6.11. Business Activity Coordination 
13.6.12. Special Attention Given to Certain Groups of Employees Workers Especially Sensitive to Certain Risks Maternity Minors Temporary Employment Workers or Workers Supplied by Temporary Employment Agencies

13.6.13. Workforce Responsibilities in Occupational Risk Prevention

13.7. Salary  

13.7.1. Salary Concept and Features Form of Payment: Cash or in Kind Salary Structure Salary Settlement and Payment Salary Compensation and Absorption Salary Guarantees Extraordinary Bonuses  

13.7.2. Non-Salary Earnings 
13.7.3. The Principle of Equality and Non-Discrimination on the Grounds of Sex in the Accrual and Payment of Remuneration 
13.7.4. The Right to Economic Promotion 

13.8. Working Hours  

13.8.1. The Working Day The Ordinary Working Day Overtime Special Working Hours   

13.8.2. Night Shift and Shift Work Night Work Shift Work  

13.8.3. Holidays, Leaves of Absence and Annual Vacations Bank Holidays Leaves of Absence Annual Vacations  

13.8.4. Working Calendar  

13.9. Employment Contract Novation  

13.9.1. Functional Mobility 
13.9.2. Geographic Mobility Geographic Mobility at the Request of the Employer Geographic Mobility at the Request of the Employee  

13.9.3. Substantial Modification of Working Conditions First Requirement: Concurrence of a Justified Cause Second Requirement: Subject Matter of the Modification Third Requirement: Procedure to be Followed  

13.9.4. Modification of the Conditions Set Forth in Statutory Collective Bargaining Agreements 

13.10.  Suspension and Termination of Employment Contracts  

13.10.1.  Suspension of Employment Contracts Maternity, Paternity, Adoption, Foster Care and Risk during Pregnancy Leaves of Absence Suspension of Employment Contracts for Economic, Technical, Organizational or Production Causes  

13.10.2.  Termination of Employment Contracts Termination by Unilateral Employee Will Termination by Unilateral Employer Will: Dismissals

Module 14. Collective Labor Law

14.1. Collective Autonomy and Labor Relations System 

14.1.1. Collective Autonomy: Concept and Structural Elements
14.1.2. The Three-Dimensional Structure of Collective Autonomy and its Reflection: Freedom of Association and the Right to Strike
14.1.3. The Right to Collective Bargaining

14.2. Freedom of Association

14.2.1. The Constitutional Configuration of Freedom of Association
14.2.2. Ownership of the Right to Freedom of Association
14.2.3. Content of the Right to Freedom of Association

14.3. Legal Regime for Trade Unions 

14.3.1. Constitution and Acquisition of Legal Personality
14.3.2. Internal Functioning of Trade Unions and Economic Regime
14.3.3. Union Responsibility

14.4. Business Associations

14.4.1. Employer and Union Structure
14.4.2. Trade Union Representation: Most Representative Trade Unions
14.4.3. Employer Representation Structure, Criteria and Determination Powers

14.5. Representation and Collective Action of Workers in the Company

14.5.1. The Dual Channel of Representation in the Company
14.5.2. Unitary Representation: Personnel Delegates and Works Councils
14.5.3. Union Elections
14.5.4. The Right of Assembly in Companies: Workers Assemblies 

14.6. Collective Bargaining 

14.6.1. Constitutional and Legal Recognition of the Right to Collective Bargaining
14.6.2. Collective Bargaining Agreements and Collective Labor Agreements: Classification and Typology
14.6.3. Structure of Collective Bargaining and the Concurrence of Agreements 

14.7. Generally Effective Dynamics in Collective Bargaining: Drafting, Validity and Implementing the Agreement

14.7.1. Negotiating Parties: Capacity and Legal Standing
14.7.2. Negotiation Process: The Obligation to Negotiate
14.7.3. Formal Requirements and Legality Control: Challenges to Collective Bargaining Agreements
14.7.4. Implementing and Interpreting the Agreement: Basic Issues
14.7.5. The Term of the Agreement 
14.7.6. Adherence to and Extension of the Agreement

14.8. Collective Disputes 

14.8.1. Concept and Types of Collective Disputes
14.8.2. Constitutional Regulation of Collective Disputes
14.8.3. The Measures of Collective Disputes on the Part of Workers and Employers

14.9. Strikes 

14.9.1. Constitutional Recognition of the Right to Strike: Ownership and Content
14.9.2. Exercising the Right to Strike: Formal Issues Strike Committees
14.9.3. Types of Strike: Illegal Strikes and Abusive Strikes
14.9.4. The Effects of Strikes

Module 15. Performance Management and Compensation Policy

15.1. Introduction to Performance Management and Management by Objectives

15.1.1. The Impact of the Digital Era on Professional Performance
15.1.2. Digital Transformation
15.1.3. New Human Resources Policies in the Digital Era
15.1.4. New Work Environments
15.1.5. Performance Assessment: What Is It and What Is It For?
15.1.6. Performance Assessment Models

15.2. Performance Management Cycle

15.2.1. New Work Environments
15.2.2. Phases in the Performance Management Cycle
15.2.3. Work Systems Models

15.3. Performance Planning

15.3.1. Initial Design of Performance Appraisals: Company Analysis
15.3.2. Setting Individual and Group Objectives
15.3.3. Performance Metrics
15.3.4. Competency-Based Appraisal Systems

15.4. Performance Monitoring

15.4.1. Managing the Corporate Talent Map
15.4.2. Individual and Group Action Plan Monitoring Mechanisms: Observation Techniques, Coaching and Feedback
15.4.3. Recognition Plans

15.5. Performance Assessment

15.5.1. Key Points in Performance Appraisal: Objectives, Competencies and Project/Team
15.5.2. Definition of Assessment Scales and Parameters for Excellence
15.5.3. Appraisal Application

15.6. Managing Underperformance

15.6.1. Observation Techniques 
15.6.2. Incentive Motivation and Coaching Methodologies
15.6.3. Recovery Plans

15.7. Remuneration Policies

15.7.1. Work and Remuneration Regulation 
15.7.2. Establishing General Compensation Systems
15.7.3. Variable Remuneration
15.7.4. Control Systems 

15.8. Labor Law Aspects of Remuneration

15.8.1. Legal Framework
15.8.2. Application

15.9. Annual Planning of Performance Plans

15.9.1. Designing and Elaborating Annual Performance Plans
15.9.2. Results Analysis

15.10. Additional Compensation Aspects

15.10.1. Pension Plans
15.10.2. Other Special Situations

Module 16. Outsourcing, Self-Employment and Special Labor Relations 

16.1. Flexibility and Flexicurity at Work

16.1.1. Introduction to Labor Market Rigidity and Flexibility
16.1.2. Concept of Flexicurity
16.1.3. Types of Flexibility and Agreements between Parties 
16.1.4. Contracting Freedoms 

16.2. Substantial Modification in Employment Relations

16.2.1. Labor Relations: Basic Concepts
16.2.2. Substantial Modifications by the Employer
16.2.3. Substantial Modifications by the Employee

16.3. Termination of Labor Relations

16.3.1. Concept of Suspension of Labor Relations
16.3.2. Causes and Types
16.3.3. Implications for Labor Regulations: Illegal Worker Assignment

16.4. Flexibility Strategies in Hiring

16.4.1. Part-Time Contracts
16.4.2. Contracting on a Permanent-Discontinuous Basis
16.4.3. Incorporating Teleworking into the Working Day

16.5. Outsourcing

16.5.1. Conceptual Introduction and Operation
16.5.2. Regulatory Procedures

Module 17. Occupational Health, Safety and Prevention

17.1. Basic Concepts

17.1.1. Concept of Occupational Health, Prevention and Protection 
17.1.2. Contextualization in a Healthy Company

17.2. Legal Framework of Occupational Health and Occupational Risk Prevention 

17.2.1. International and European Legal Framework
17.2.2. Public Policy Mechanisms in Occupational Risk Prevention

17.3. Rights and Obligations Involved in Occupational Health

17.3.1. Employer Rights and Obligations
17.3.2. Worker Rights and Obligations

17.4. Preventative Activity Planning and Organization

17.4.1. Prevention and Protection in Company Management Systems

17.5. Elaborating Comprehensive Corporate Prevention Plans 

17.5.1. Risk Detection 
17.5.2. Designing Corrective Measures
17.5.3. Prevention Plan Protocol

17.6. Worker Representation in Health and Safety Policies 

17.6.1. Legal Worker Representation
17.6.2. The Occupational Risk Prevention Technician
17.6.3. Preventive Resources in Companies

17.7. Preventive Techniques

17.7.1. Concept of Preventive Techniques
17.7.2. Preventive Techniques Procedures according to the Risk

17.8. Outsourcing Prevention Services  

17.8.1. Regulatory Framework Governing Outsourced Prevention Services
17.8.2. Action Procedures 

17.9. Satisfaction and Work Health 

17.9.1. Work Satisfaction
17.9.2. Analyzing the Correlation between Job Satisfaction and a Healthy Corporate Culture

Module 18. Change Management

18.1. Organizational Changes

18.1.1. Job Strategy and Motivation
18.1.2. Studying Methods and Work Measurement

18.2. Performance Assessment

18.2.1. Concept of Performance
18.2.2. Performance Measurement and Evaluation Systems

18.3. Developing High Performance Teams

18.3.1. Personal Factors and Motivation for Successful Work
18.3.2. Integrating a High-Performance Team
18.3.3. People and Business Change and Development Projects
18.3.4. Financial Keys for HR: Business and People

18.4. Managing Work Groups

18.4.1. Group Synergy
18.4.2. The Group's Life Cycle
18.4.3. Groups and Motivation
18.4.4. Groups and Innovation

18.5. Group Dynamics

18.5.1. The Roles of People in Groups
18.5.2. Group Leadership
18.5.3. Group Rules
18.5.4. Group Cohesion

18.6. Group Responsibility and Management

18.6.1. Decision-Making
18.6.2. Unconscious Reasoning in Decision-Making
18.6.3. Personal Responsibility and Accountability

18.7. People Management in the Digital Era

18.7.1. Impact of IT on Intellectual Capital
18.7.2. Information Processing in Big Data Management (Big Data HR)
18.7.3. Reputation in Social Networks and Personal Branding

18.8. Human Resources and Total Quality

18.8.1. Quality Costs
18.8.2. The Importance of Data Quality
18.8.3. Total Quality to Innovation

18.9. Corporate Communication Processes

18.9.1. Company Communication
18.9.2. Types of Communication: Internal and External
18.9.3. Business Communication in Digital Environments

Module 19. Complementary Social Protection and Social Action in Companies

19.1. Social Protection Policies

19.1.1. Social Policy in the Social Welfare System
19.1.2. Types of Social Policies according to Administrative Designs
19.1.3. Social Policy vs. Social Work

19.2. Social Action Theory

19.2.1. Social Action in Sociological Theory
19.2.2. Weber's Theory of Social Action 
19.2.3. Sociology within Social Action

19.3. Social Action in Companies 

19.3.1. Concept and Features of Social Benefits
19.3.2. Granting Loans and Advances
19.3.3. Labor Savings
19.3.4. Soup Kitchens and Indirect Formulas
19.3.5. Collective Transportation Service
19.3.6. Day Care Centers and Other Occupational Benefits 

19.4. Social Action Plans 

19.4.1. Organizational Culture and Social Action Strategies
19.4.2. Internal and External Policy Areas
19.4.3. Designing and Planning Company Events

19.5. The Social Dimension in Companies

19.5.1. The Company and its Environment: Social Analysis
19.5.2. Socially Based Information in the Company
19.5.3. Assessing Social Action Strategies in the Company

19.6. Complementary Social Protection in the Company

19.6.1. Complementary Social Protection Mechanisms of Voluntary Origin
19.6.2. Complementary Social Benefits and Relations with Social Security

19.7. Employer Social Protection

19.7.1. The Employer within Social Protection Systems
19.7.2. Mutual Insurance and Social Welfare
19.7.3. Improvements Managed by Means External to Employer Assets: Pensions

19.8. Voluntary Social Welfare

19.8.1. Concept and Features of Voluntary Improvements 
19.8.2. Legislative Origins
19.8.3. Typology of Voluntary Improvements
19.8.4. The Legal Nature of Voluntary Improvements 

19.9. Collective Social Security

19.9.1. Concept, Types and Relation of Protective Benefits
19.9.2. Table of Protective Actions
19.9.3. Revaluation and Minimum Supplements

19.10. Fondos y planes de pensiones

19.10.1. Régimen y configuración jurídica
19.10.2. Régimen jurídico y financiero
19.10.3. Régimen jurídico
19.10.4. Régimen de infracciones y sanciones

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