CIPM Foundation Level Syllabus

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About CIPM Foundation Level Exams

The Chartered Institute of Personnel Management (CIPM) Foundation level syllabus is the starting point for anyone interested in a career in Human Resource Management. This level is perfect for you; a beginner who wants to get into the Human Resource field and gain a solid understanding of HR principles and practices.

The Foundation level will cover the basics of HR and will include an introduction to personnel management, understanding the role of HR in organizations, and the importance of effective people management. This level will provide a good overview of the key areas in HR, like recruitment process, employee relations, performance management, training and development.

The syllabus is designed to ensure that you understand the basic concepts that will be built upon at more advanced levels. At this level, you will be taught business management and organizational behaviour, and this will give you an idea of how businesses operate and the role of HR personnel in them. 

As a novice, the Foundation level of CIPM is beneficial because it lays the groundwork for a successful HR career. With this, you will gain the basic knowledge and skills needed to handle basic HR tasks and be prepared for more complex responsibilities as you progress in your studies and careers.

In summary, the Foundation level CIPM syllabus is an excellent starting point for anyone looking to enter the field of Human Resource Management. It offers a thorough introduction to the essential aspects of HR, providing a strong base for further study and professional development. If you want to understand the basics of HR and set yourself up for success in this field, the Foundation level is the way to go

Foundation Level in CIPM

The Foundation Level of the Chartered Institute of Personnel Management (CIPM) syllabus is broken down into 6 modules namely: 

  1. Principles of management and business development 
  2. Introduction to management and financial accounting.
  3. Fundamentals of psychology, sociology and politics
  4. Introduction to Human Resource Management 
  5. Elements of Nigeria’s business law and the legal system 
  6. Digital and management information system.

Course 1 : Principles of Management and Business Development

About PMBD

The “Principles of Management and Business Development” course is the first course at the CIPM Foundation Level. It will introduce you to the basic and important concepts and practices in management and business growth. If you are looking to understand how organizations operate and develop, then you can also take this course.

This beginner-friendly course covers the core principles of management, including planning, organizing, leading, and controlling. Here, you will learn about different management styles and approaches, as well as strategic planning and decision-making.

In this course, you will also learn about business development including; understanding market dynamics, identifying growth opportunities, and developing strategies to capitalize on these opportunities. This will educate you on the importance of innovation and adaptability in driving business success.

To top it off, you will also engage in real-world case studies and practical exercises to apply theoretical knowledge to actual business situations. 

Whether you’re new to the field or looking to enhance your knowledge, this course will give you the basic knowledge and practical skills you need for a successful career in Human Resource Management and business development.

Aim & Competencies

AIMS

This course provides an overview of management and its evolution. It examines management functions of planning, organizing, 

leading, and controlling as well as their impact on the business organization. 

It also discusses the necessary skills and functions required for 

efficient managers in a contemporary business environment. Overall, it will enable students to analyze and understand changing 

business environment, and the role of ethics, social responsibility, and environmental issues in a contemporary business environment.

MAIN COMPETENCIES 

On completing this course, you are expected to learn the following:

  1. Understand and apply the fundamental functions of management, including planning, organizing, leading, and controlling.
  2. Develop skills in strategic planning and decision-making to set and achieve business goals effectively.
  3. Identify and utilize different management styles and approaches suitable for various organizational contexts.
  4. Understand the diverse roles and responsibilities of managers and how they contribute to organizational success.
  5. Learn how to identify market opportunities, conduct competitive analysis, and develop strategies for business growth.
  6. Understand the importance of building and maintaining strong customer relationships for business success.

With this, you will be well-prepared to take on managerial roles, contribute to business development, and support the overall growth and success of organizations.

Principles of Management and Business Development

 Syllabus For CIPM Foundation Level
 LevelFoundation
 Course NamePrinciples of Management and
Business Development
 AbbreviationPMBD
 A: Introduction To The Principles of Management and Business Development
 TopicBreakdown
1Conceptual underpinnings of
management
i. Principles of Management dened.

ii. Identification and Nature of Management

iii. Definitions of management

iv. Concept of management

v. The importance of management

vi. Challenges of management

vii. The Management process
2Management as a Professioni. The various levels of management

ii. Management as an Art and Science

iii. Management and administration differences

iv. Change elements/resistance to change
3Qualities and characteristics of a good
manager
i. Personal and business characteristics

ii. Who is a manager

iii. What managers do

iv. Traits of a manager

v. Managerial roles by Mintzberg

vi. Types of managers

vii. Types of managerial skills

viii. Communication and relationship qualities
4Introduction To Business Developmenti. BD definition and benefits

ii. Development of BD

iii. BD: Process and methods

iv. BD: Techniques and strategies

v. BD position in the organization

vi. Introduction to sales and marketing department

vii. Functional roles distribution- Teamwork

viii. Business analysis

ix. Business development

x. Business framework

xi. Business analysis tools

xii. Business models, definition and analysis

xiv. Sales ecosystem

xv. Application of Business Development
5Business Development
Structure
i. Collaboration

ii. Strategic alliances

iii. Joint ventures

iv. Subsidiaries

v. Mergers and acquisitions
6Business Development
Competencies
i. Value chain competencies

ii. Functional competencies

iii. Negotiation skills

iv. Cultural skills

v. Leadership attributes
 B: Management Theories and School of Thought Perspectives
1Evolution of Management Thoughtsi. Early management thoughts and practices

ii. Universality of management

iii. Why study management theories
2Classification of Theories of
Management
i. Pre-scientific management theory.
– Contribution of some management thinkers

ii. Classical theory
– Taylor’s scientific management theory
– Fayol’s classical organization theory ( Principal of Mgt)
– Weber’s beaurucracy theory

iii. Behavioral Theory
– Human relations theory
– Behavioral science theory

iv. Modern Management theory
– Quantitative theory
– System theory
– Contingency theory
– Operational theory
3Contributions and limitations of management
theories to the Mgt of organizations
 
 C: Principles and Functions of Management
1Henry Fayol’s 14 Principles of
Management
i. History of the 14 principles of management

ii. The importance of the 14 principles of management

iii. Relevance of the management principles today

iv. Linkage between principles and organizations
2The Functions of Managementi. Planning
– Planning (Importance of planning)
– Advantages and limitations of planning
– Approaches to planning
– Levels of planning
– Types of planning: Strategic, Tactical and Operational
– The planning process
– Classification of plans
– Barriers to effective planning
– Management by Objective (MOB)
– Management of Exception (MBE)

ii. Decision Making
– Nature of decision-making
– Types of decisions
– Decision-making process
– Individual and group decision making
– Decision-making techniques:
Delphi technique, Norminal technique, Marginal analysis,
Cost-benefit analysis technique, and decision trees
– Challenges/constraints to effective decision making

iii. Organizing
– Organizing (purpose and importance)
– Types of organization (formal and informal)
– Advantages and disadvantages of formal organization
– Advantages and disadvantages of informal organization
– Organizational structures and their types
– Departmentalization and its types
– The matrix organization
– Effective delegation and span of control
– Staffing (Usefulness, Purpose of staffing,
the staffing process, and staffing technique)

iv. Leading
– Directing and leading (nature and usefulness)
– Purpose of directing and leading
– Supervising, motivation and communication
– Leadership process
– Leadership styles
– Coordinating (Nature, usefulness, purpose,
the coordinating process, and coordinating techniques)

v. Controlling
– Controlling:Meaning and usefulness
– Purpose of controlling
– Types of control
– The control process and control techniques
– Evaluation of the plan execution and adjustment-making
(budget, staffing, etc)

vi. The different functional areas of management
– Human resource management
– Marketing management
– Operations management
– Financial management
– Information and Communication Technology management
 D: Understanding Individuals At Work
1Understanding Motivationi. Motivation: What is it?

ii. Types of motivation (Reward-based, Power, Achievement, Attitude & Compe

iii. Role/Importance of Motivation

iv. Features/Characteristics of Motivation

v. Theories of Motivation (Content Theory, Process Theory, Reinforcement theory,
Motivation techniques)

vi. Process of Motivation

vii. The 4 Cs of motivation (choice, challenge, collaboration, and control)

viii. Advantages of motivation to Organisation/Staff

ix. Ways to improve motivation
2Understanding People at Work:i. Individual differences and perception
– The Interactionist Perspective: The Role of Fit:
– State the relationship between person-organisation and person-job fit
– The relationship between person-job fit and work behaviors
– The relationship between person-organisation fit and work behaviors

ii. Individual Differences: Values and Personality:
– Define what values are
– The link between values and individual behaviour
– Major personality traits that are relevant to organisational behaviour
– The link between personality, work behaviour, and work attitudes
– The potential pitfalls of personality testing

iii. Perception:
– What is the influence of self in the process of perception?
– Perception of visual objects and how these tendencies may affect our behaviour and our
– The biases of self-perception and the biases inherent in the perception of other
– Meaning of attributions, how to form attributions, and their consequences for
organizational behavior
3Effective Time Managementi. Define Time Management

ii. Foundational Principles of Time Management

iii. Systematic Approach to Priority Management

iv. Stumbling Blocks to Time Management

v. Eisenhower Decision Matrix

vi. Time Management Tools and Techniques

vii. Steps of Time Management

viii. Keys for Managing Time Effectively
 E: LEADING AND INTERPERSONAL RELATIONS
1Understanding Leadershipi. What is leadership?

ii. Key Concepts of Leadership

iii. Importance of Leadership

iv. Various Approaches to the Study of Leadership.

v. Leadership Effectiveness.

vi. Leadership and Management Styles

viii. Differences between Leader and Manager
2Understanding Interpersonal Relationshipsi. What is Interpersonal Relations?

ii. Types of Interpersonal Relationships

iii. Stages in Interpersonal Relationships

iv. Factors Affecting Relationship

v. Role of Communication in Relationship

vi. Interpersonal Relationships at the Workplace

vii. Importance of Interpersonal Relationships

viii. Tips to Improve Interpersonal Relations

ix. Managing Conflict in Relationships
 F: EFFECTIVE COMMUNICATION
1Effective Communicationi. Communication Defined

ii. Meaning and Importance of Communication

iii. Forms/Types of Communication in an Organization

iv. The Process of Communication

v. Group Communication-Principle and How to Communicate in a Group

vi. Barriers to Effective Communication

vii. Skill Acquisition and Guidelines for Effective Communication

viii. Developing Communication Skills for Organisation Effectiveness

ix. Communication and Conflict

x. Cultural Aspects of Communication

xi. Communications and Technology
 G: CONFLICT MANAGEMENT IN ORGANIZATION
1Conflict Management in Organizationi. What is Conflict?

ii. Nature of Conflicts in an Organisation

iii. Sources of Conflicts in an Organisation

iv. Types of Conflicts

v. Effects of Conflicts in a Group/Team

vi. Management of Organizational Conflict

viii. Conflict Resolution or Conflict Management? The differences.

ix. Handling Disagreement and Criticism

x. Conflict Resolution Techniques.
 H: INTRODUCTION TO TOTAL QUALITY MANAGEMENT (TQM)
1Introduction To TQMi. Meaning of Total Quality Management (TQM)

ii. Origin/Evolution of TQM

iii. Concepts of TQM

iv. Principles of TQM

v. Universal TQM Beliefs

vi. Goals of TQM

vii. The 4 Stages/Components of TQM

viii. Requirements of TQM

ix. Benefits of TQM

x. The Critical Success Factors of TQM

xi. The 4 Elements of TQM

xii. Implementation Steps for Successful TQM Policy
 I: OFFICE MANAGEMENT PRACTICE AND PROCEDURES
1Officei. What is a Business Enterprise?

ii. What is an Office?

iii. Who are the Office Staff?

iv. What are the most Common Forms of Business Organisation?

v. What are the Advantages of Office Work?

vi. What are Office Mgt Practices and Procedures?

vii. Importance of Office Procedures

viii. Office Mgt Functions

ix. The Basic Office Policies and Procedures.

x. What are the Categories of Office Career and Job Classifications under Each Category?

xi. What are the Specific Skill Requirements for Office Jobs?

xii. Duties and Responsibilities of Office Staff

xiii. Forms and Control of Documents in the Office?

xiv. Creating Organizational Control Systems (Objective, Advantages, 3 Forms of Control, control in the office etc.)

xv. Functions of an Office

xvi. The benefits of Office Procedure?

xvii. Types of Workplace Procedures

xviii. The 7 Process of Office Management (POSCCCOM)

xix. The Steps of a Procedure

xx. The Office Layout

Planning an Office Layout

Types of Office Machines and Equipment

Filing, Storage and Retrieval of Records

Organisation and Methods (O&M) (Importance and Steps/Procedures of O&M)
2Record Managementi. Objectives of Record Keeping: What is Filing?

ii. What are the Different Kinds of Filing System?

iii. Steps in Filing: Indexing

iv. Selecting the Appropriate Filing System

v. How to handle Incoming and Outgoing Mails
3Document/Report Writingi. Key Points in Writing a Document

ii. The 5W-H Plan for Writing

iii. Steps in Writing Workplace Documents

iv. Important Things to Remember when Editing the Seven Layout Mistakes to Avoid

v. Quick Tips for Report Writing

vi. Basics of Meetings
4Leadership and Motivationi. Meaning and Concept

ii. Importance of Leadership

iii. Qualities of a Leader

iv. Relationship and Differences between Leadership and Motivation

v. Organisational Leadership

vi. Leadership Ethics-Traits of an Ethical Leader

vii. Leadership Styles -Important Leadership Styles-Situational Leadership-

viii. Emotional Intelligence of Leader

ix. Which Leadership Style to Follow?

x. Influence of Situational Leadership Styles on Subordinate Development etc.
 J: HEALTH AND SAFETY IN THE WORKPLACE
1Health and safety in the workplacei. Introduction to Workplace Safety and Health

ii. Definitions of Health and Safety in the Workplace

iii. Importance of Health and Safety at the Workplace.

iv. Health and Safety Regulations and Legislation

v. Workplace Health and Office Safety

vi. Workplace Hazard: Sources of Danger to Health and Safety in the Workplace

vii. Prevention and Protective Measures for Safety

viii. Health and Safety Training

ix. Health and Wellness Initiatives

x. Routine Inspection Practices
 K: NIGERIAN BUSINESS ENVIRONMENT
1Nigerian Business Environmenti. Introduction to Business Environment: Nature and Dynamics of Business Organisations (Orig

ii. The Concept of Business Organisations and Nature in Nigeria (Forms/Structure of Busin
Establishment etc.)

iii. Nigeria Business Environment-A Broad Overview (Definition, Importance, Stakeholders, etc

iv. Firms’ Internal & External Environment and Impact

v.Models of Relationships between Organisations and the Business Environment

vi. The Nigerian Government and Business Environment: Economic Roles and Strategy

vii. Regional Economic BLOCS, International Organisations and Business Enterprises

viii. Public Sector and Private Sector Environment

ix. The Impact of NGOs and Multinational Companies (MNCs) on the Nigerian Business Policies.
 L: INTERDEPENDENT BUSINESS ORGANIC FUNCTIONS
1Introductioni. The Four Interdependent Functions of Business-Definition and Overview

ii. The Role of Government in Business (Planning, Policies, Regulatory, Promotional etc.)

iii. Nigerian New Business Policies

iv. Entrepreneurial Skills Development and Practice

v. Challenges of Managing a Business in Nigeria
2Interdependent Nature of Businessi. The Interdependent Nature of Business Operations, Finance, Marketing and Human Resources
within a business context

ii. How These Interdependencies Underpin Business Decision-Making

iii. The Impact of Risk and Reward on Business Activity

iv. The Use of Financial Information in Measuring and Understanding Business Performance and
decision making
3Globalizationi. The Concept of Globalization.

ii. The Impact of Globalisation on Businesses

iii. International Business – An Overview

iv. The Effects of Globalization on the Nigerian Business Environment

Course 2 : Introduction to Management and Financial Accounting

About IFMA

This is the second course in the foundation level course. It is designed to help beginners like you understand both management and financial accounting and how they can be applied to Human Resources.

It is divided into two sections. In one section, you will learn how accounting information is used by managers to make informed business decisions. Topics like understanding cost behaviour, budgeting, performance evaluation, and the use of various accounting techniques to aid in planning, controlling, and decision-making processes, etc will be taught.

The other section will then teach you about the preparation and analysis of financial statements, understanding the principles and standards governing financial reporting, and the role of financial accounting in providing transparency and accountability to stakeholders such as investors, creditors, and regulatory bodies.

At the end of this course, you will have a solid foundation in accounting principles and practices. You will be able to interpret financial data, prepare basic financial statements, and understand how accounting information supports business strategy and operations.

Aim & Competencies

AIMS:

The Course is to test your understanding of basic knowledge of financial and management accounting in the 21st-century business environment, and their relationship with Human Resources.

MAIN COMPETENCIES:

Upon completing this course, you should be able to:

  1. Understand the fundamental concepts and principles of both management and financial accounting.
  2. Know how to prepare basic financial statements, including the balance sheet, income statement, and cash flow statement.
  3. Interpret and analyze financial statements to assess the financial health of an organization.
  4. Understand how management accounting information aids in business planning, budgeting, and decision-making processes.
  5. Apply various cost accounting methods to determine the cost of products and services, etc.

Management and Financial Accounting Syllabus

 Syllabus For CIPM Foundation Level
 LevelFoundation
 Course NameIntroduction To The Principles of Management and
Business Development
 AbbreviationIFMA
 TOPICBREAKDOWN
1OVERVIEW AND IMPORTANCE OF FINANCIAL AND
MANAGEMENT ACCOUNTING TO HUMAN RESOURCES
MANAGEMENT PRACTICES
i. Introduction

ii. Definition of Firundial Accounting

iii. Historical Developmental Financial Accounting

iv. Importance of Financial Accounting

v. Users of Financial Accounting

vi. Characteristics of Financial Accounting Contents of Financial Accounting Report

vii. Types of Account

viii. Branches of Accounting

ix. Definition of Management Accounting

x. Users of Management Accounting

xi. Characteristics of Management Accounting

xii. Difference between Financial and Management Accounting Similarities between Financial and Management Accounting

xiii. Development of Management Accounting Reports

xiv. Importance of Financial and Management Accounting to Human Resources Management Practices

xv. Practical Bustasons and Practice Questions
2INTERNATIONAL FINANCIAL REPORTING STANDARDS (IFRS)-
CONCEPTUAL FRAMEWORK
i. Definition of Accounting Standards

ii. Development of Accounting Standards

iii. Financial Reporting Standards

iv. International Accounting Standards Committee Foundation

v. International Accounting Standards Board Financial Reporting Council of Nigeria

vi. Practical illustrations and practice questions
3THE INTERNATIONAL ACCOUNTING STANDARDS (IAS): NO 1-PRESENTATION OF FINANCIAL STATEMENTSi. Disclosure Requirement

ii. Measurements of
– Assets
– Liabilities
– Equities
– Income

iii. Assessment exercises

iv. Practical illustrations and practice questions
4BASIC CONCEPTS OF BOOK-KEEPINGi. Introduction

ii. Definition

iii. Types of basic accounting banks

iv. Objectives of book-keeping

v. Uses of bookkeeping

vi. Practical illustrations and practice questions
5BASIC CONCEPTS AND PRINCIPLES OF ACCOUNTINGi. Introduction

ii. Basic accounting principles

iii. Basic accounting concepts

iv. Basic accounting conventions

v. Basic accounting assumptions

vi. Practical illustrations and practice questions
6CHARACTERISTICS/QUALITIES ACCOUNTING REPORTi. Introduction

ii. Definition of accounting report

iii. Characteristics of accounting report

iv. Users of accounting report

v. Types of accounting reports

vi. Format of accounting report

vii. Practical illustrations and Practice questions
7NATURE AND BASIS FOR ACCOUNTING EQUATIONi. Introduction

ii. Definition of the accounting equation

iii. Elements of the accounting equation

iv. Effects of accounting transactions on Assets and Liabilities

v. Practical Illustrations and Practice Questions
8CAPITAL AND REVENUE ITEMSi. Introduction

ii. Definitions of capital and revenue

iii. Classifications of capital and revenue items

iv. Elements of acquisition and non-current asset

v. Assets register

vi. Measurement and recognition of non-comment assets

vii. Practical illustrations and practice questions
9BOOKS OF SUBSIDIARY/PRIME BOOKS OF ENTRY AND SOURCE DOCUMENTSi. Introduction

ii. Describe source documents

iii. Controls for source documents

iv. Books of original entry

v. The day books

vi. The journal proper

vii. The cash book

viii. Practical illustrations and practice questions
10PETTY CASH-BOOK /IMPREST SYSTEMi. Introduction

ii. Definition of petty cash book

iii. Uses of petty cash look

iv. Advantages of using petty cash book

v. Meaning of the imprest system

vi. Advantages of imprest system

vii. Practical illustrations and practice questions
11DOUBLE ENTRY ACCOUNTING SYSTEMS / LEDGERSi. Introduction

ii. Definition of double entry accounting system

iii. Open double entry system

iv. Sub-division of ledgers classifications of ledgers

v. Accounting entries

vi. Debits and Credits

vii. Applications of double entry systems principles

viii. Advantages of double entry systems principles

ix. Practical illustrations and practice questions
12TRIAL BALANCE/ADJUSTMENTSi. Introduction

ii. Definition of trend balance

iii. Usefulness of trial balance

iv. How to extract a trial balance

v. Practical illustrations and practice questions
13ERRORS AND CORRECTION OF ERRORSi. Introduction

ii. Definition of errors

iii. Difference between errors and fraud

iv. Types of errors

v. Errors not affecting trial balance

vi. Errors affecting trial balance

vii. Suspense account

viii. Corrections of errors

ix. Entries required to correct errors

x. Practical illustrations and practice questions
14BANK RECONCILIATIONi. Introduction

ii. Cash book (bank column) Versus bank statement

iii. Factors responsible for the difference between cash book and bank statement

iv. Procedures for preparing bank reconciliation statement

v. Practical illustrations and practice questions
15PREPARATION OF SIMPLE FINAL ACCOUNT IN COMPLIANCE
WITH IFRS REQUIREMENTS
i. Introduction

ii. Definition of final account

iii. Final account items and contents

iv. Simple format of final account using IFRS requirements

v. Preparation of final account without adjustments

vi. Preparation of final account with adjustments

vii. Practical illustrations and practice questions
16CONTROL ACCOUNTi. Introduction

ii. Definition

iii. Application of the principles of control accounts

iv. Characteristics of control accounts

v. Uses of Control Accounts

vi. Types of control accounts

vii. Techniques involved in control account

viii. Sources of entries in control accounts

ix. Formats of control accounts

x. Practical illustrations and practice questions
17MANUFACTURING ACCOUNTSi. Introduction

ii. Meaning of manufacturing organization

iii. Understanding the manufacturing organisation

iv. Basic terminologies associated with manufacturing accounts

v. Computation of manufacturing cost

vi. Characteristics of manufacturing accounts

vii. Components of manufacturing accounts

viii. Format of manufacturing, trading, profit or loss accounts

ix. Practical illustrations and practice questions
18INCOMPLETE RECORDS OF ACCOUNTINGi. Introduction

ii. Meaning of incomplete records

iii. Meaning of single-entry accounts

iv. Consequences of maintaining incomplete records of accounting

v. Preparation of final account from incomplete record

vi. Procedures involved in the preparation of final accounts from incomplete records

vii. Practical illustrations and practice questions
19ACCOUNT FOR NOT-FOR-PROFIT ORGANIZATIONSi. Introduction

ii. Meaning and examples of not-for-profit organisations

iii. Financial reporting problems associated with not-for-profit organisations

iv. Components of final accounts of not-for-profit organisations

v. Typical sources of income and expenditure of not-for-profit organisations

vi. Practical illustrations and practice questions
20RELATIONSHIP BETWEEN ACCOUNTING AND TECHNOLOGYi. Introduction

ii. Definition

iii. Importance of Information Technology in Accounting profession or environment

iv. Merits of IT in accounting envir

v. Demerits of IT in accounting environment

vi. Kinds of accounting software

vii. Data Processing techniques and methods

viii. Practical illustrations and practice questions
 PART B: COST AND MANAGEMENT ACCOUNTING
1INTRODUCTION TO COST ACCOUNTINGi. Concepts of cost and cost accounting

ii. Meaning of cost accounting

iii. Objectives of cost accounting

iv. Uses and scopes of cost accounting

v. Purposes of cost accounting

vi. Responsibility centres

vii. Cost Unit

viii. Cost object

ix. Cost audit

x. Relationship between cost accounting and financial accounting

xi. Steps and resolution of the cost accounting system

xii. Qualities of cost accounting information

xiii. Practical illustrations and practice questions
2CLASSIFICATION OF COSTSi. Meaning of cost classification

ii. Ways of classifying costs

iii. Practical illustrations and practice questions
3COST ANALYSIS/ COST BEHAVIORi. Meaning of cost analysis

ii. Techniques for the analysis of cost estimation/cost segregation)

iii. Methods used to analyse cost

iv. Meaning of cost behaviour

v. Patterns of cost behaviour feed, variable, mixed/semi-variable,
linear variable cost, non-linear variable cost, step cost and their meaning

vi. Practical illustrations and practice questions
4ELEMENTS OF COST OF COSTING MATERIAL, LABOUR AND EXPENSES/OVERHEAD
ELEMENTS OF COST
i. Material costing components of material and its sub-division (Direct and indirect material,
inventory requirements and their control

ii. Material purchase procedures

iii. Documentation of purchase and store routine

iii. Material pricing and (LIFO, FIFO, Simple Average Cost, Weighted Average Cost,
nifo, replacement cost, base stock etc.)

iv. Material control and the methods [Physical and Monetary such as
Τwo Bin System, Perpetual Inventory System, Periodic Inventory Taking,
Continuous Inventory Taking, Just In Time Inventory Management Activity-based Costing System

v. Inventory control techniques/model and levels (Economic Order Quantes,
Re-order Level, Minimum Inventory Level, Minimum Inventory Level,
Average Inventory Level, Danger level)

vi. Coding and Coding System

vii. Labour Costing:
– Classification of labour direct and indirect
– Control over labour cost and the department involved in labour cost
– Factors to be considered for the control (lime and motion steady, job evaluation, merit rating, wage systems, incentive systems, time keeping and its methods of time booking)
a) Payroll Accounting
b) Meaning of labour
– Methods of measurement of labour turnover
– Consequences of labour turnover in an organisation
– Labour Turnover Cush
a) Wage payment and its methods (time rate and piece rate wage system)
b) Incentive System
– Types of Incentive System
(Halsey premium plan, Halsey-weir system, Rowan plan, Barth system,
Taylor’s differential piece rate system, Emerson’s efficiency system)
Accelerated premium system, Group Bonus system, profit sharing scheme,
Co-partnership incentive scheme)
– Element of wages and their classification

vii. Overhead sting
– Meaning of overhead casting
– Classification of overheads
– Codification of overheads and their meaning
a) Objectives of codification
– Collection of overheads
– Allocation of overhead and Its meaning
-Apportionment of overheads
a) Meaning of apportionment of overheads
– Basis of apportionment of overhauls
– Primary and secondary distribution of overheads
– Absorption of overheads
a) Meaning of absorption of overheads
– Methods of determining overhead absorption rate

viii. Practical illustrations and practice questions
5COSTING TECHNIQUES AND APPLICATIONi. Meaning of costing techniques

ii. Examples of costing techniques (Marginal, Absorption, Direct Uniform, Standard)

iii. Meaning of Marginal costing

iv. Meaning of absorption costing

v. Application of marginal costing techniques

vi. Break-even analysis
– Meaning of break-even analysis
– Assumption of break-even analysis
– Application of break-even analysis

vii. Practical illustrations and practice questions
6DECISION MAKING /SHORT-TERM DECISIONi. Meaning of decision making

ii. Decision making process

iii. Cost concept associated with decision making process
(Relevant cost, Sunk cost, Opportunity cost, Discretionary cost, Out of pocket cost)

iv. Product mix decisions

v. Types and application of product mix decisions

vii. Practical illustrations and practice questions
7MANAGEMENT ACCOUNTING : PRINCIPLES, PREPARATION AND APPLICATION
TO HR NEEDS
i. Meaning of management accounting

ii. Objectives of management accounting

iii. Uses and scopes of management accounting

iv. Purposes of management accounting

v. Relationship of management accounting and financial accounting

vi. Importance of management accounting principles to Human Resources

vii. Practical illustrations and practice questions

Course 3: Fundamentals of Psychology, Sociology and Politics

About FPSP

This CIPM Foundation level course introduces you to the key concepts and theories in the three interrelated fields mentioned. It is designed to give you a broad understanding of how human behaviour, social structures, and political systems influence organizations and workplace dynamics.

In this course, you will be taught the basics of human behaviour and mental processes. Topics like functional areas in psychology, stages of growth and development, socialization, etc are taught in this course.

By understanding these principles, you can manage and motivate employees, improve workplace communication, and foster a positive organizational culture. This course provides you with a well-rounded understanding of how psychological, sociological, and political factors shape individual and group behaviour in organizations. 

With the knowledge gained from this foundational course, you will be better equipped with the tools to manage diverse teams, foster inclusive environments, and make informed decisions in a complex and interconnected world.

Aim & Competencies

AIMS

This CIPM Foundation-level course aims to equip you with a comprehensive understanding of the basic principles and theories in these three disciplines. 

MAIN COMPETENCIES 

Once you complete this course, you should: 

  1. Know the psychological factors that influence individual and group behavior in the workplace.
  2. Know the impact of political ideologies, governance structures, and policies on business operations and organizational management.
  3. Be able to apply psychological, sociological, and political concepts to improve management practices, enhance team dynamics, and foster an inclusive work environment.
  4. Use the knowledge gained to make informed decisions that consider the complex interplay of individual behavior, social context, and political factors.
  5. Have a solid foundation for further study and professional development in Human Resource Management and related fields.

Fundamentals of Psychology, Sociology and Politics Syllabus

 Syllabus For CIPM Foundation Level
 LevelFoundation
 Course NameFUNDAMENTALS OF PSYCHOLOGY, SOCIOLOGY AND POLITICS
 AbbreviationFPSP
 TOPICBREAKDOWN
1GENERAL INTRODUCTION TO PSYCHOLOGYi. Definition of Psychology

ii. Goals of Psychology

iii. History of Psychology
2APPLICATION OF PSYCHOLOGY TO HUMAN RESOURCE
MANAGEMENT
i. Definition of Human Resource Management

ii. Relationship between Human Resource Management and Industrial Prychоводу

iii. Major funding of Human Resource Management (Human Resource Planning, Recruitment and Selection,
Training and Development, compensation management, Performance Management and Employee Health and Safety)

iv. Application of psychological theories and principles for excellent Human Resource Management
3FUNCTIONAL AREAS IN PSYCHOLOGYi. Developmental Psychology

ii. Clinical Psychology

iii. Environmental Psychology

iv. Social Psychology

v. Industrial Psychology

vi. Experimental Psychology

vii. Forensic Psychology
4STAGES OF GROWTH AND DEVELOPMENTi. Birth

ii. Childhood

iii. Adolescence

iv. Adulthood

v. Old age, death

vi. Cognitive development social development,

vii. Cognitive Development and Moral Development
5GENERAL INTRODUCTION TO SOCIOLOGYi. Definition of sociology

ii. Different schools of thought in Sociology

iii. General concepts in sociology
6APPLICATION OF SOCIOLOGY TO HUMAN RESOURCE
MANAGEMENT
i. Group approach to Human Resource Management
7SOCIALIZATIONi. What is socialization

ii. Aims of socialization

iii. Agents of socialization

iv. Process of socialization

v. Relevance of organizational socialisation to organisational culture and Human Resource management
8CULTUREi. Fundamentals of culture

ii. Organisational culture

iii. Cultural intelligence

iv. Relationship between organizational culture and successful business strategies
9SOCIAL INSTITUTIONS: STRUCTURE AND FUNCTIONSi. Economic institution

ii. Political institution

iii. Educational institution

iv. Religious institution

v. Family institution/Human group
10ELEMENTS OF POLITICSi. Basic theories of politics

ii. Sovereignty

iii. Social contract theory

iv. Types of government

v. Paliamentarianlism

vi. Fiscal Federation

vii. Public Administration.

viii. Constitutionalism and the Constitution

ix. Separation of power

x. Political Parties

xi. Pre-colonial Nigerian Systems of Government

xi. Colonial Administration in Nigeria
11PSYCHOLOGY AND HUMAN ELEMENTS MANAGEMENT DURING
EMERGENCIES AND GLOBAL CHALLENGES
i. Theories of attitude and attitude change in crises like war, flooding, health and natural disasters

Course 4: Introduction to Human Resource Management

About IHRM

The Introduction to Human Resource Management course is designed to provide you with a comprehensive overview of the basic principles and practices in the field of HR. You will have to take this course if you are interested in HR.

 

The course covers the basics of Human Resource Management, including the strategic role HR plays in organizations. In this course, you will learn all about HR functions like recruitment, selection, training and development, performance management, compensation and benefits, and employee relations. This is very important as it will help you be better equipped to handle tasks as an HR personnel within any organization.

 

In this course, you will also learn about common challenges faced by HR, the impact of technology on HR, and the evolving nature of work. By the time you are done with this course, you will have a well-rounded understanding of Human Resource Management and be prepared to take on a role as an HR personnel.

Aim & Competencies

AIMS

This Course aims to introduce students to the basic concept of Human Resource Management (HRM) as beginners, to enable them to understand the fundamentals of HRM and to apply the concepts and principles in solving people management issues in the workplace.

MAIN COMPETENCIES 

Upon completing this foundation-level course, you should be familiar with:

  1. How to carry out recruitment, selection, training and development, performance management, and compensation and benefits administration
  2. The strategic role of HR in supporting and achieving organizational objectives.
  3. Skills needed to handle employee relations, conflict resolution, and foster a positive workplace culture.
  4. The legal and ethical considerations in HR practices and ensure compliance with employment laws and regulations.

Introduction to Human Resource Management Syllabus

 Syllabus For CIPM Foundation Level
 LevelFoundation
 Course NameINTRODUCTION TO HUMAN RESOURCE MANAGEMENT
 AbbreviationIHRM
 TOPICBREAKDOWN
1DEFINITION, SCOPE AND HISTORY OF
HUMAN RESOURCE MANAGEMENT
 
2ESSENTIALS OF THE HR VALUE CHAINi. Introduction

ii. Conceptual definition of Human Resource value chain
– Job analysis
– Workforce planning
– Human Resource development
– Performance management
– Compensation management
– Career management
– Employee health and safety
3JOB ANALYSISi. Introduction and conceptual definitions

ii. Job analysis process

iii. Job analysis outcomes
– Job descriptions
– Job specifications

iii. Uses/Benefits of Job analysis

iv. Methods of job analysis
4INTRODUCTION TO EMPLOYEE RESOURCINGi. Definition of concepts in employee resourcing processes

ii. Recruitment process

iii. Sourcing (Internal/External)

iv. Selection process

v. Shortlisting

vi. Testing/interviews

vii. Medicals

viii. Offer/Acceptance

ix. Placement/Induction/On-boarding
5INTRODUCTION TO LEADERSHIPi. Definitions of basic concepts

ii. Characteristics of a good leader

iii. Types of leaders

iv. Leadership styles

v. Theories of leadership

vi. Motivation and its theories

vii. Rule of leadership in change management
6NATURE OF EMPLOYMENT RELATIONSi. Definitions

ii. Parties in employment relations

iii. Trade Unions

iv. Employers associations

v. The State and its agencies
7LEARNING AND DEVELOPMENT (L&D)i. Definition of Concept-Training, Development, Education, Learning

ii. Responsibilities of the L&D management

iii. L&D process

iv. Types

v. Methods

vi. Evaluation
8WORK-LIFE BALANCEi. Definition of concepts

ii. Values and benefits.

iii. Work-life balance initiatives

iv. Challenges
9PERFORMANCE MANAGEMENTi. Definition of basic concepts

ii. Modern approaches to performance management

iii. Key Performance Indicators (KPIs)

iv. Key Result Areas (KRAs)

v. Performance Appraisal
10COMPENSATION MANAGEMENTi. Definition of basic concepts

ii. Theories of compensation management

iii. Variaties of compensation packages

iv. Collective bargaining tool for managing compensation.

v. Major challenges to effective compensation management in Nigeria

vi. Highlights of the Employee’s Compensation Act, 2010
11OTHER RELATED ISSUESi. Collective bargaining

ii. Concept of joint consultation

iii. Nature of workplace conflict

iv. Grievance procedure

v. Discipline and disciplinary procedures

vi. New developments in employee compensation

Course 5: Elements of Nigeria's Business Law and Legal System

About ENBL

This course is designed to give you a solid understanding of the legal principles that govern business activities in Nigeria. It will introduce you to the basic concepts and structures of the Nigerian legal system, including the sources of law, the court system, and the key regulations affecting businesses.

You will learn about the various types of business organizations, such as sole proprietorships, partnerships, and corporations, and understand the legal requirements for their formation, operation, and dissolution.

In this course, you will also learn about the basics of the Nigerian legal system. This includes the sources of Nigerian law, like the constitution, statutes, common law, and customary law. These sources help you know where our laws come from and how they apply to businesses.

Finally, you will learn the regulatory framework for businesses in Nigeria. This includes laws related to taxation, intellectual property, and competition. With this knowledge, you can ensure that your business complies with the law and avoids legal pitfalls.

Aim & Competencies

AIMS

The world of work is a complex one. Most times, HR Personnel could make decisions that will negatively affect the organization, thus incurring legal consequences. These legal errors could be avoided when personnel are trained with foundational or basic principles in law. 

The syllabus covers basic legal principles that govern relationships which prima facie are in most cases contractual in nature. You are expected to get acquainted with the legal environment of industrial or personnel relations. 

There is a need for ‘global’ reintegration as legal principles in the world of work are universal.

MAIN COMPETENCIES 

At the end of this course, you should be able to:

  1. Explain the sources of Nigerian law, the hierarchy of courts, and the roles of different legal institutions.
  2. State the legal characteristics, formation processes, and operational requirements of different types of business organizations such as sole proprietorships, partnerships, and corporations.
  3. Outline the rights and obligations of employers and employees under Nigerian employment law, including issues related to employment contracts, workplace rights, and dispute resolution.
  4. Understand the key regulations affecting businesses in Nigeria, including laws related to taxation, intellectual property, and competition. They should be able to ensure compliance with these regulations to avoid legal issues.

Elements of Nigeria's Business Law and Legal System

 Syllabus For CIPM Foundation Level
 LevelFoundation
 Course NameELEMENTS OF NIGERIA’S BUSINESS LAW AND LEGAL SYSTEM
 AbbreviationENBL
 TOPICBREAKDOWN
1THE LEGAL SYSTEM AND PROCESSi. Definition and theories of the Law

ii. Nature of the Nigerian Legal System

iii. Sources of Laws

iv. Court System in Nigeria

v. Nigerian Legal System under the Military rule

vi. Special Courts for business and special offences
2DICHOTOMY BETWEEN LAW AND MORALITY 
3LAW OF CONTRACT 
4LAW OF AGENCY 
5LAW OF HIRE PURCHASE 
6INTELLECTUAL PROPERTY LAW 
7SALE OF GOODS 
8BANKING LAW 
9INSURANCE LAW 
10FORMS OF BUSINESS ORGANIZATIONS (FOBO) 
11COMPANY LAW 
12CONSUMER PROTECTION LAW 
13ICT AND LAW 

Course 6: Digital and Management Information System

About DMIS

The foundation-level CIPM course titled “Digital and Management Information System” is tailored to provide you with a thorough understanding of how digital technologies and information systems can be used to enhance business operations and decision-making processes. This course teaches the fundamental concepts and practical applications of digital systems in a business environment.

In this course, you will start by learning about the basics of information systems, including their components and types. This knowledge is important so you can understand how different systems support various business functions. 

The course covers topics like data management, where you will be taught the methods of collecting, storing, and organizing data to ensure it is accurate and accessible. You will also learn how information systems can improve business processes. 

Cybersecurity is another critical area you will also be taught, as protecting digital information is important in today’s digital age. You will be introduced to the principles of information security, helping you understand how to safeguard data against threats and ensure business continuity.

Aim & Competencies

AIMS:

The course is designed to enable students to acquire basic knowledge of computer operations, and systems theory, understand the concept of management information, the features of management information systems, the concept of transaction processing, understand the concept of office automation, different applications of MIS, the principles of decision making, development cycle of an MIS. 

It will help the students to understand what interaction design is, the conceptualized interaction, how interfaces affect users, and the process 

MAIN COMPETENCIES 

On completing this course, you should be able to:

  1. List components and types of information systems, including how they support various business functions.
  2. Explain the methods of data collection, storage, and organization, ensuring data accuracy and accessibility.
  3. Implement and integrate information systems into business operations to enhance efficiency, productivity, and responsiveness, etc

Digital and Management Information System

 Syllabus For CIPM Foundation Level
 LevelFoundation
 Course NameDIGITAL AND MANAGEMENT INFORMATION SYSTEM
 AbbreviationDMIS
 TOPICBREAKDOWN
1BASIC COMPUTER OPERATION
– WORD PROCESSING, SPREADSHEET, INFORMATION STORAGE AND RETRIEVAL
i. Use of Word Processing computer application

ii. Manipulating infomation

iii. Use of tables in MS Word

iv. Spreadsheet structure and how to plan a spreadsheet

iv. Placing numerical table tiles, and use of columns and rows

v. The use of calculations using Spreadsheets

vi. Create Arithmetic Formula and use common functions

vii. Use of Ms Excel in creating charts and Graphics

viii. Basics of Information Storage and Retrieval

ix. Components of an ISR System

x. Information representation attributes and values

xi. Database structure

xii. Retrieval techniques and query representation
2COMPUTERIZATION OF OPERATIONS : ISSUES AND CHALLENGESi. Use basic computer operations: Input, Storage, Process, Output, Control

ii. Applications of computerised operations in Business

iii. Challenges facing computerised operations

iv. Limitations facing computerised operations
3THE ROLE OF COMPUTER IN DATA ANALYSIS
AND DECISION-MAKING
i. Use of computers in the process of Data Analysis

ii. Use of Data Analysis Tools.

iii. Use of Data interpretation and Data Visualisation Tools e g. Python, language
4EMERGING ISSUES IN INFORMATION TECHNOLOGYi. Cloud Computing

ii. Forensic Computing
5EMERGING ISSUES IN TELECOMMUNICATION INDUSTRY3G, 4G, 5G, WIP, WIMAX
6MAINTENANCE OF COMPUTERi. Cooling system and regular computer cleaning

ii. Backups and Operating System maintenance: Defragmentation, Registry Cleaner
7TECHNOLOGY TRENDS IN ACCELERATING
HUMAN RESOURCE MANAGEMENT USING
i. Artificial intelligence and Machine Learning

ii. Digital Learning, Training, and Development

iii. Blockchain integration

iv. Mobile Optimization
8DIGITAL HUMAN INTERPLAYi. Foundation of human-computer interaction

ii. The design process. Interaction design basic

iii. HCI in the Software process
9DATA ENCRYTION FOR EMPLOYEES AND CODINGi. Cresting on HR folder and set access permission

ii. Collection of employee data via an SSL-Enabled form

iii. Encrypt employee data stored in the database
10DIGITAL PRIVACY AND ETHICS: CORPORATE AND PERSONNEL SOCIAL MEDIA USAGEi. Monitoring employees

ii. Need for privacy

iii. Ensuring people are healthy before returning to work

iv. Use General Data Protection Regulation (GDPR)

v. Use of Closed Circuit Cameras (CCTV)
 PART 2: MANAGEMENT INFORMATION SYSTEM
1UNDERSTANDING COMPUTER HARDWARE AND
OPERATING SYSTEMS
i. Meaning of Hardware, various components and functions

ii. Explain various peripheral devices and their functions

iii. Explain the functions of CPU and Its components

iv. Explain System Software and Application Software.

v. Explain the various types of translators and their functions

vi. Explain computer packages and their Application Software
2SOFTWARE APPLICATIONS FOR HUMAN RESOURCE MANAGEMENTi. Understanding the use of Software Applications for Human Resource Management
– Rippling
– Gusts
– Monday.com
– Seamless HR
3COMPUTER SYSTEMS IN THE MANAGEMENTi. The choice of hardware

ii. Database management

iii. System integration with the Payroll

iv. The choice of Software

v. The development of programmes
4DATA SECURITYi. Remote work

ii. Chatbots

iii. Employee Carelessness

iv. HR Systems: Passwords, SQL Injection or Unencrypted Devices
5DIGITAL FORENSICS, BUSINESS AND DATA CONTROLSi. Digital forensic stages

ii. Techniques

iii. Tools and software
6HUMAN RESOURCE SYSTEM CONTROLi. Performance appraisal

ii. Discipline policies

iii. Employee observations

iv. Employee training
7CYBERCRIMES AND CONTROL METHODSi. Email and internet fraud.

ii. Identity fraud

iii. Theft of financial or card payment data

iv. Theft and sale of corporate data

v. Cyberextortion

vi. Ransomware attacks

vii. Cryptojacking
8MALICIOUS SOFTWAREDefinition, Types, Detection and Recovery
9HACKINGDefinition, Types, Prevention
10BOTNETSDefinition, Attack, Prevention
11SPAMMING, PISHING AND SKIMMINGDefinition, Attack, Prevention

Exemption for Some Courses

 EXEMPTIONS FROM THE CIPM EXAMINATIONS
S/NLEVELSEXEMPTIONS
1FoundationHolders of OND/NCE and its equivalent in the Social Sciences, Humanities and Management courses
2Intermediate IHolders of degree (HND/Bachelor) in Management and Social Sciences, Humanities, Arts and Law do not need to write the CIPM Intermediate I exam.
3Intermediate IIHolders of degree (HND/Bachelor) in Human Resources Management, Industrial Relations and Personnel Management or an M.Sc/MBA in Management and Social Sciences, M.Phil, LLM, Associate certificate (by Examination only) of other relevant and recognised Institutes
4Professional ITo be exempted from taking the CIPM Professional Examinations I, you will need to have an M.Sc/MBA/PHD in Human Resources Management, Industrial Relations and Personnel
Management.
5Professional IIThere are no exemptions for this level. All aspiring HR personnel will have to take this course and pass it before they are issued their certificates

Frequent Asked Questions About CIPM Foundation Level

What is the CIPM Foundation Level?

The CIPM Foundation Level is the introductory stage of the Chartered Institute of Personnel Management (CIPM) program. It covers the basics of Human Resource Management and is designed for beginners.

Who is eligible to enroll in the CIPM Foundation Level?

 Anyone interested in a career in Human Resource Management can enroll, regardless of their academic background. It is ideal for fresh graduates, entry-level HR professionals, and individuals looking to switch to an HR career.

How long does it take to complete the Foundation Level?

The duration varies, but it typically takes about 6 to 12 weeks to complete, depending on your mode of study (full-time, part-time, or self-paced).

What is the mode of study for the Foundation Level?

 CIPM offers flexible study options, including classroom-based learning, online courses, and self-study materials to accommodate different learning preferences and schedules

Are there any exams for the Foundation Level?

Yes, students must pass a series of exams to complete the Foundation Level. The exams test knowledge and understanding of the subjects covered in the syllabus.

What is the pass mark for the Foundation Level exams?

The pass mark for each exam is usually 50%. Candidates must achieve at least this score to pass each module.

Do I need to attend tutorial to pass this exam?

You can choose “self-study” or attend tutorials. It is advised that you study for the exams using the updated ICAN syllabus which available at syllabus.ng.

Are graduates exempted from foundation-level stage of ICAN?

Yes, Graduates with a B.Sc or HND in Accounting obtained from ICAN-accredited institutions or obtained under the Mutual Co-operation Agreement with Tertiary Institutions (MCATI) are exempted from all or some courses in the foundation level. Please check academic and professional exemption sections for more information

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