Hrm Syllabus 2011 Final

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CURRICULUM FOR

MASTER OF ARTS IN HUMAN RESOURCE MANAGEMENT

(w.e.f.2011-12)

Department of Social Work Faculty of Social Sciences

Jamia Millia Islamia New Delhi

110025

INDIA

Course Details Master of Arts in Human Resource Management

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Note: # hpw: hours per week (including 1 hour tutorial)

Semesters Papers Course Title Marks* Credits Teaching inputs in-terms of hours#

Page

no.

SEMESTER I

Semester I HRM-SI-01 Management Concepts and Principles 100 4 4hpw 4

Semester I HRM-SI-02 Management Practice Areas 100 4 4hpw 6

Semester I HRM-SI-03 Human Resource & Talent Management 100 4 4hpw 9

Semester I HRM-SI-04 Social Work and Human Resource Management 100 4 4hpw 12

Semester I HRM-SI-05 Field Work I. Skill labs (50 marks/2 credits) II. Self-management and development

III. IV. V.

VI. model(50 marks/2 credits) VII. Observational visits-plant/ complex

organisations (50 marks/2 credits)

150

6

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SEMESTER II

Semester II HRM- SII-06 Employee Relations 100 4 4hpw 16

Semester II HRM- SII-07 Employee Engagement 100 4 4hpw 19

Semester II HRM-SII-08 Management Research and Computer Applications

100** 4 4hpw 22

Semester II HRM- SII-09 Business and Social Environment 100 4 4hpw 25

Semester II HRM- SII-10 (a) Field Work (b) Viva Voce

150 6 16hpw 27

50 2 --- --

SEMESTER III

Semester III HRM-SII-11 Summer Block Field Work Viva Voce

150 50

6 2

8hpd‡ 29

Semester III HRM- SIII-12 Organizational Behavior 100 4 4hpw 30

Semester III HRM- SIII-13 Human Resource & Organizational Development 100 4 4hpw 33

Semester III HRM- SIII-14 Organizational and Business Communication 100 4 4hpw 36

Semester III HRM- SIII-15 Performance & Strategic Reward Management 100 4 4hpw 39

Semester III HRM- SIII-16 Field Work 150 6 16hpw 42

SEMESTER IV

Semester IV HRM-SIV-17 Strategic Human Resource & Change Management

100 4 4hpw 43

Semester IV HRM-SIV-18 Stress and Conflict Management 100 4 4hpw 46

Semester IV HRM-SIV-19 Corporate Governance 100 4 4hpw 48

Semester IV HRM-SIV-20 Global Human Resource Management 100 4 4hpw 51

Semester IV HRM-SIV-21 (a) Field Work (b) Viva Voce

150 6 16hpw 54

50 2

Grand Total 2500 100

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‡ hpd: hours per day * Each theory paper will be of 100 marks (75 marks for semester end examination and 25 marks for internal assessment (10 marks for skill lab/Extension lecture and 15 marks for take home examination/ class test). ** Practical exam (Unit III) 25 marks, internal assessment 25 marks (Unit I & II) and Semester end exam (90 minutes duration) 50 marks (Unit I and II) .

PERSPECTIVE

The total programme will have 4 semesters over 2 years duration with each semester comprising of 4 theory papers and one practical learning (field work) paper. A few conceptual changes have been made as follows: 1 a. The sequence of papers are planned in a manner from macro to micro mode wherein the

curriculum starts with a basic paper on Management concepts and principles, goes on to Management practice areas to fundamental concepts that help in Human Resource Management.

b. In the second semester, an attempt has been made to sub divide the required inputs into

three broad areas of HRD, employee relations (including industrial relations) and employee engagement (including employee welfare and services) along with supporting subjects like communications and research.

c. In the third semester, the papers have been designed to go into more micro details of all

aspects of Human Resource Management and management research.

d. The fourth and last semester includes the more contemporary HR concepts that are being practiced in modern organisations.

2. Transaction of the curriculum will lay emphasis on human relation skills. 3. Each theory paper will be taught over 4 hours per week of classroom teaching supported by

tutorials, assignments and presentations by students regarding various facets of the curriculum of the concerned paper, research based term papers as well as case study presentation and discussions.

4. It is proposed that each subject should be taught holistically, incorporating the basic concepts

and applications, both voluntary and statutory. It is, therefore, obvious that separate papers on Labour Legislation have not been proposed and each statutory aspect will be taught in conjunction with the principles, concepts and voluntary practices in different organisations.

5. Apart from the conventional teaching method, the teaching would also be supported through

methods like role plays, case studies and management games. 6. The teaching of each courses/papers would identify the skills to be acquired as part of their

courses/papers and to organise skill labs with the help expertise available within the

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department and outside department to ensure that the requisite skills are developed among the students.

SSEEMMEESSTTEERR--II

HRM-SI-01 MANAGEMENT CONCEPTS AND PRINCIPLES Course marks/credit: 100 marks/4 Course objectives 1. To familiarise with the meaning, basic concepts and principles of management 2. To understand the evolution of management thoughts and processes Pre-requisites Ability to understand and analyse ideas and their implementation for managing organisations effectively and efficiently Pedagogy

Lecture Method

Case study method

Tutorial

Individual and Group presentation/ assignment

Skill lab/extension lecture

Learning Outcomes Understand the importance and basic ideas about effective and efficient management of organisations as well as employees. Course Evaluation Internal Assessment: 25 marks (includes class participation) Semester end examination: 75 marks Course Outline Unit I Management: A Conceptual Framework 1. Management: concept, definition, scope and purpose 2. Evolution and schools of management thought 3. Systems approach & contingency approach 4. Managerial skills and roles

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Unit II Management Functions 1. Planning essentials: strategies, policies and planning premises 2. Organising: Nature and Structure 3. Controlling: the system and process of controlling 4. Managerial decision making Unit III Contemporary Management 1. Management By Objectives (MBO) 2. Japanese management techniques 3. Seven S framework, Six sigma 4. MIS, ERP Readings

1. Deede, Keuning, (1998), Management: A Contemporary Approach, Pitman Publishing, London.

2. Drucker, Peter F., (1973), Management Tasks Responsibilities Practices, Allied Publishers Private Limited, New Delhi.

3. Flippo, Edwin B., Gary M. Munsinger, (1975), Management, Third Edition, Allyn and Bacon, Inc., Boston.

4. Gomez-Mejia, R.Luis, David B. Balkin and Robert L. Cardy, (2005), Management, McGraw-Hill Irwin, London.

5. Halal, William E, (1996), The New Management Bringing Democracy and Markets Inside Organization, Berrett-Koehler Publishers, Inc., San Francisco. 6. Jossey-Bass, (2005), Management Skills, Business & Management Series, Jossey- Bass A. Wiley Imprint. 7. Koontz, Harold & Heinz Weihrich, (2004), Essentials of Management: An International Perspective, Tata McGraw-Hill Publishing Company Limited, New Delhi 8. Koontz, Harold, Cyril O’Donnell and Heinz Weihrich, (1980), Management, McGraw-Hill

International Book Company, Johannesburg. 9. Leonard, J. Kazmier, (1982), Management: A Programmed Approach with Cases and

Application, Fourth Edition, Tata McGraw-Hill, New Delhi. 10. Litterer, A. Joseph, (ed.), (1978), Management: Concepts and Controversie’, A. Wiley /

Hamilton Publications, New York. 11. Modi, Bhupender Kumar, (1995), ‘Performance, A Manager’s Challenge, Tata McGraw-Hill

Publishing Company Limited, New Delhi. 12. Pearce, II, et al, (1989), Management, McGraw-Hill Book Company, London.

HRM-SI-02 MANAGEMENT PRACTICE AREAS Course marks/credit: 100 marks/4

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Course Objectives 1. To develop an understanding of the underlying concepts, strategies and issues involved in the

marketing of products and services 2. To build an acquaintance with the broad framework of financial decision making in

organizations 3. To appreciate the process of decision making, planning, scheduling and control of production

and operation functions, productivity improvement in operations, effective and efficient flow, replenishment and control of materials with reference to both manufacturing and services organizations.

Pre-requisites Basic understanding of management concepts. Pedagogy

Lecture Method

Case study method

Tutorial

Individual and Group presentation/ assignment

Skill lab/extension lecture Learning Outcomes Understand the process and importance of fields of management including marketing, finance, production and operations management. Course Evaluation Internal Assessment: 25 marks (includes class participation) Semester end examination: 75 marks Course Outline Unit I Marketing Management 1. Nature and scope of marketing 2. Components of Marketing 3. Consumer behaviour 4. Sales and distribution management Unit II Financial Management 1. Financial Management: concepts, relevance and overview 2. Principles of Accountancy 3. Ratio analysis 4. Tax implications relating to emoluments: allowances, fringe benefits, ESOPs

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Unit III Production and Operations Management 1. Production and operations management: nature and scope 2. layouts; layout planning and analysis 3. Work measurement and quality assurance 4. Operations planning and inventory control Readings 1. Adam, E.E. & R. J. Ebert, (1995), Production and Operations Management, Sixth Edition,

Prentice Hall of India, New Delhi. 2. Chary, S.N., (1989), Production and Operations Management, Tata McGraw Hill, New Delhi. 3. Khan, M.Y., (1992),Financial Management,: Tata Mc Graw Hill, Delhi 4. Kotler, Philip, (2004), Marketing Management: Analysis, Planning, Implementation and Control,

Prentice Hall of India, New Delhi Marketing Management 1. Enis, B.M., (1991), Marketing Classics: A Selection of Influential Articles, McGraw Hill, New

York. 2. Kotler, Philip and G.Armstrong, (2002), Principles of Marketing, Prentice Hall of India, New

Delhi. 3. Neelamegham, (1988), Marketing in India: Cases and Readings, Vikas, New Delhi. 4. Neelamegham, Marketing in India: Cases and Readings, Vikas, New Delhi. 5. Ramaswamy, V.S. and S. Namakumari, Marketing Management, Macmillan, New Delhi. 6. Ramaswamy, V.S. and S. Namakumari, (1990), Marketing Management: Planning Control,

Macmillan, New Delhi. 7. Srinivasan, (2002), Case Studies in Marketing, Prentice Hall of India, New Delhi. 8. Stanton, William J., (1994), Fundamentals of Marketing, McGraw Hill, New York.

Financial Management 1. Anthony, R.N. and J. S. Reece, (1995), Accounting Principles, Sixth Edition, Homewood,

Illinois, Richard D. Irwin. 2. Bhattacharya, S.K. and J.Bearden, (1996), Accounting for Management: Text and Cases,

Vikas, New Delhi. 3. George, A Aragon, Financial Management, Allyn and Bacon. 4. Ghosh, P.K. and G.S. Gupta, (1988), Fundamentals of Management Accounting, National,

New Delhi. 5. Heitger, L.E. and Serge Matulich, (1990), Financial Accounting, McGraw Hill, New York. 6. Hingorani, N.L., and A.R. Ramanathan, (1992), Management Accounting, Fifth Edition, Sultan

Chand, New Delhi. 7. Horngren, Charles, (1994), Principles of Financial and Management Accounting, Prentice Hall,

Inc., Englewood Cliffs, New Jersey. 8. Pandey, I.M., (1999), Financial Management, Vikas. 9. James, C.Van Horne, (2002), Financial Management and Policy, Prentice Hall of India.

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10. Khan and Jain, (1999), Financial Management: Text and Cases, Tata McGraw Hill. 11. Meigs, Robert F. and Walter. B. Meigs, (1990), Accounting: The Basis for Business Decisions,

Eighth Edition, McGraw Hill, New York. 12. Needles, Belverd, (1994), Financial and Managerial Accounting, Houghton Miffin Company,

Boston. 13. Prasanna, Chandra, (2001), Financial Management: Theory and Practice, Tata McGraw Hill. 14. Vij, Madhu, (1997), Financial and Management Accounting, Anmol Publications, New Delhi. Production and Operations Management 1. Amrine, Harold T., (1993), Manufacturing Organisation and Management, Prentice Hall,

Englewood Cliffs, New Jersey. 2. Buffa, E.S., (1987), Modern Production Management, John Wiley, New York. 3. Chase, R.B. and J.J. Aquilano, (1981), Production and Operations Management, Richard D.

Irwin, Homewood, Illinois. 4. Dilworth, James B., (1992), Operations Management: Design, Planning and Control for

Manufacturing & Services, McGraw Hill, Singapore. 5. Dobler, Donald W., and Lee Lamar, (1984), Purchasing and Materials Management, McGraw

Hill, New York. 6. Evans, J.R., (1990), Applied Production and Operations Management, St. Paul, West. 7. Mayer, Raymond R., (1985), Production and Operations Management, McGraw Hill, New York. 8. Moore, F.G., and Hendrick, T.E., (1992), Production / Operations Management, Richard D.

Irwin, Homewood, Illinois. 9. Panneerselvan, (2003), Production and Operations Management, Prentice Hall of India, New

Delhi. 10. Shroeder, G., (1985), Operations Management, McGraw Hill, New Delhi. 11. Wild, Ray, (1985), Essentials of Production and Operations Management, Holt Rinehart and

Winston.

HRM-SI-03 HUMAN RESOURCE AND TALENT MANAGEMENT Course marks/credit: 100 marks/4 Course Objectives

1. To understand the meaning, origin and development of HR and its continuing growth 2. To understand the need and importance of effective HR in order to become good future

managers 3. To understand the various practices being followed in different industries 4. To apply the knowledge and skills of HR in a variety of situations Pre-requisites Basic understanding of human resource management concepts. Pedagogy

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Lecture Method

Case study method

Tutorial

Individual and Group presentation/ assignment

Skill lab/extension lecture Learning Outcomes Understand the importance of HR from an organisation as well as employee point-of-view including current practices Course Evaluation Internal Assessment: 25 marks (includes class participation) Semester end examination: 75 marks Course Outline Unit I Fundamentals of HR Management 1. HR management: concept, scope and evolution 2. HR policy and functioning 3. HR manager :role, competencies 4. Code of ethics Unit II Talent Management 1. Human resource planning 2. HR Acquisition: Resourcing/ on boarding talents, employer branding and talent resourcing 3. Selection: strategies, process and methods 4. On boarding talent Unit III HR Retention and Transition

1. Retention: concept and strategies 2. Talent development and transition 3. Separation and separation modalities 4. HR research, change and the future

Readings

1. Armstrong, Michael, (2003), A Handbook of Human Resource Management Practice, Kogan Page, London.

2. Bechet, Thomas P., (2002), Strategic Staffing: A Practical Toolkit for Workforce Planning, Amacom, New York.

3. Bhattacharya, Dipak Kumar, (2006), Human Resource Planning, Second Edition, Excel Books, New Delhi.

4. Crandell, N. Fredric, J. Marc Wallace, (1998), Work & Rewards in the Virtual Workplace, Amacom, Chicago.

5. Currie, Donald, (2006), Introduction to Human Resource Management: A Guide to Personnel Practice, Chartered Institute of Personnel and Development, London.

6. Davis, Keith, (1957), Human Relations at Work: The Dynamics of Organization Behavior, Tata McGraw-Hill Publishing Company Limited, New Delhi.

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7. Davis, Keith, (1977), Human Behaviour at Work: Organization Behavior, Tata McGraw-Hill Publishing Company Limited, New Delhi.

8. Angelos, De Nisi, W. Ricky Griffin, (2001), Human Resource Management, Houghton Mifflin Company, New York.

9. Decenzo, David A., P. Stephen Robbins, (2005), Fundamentals of Human Resource Management, John Wiley & Sons, USA.

10. Dessler, Gary, (2004), A Framework for Human Resource Management, Pearson Education, Singapore.

11. Domsch, Michel E., Elena Hristozova, (eds.), (2006), Human Resource Management in Consulting Firms, Springer, New York.

12. Mathur, Krishna Mohan, (2001), Managing Human Resource Development: An Indian Perspective, Gyan Publishing House, New Delhi.

13. Folger, Robert, Russell Cropanzano, (1998), Organizational Justice and Human Reource Management, Sage Publications, Thousand Oaks.

14. Luis, R. Gomez-Mejia, B. Balkin David , L. Robert Cardy , (1995), Managing Human resources, Prentice Hall, Englewood Cliffs, New Jersey.

15. Marchington, Mick, Adrian Wilkinson, (2005), Human Resource Management at Work: People Management and Development, Third Edition, Chartered Institute of Personnel and Development, London.

16. Price, Alan, (2000), Principles of Human Resource Management: An Active Learning Approach, Blackwell Business, Massachusetts.

17. Pynes, Joan E., (2004), Human Resources Management for Public and Non Profit Organizations, Second Edition, Jossey-Bass, John Wiley & Sons, Inc., San Francisco.

HRM-SI-04 SOCIAL WORK AND HUMAN RESOURCE MANAGEMENT Course marks/credit: 100 marks/4 Course Objectives 1. To understand the meaning, need and importance of helping profession. 2. To understand the process and principles of working with individuals and groups. 3. To focus on interactions at individual level. Pre-requisites: Conceptual understanding of helping profession of working with people. Pedagogy

Lecture Method

Case study method

Tutorial

Individual and Group presentation/ assignment

Skill lab/extension lecture Learning Outcome

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Understand the importance of professional social work practice skills, with relevance to management. Course Evaluation Internal Assessment: 25 marks (includes class participation) Semester end examination: 75 marks Course outline UNIT: I Fundamentals of Helping Profession 1. Philosophy and objectives of a caring profession: Social Work & HRM 2. Values, ethics and principles of working with people 3. The helping process 4. Skills of a helping profession UNIT: II Working with Individuals in Organisation 1. Individual characteristics and differences 2. Principles of working with individuals 3. Process of working with individuals 4. Individual problems and interventions UNIT: III Working with Individual in Groups 1. Groups: concept, types and dynamics 2. Principles working with groups 3. Process of working with groups 4. Groups influence on individuals Readings:

1. Balgopal, Palassana R. and V. Vassil Thomas, (1983), Groups in Social Work on Ecological Perspective, NY Macmillan Publishing Co.

2. Reddy, Rathan B. (2005), Team Development & Leadership, Jaico Publishing House, Mumbai.

3. Gisela, Kanopka, (1972), Social Group Work – A Helping Process, Englewood Chiffs W.J. Prentice Hall.

4. Helen, Northern, (1988), Social Work with Groups, Second edition, New York. Columbia University Press

5. Lipnack, Jessica, Stamps Jefferey, (1993), The Team Net Factor: Bringing the Power of Boundary Crossing into the Heart of Your Business, Oliver Wight Publications, Inc., USA.

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6. Lipnack, Jessica, Stamps Jefferey, (2000), Virtual Teams: People Working Across Boundaries with Technology, Second Edition, John-Wiley & Sons, Inc., New York.

7. Marquardt, Michael J., Horvath Lisa, (2003), Global Teams: How Top Multinationals Span Boundaries and Cultures with High Speed Teamwork, Jaico Publishing House, Mumbai.

8. Shaw, Marvin E., (1976), Group Dynamics: The Psychology of Small Group Behavior, McGraw-Hill Book Company, New York.

9. Skopec, Eric, Smith Dayle M., (1997), How to Use Team Building to Foster Innovation throughout your Organization, Contemporary Books, Illinois.

10. Skopec, Eric, Smith Dayle M., (1997), The Practical Executive and Team Building, NTC Business Books, Illinois, USA.

11. Teseland, Ronald W and Robert F., (1984), An Introduction to Group Work Practice, New York, Macmillan Publisher Co.

12. West, Michael, (1996), Effective Teamwork, Excel Books, New Delhi.

Semester-I

HRM-SI-05 FIELD WORK Course marks/credit: 150 marks/6 (Skill lab:50/2, SMDM:50/2, Observational visits 50/2). Components

Orientation Program: To be held in the beginning of the academic session for about two weeks aiming at familiarizing students with HRM and including at least one visit to the industry.

Observational visits to Industrial/ complex organizations (Minimum 5 visits).

Skill Labs: To be organized on core skills such as communication, leadership, team building,

structured learning and other preparatory skills for fieldwork. At least four such skill labs are envisaged during the first semester.

Self-management and development module: to be imparted for around 5 days in total, focusing

on developing skills among students required to manage and develop themselves in order to be effective HR professionals. The module will be administered by using management games, adventure sports etc. and can be organized through residential/non-residential, on-campus/outstation format, depending upon the feasibility, costs involved and availability of time.

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Objectives

1. To orient the student about HR profession, context of work organizations and implications for day-to-day HR practice.

2. To develop skills like communication, presentation, organizing, team work, leadership etc.

by organizing skill labs.

3. To familiarize students with basic HR functions, particularly at the time office by observational visits in a business organization at the operational/manufacturing level.

4. To develop skills needed for better self management and self development with a view to

becoming effective HR managers. Tasks

a) Familiarizing with the organizational structure, general management functions, and HR functions through observational visits.

b) Understanding the functioning of time office, leave rules and attendance.

c) Writing reports of orientation, skill labs SMDM, and observational visits

d) Active participation in the Skill Labs, class room discussion, field visits.

e) Active participation in the self-management and development module

f) Attending individual supervisory and group conferences

SSEEMMEESSTTEERR--IIII

HRM-SII-06 EMPLOYEE RELATIONS Course marks/credit: 100 marks/4 Course Objectives 1. To understand the conceptual difference between employee relations and industrial relations 2. To recognise the growing interest in the use of employee relations to improve quality of work

life 3. To identify the balance between task achievement and quality of work life concerns needed for

high productivity 4. To align organisational and employee objectives for improved organisational effectiveness Pre-requisites Understanding of human behaviour at work and human resource management

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Pedagogy

Lecture Method

Case study method

Tutorial

Individual and Group presentation/ assignment

Skill lab/extension lecture Learning Outcomes Understand the importance and process of developing and maintaining harmonious relationships between the management and all levels of employees Course Evaluation Internal Assessment: 25 marks (includes class participation) Semester end examination: 75 marks Course Outline Unit I Employee Relations 1. Employee Relations: Concept, scope and evolution 2. Employee involvement: concept, types and practices. 3. Trade union movement with special focus on India 4. Management of non-unionized employees Unit II Statutory Employee Relations 1. Trade Unions Act, 1926 2. Industrial Disputes Act, 1947 3. Industrial Employment (Standing Orders) Act, 1948 4. MRTU PULP act 1971 Unit III Recent Trends in Employee Relations 1. Employee relations and modern management theories and practices 2. New economic policy and employee relations 3. Changing role of employee and employer relations 4. ILO, international conventions and other international bodies working for improvement in

management-employee relations Readings

1. Agnihotri, Vidyadhar, (1970), Industrial Relations in India, Atma Ram and Sons, New Delhi. 2. Bhangoo, Singh Kesar, (1995), Dynamics of Industrial Relations, Deep & Deep

Publications, New Delhi. 3. Bhargava, P.P., (1995), Trade Union Dynamism, Printwell, Jaipur. 4. Nagaraju, D.S., S., (1981), Industrial Relation System in India, Chugh Publications,

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Allahabad. 5. Davar, R.S., (1991), Personnel Management and Industrial Relations, Vikas Publishing

House Pvt. Ltd., New Delhi. 6. Dhyani, S.N., (1988), Industrial Relations System, Printwell Publishers, Jaipur. 7. Goyal, R.C., (1971), Problems in Personnel and Industrial Relations in India, National

Publishing House, New Delhi. 8. Gupta, K.L., (1979), Industrial Democracy in Public Enterprises in India, Navman

Prakashan, Aligarh. 9. Gupta, S. R., (1987), Industrial Disputes Settlement Machinery, Prateeksha Publications,

Jaipur. 10. Jerome, Joseph, (1985), Strategic Industrial Relations Management, Global Business

Press, New Delhi. 11. Kumar, C. B., (1961), Development of Industrial Relations in India, Orient Longmans Ltd.,

Bombay. 12. Kumar, R., (1992), Labour Participation in Management, Ajanta Publications, New Delhi. 13. Das, Lal, K. K., (1983), Industrial Relations in India, S. Chand & Co. Ltd., New Delhi. 14. Mamoria, C.B., Satish Mamoria, and S.V Gankar., (1997), Dynamics of Industrial

Relations, Himalaya Publishing House, New Delhi. 15. Monappa, Arun, (1995), Industrial Relations, Tata McGraw Hill Publishing Co. Ltd., New

Delhi. 16. Punekar, S.D., S.B. Deodhar and Saraswathi Sankaran, (1999), Labour Welfare, Trade

Unionism and Industrial Relations, Himalaya Publishing House, New Delhi. 17. Pylee, M. V., (1997), Worker participation in Management, Vikas Publishing House (P)

Ltd., New Delhi. 18. Sarma, A.M., (1991), Industrial Relations – Conceptual and Legal Framework, Himalaya

Publishing House, New Delhi. 19. Tripathi, P.C., (1996), Personnel Management and Industrial Relations, Sultan Chand and

Sons, New Delhi. 20. Verma, Pramod, (1981), Management of Industrial Relations, Oxford & IBH Publishing Co.

Pvt. Ltd., New Delhi.

HRM-SII-07 EMPLOYEE ENGAGEMENT Course marks/credit: 100 marks/4 Course Objectives 1. To understand the nature and purpose of employee engagement for organisational

effectiveness 2. To appreciate the need for maintaining the workforce in a fit state of mind and body 3. To identify various types of employee services and welfare schemes and their

administration in organisations Pre-requisites An understanding of the workplace dynamics between an organisation and its employees

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Pedagogy

Lecture Method

Case study method

Tutorial

Individual and Group presentation/ assignment

Skill lab/extension lecture Learning Outcomes Understanding the mutual benefits to an organisation and its employees as a result of better employee engagement Course Evaluation Internal Assessment: 25 marks (includes class participation) Semester end examination: 75 marks Course Outline Unit I Introduction to Employee Engagement 1. Employee engagement: Concept and evolution 2. Developing employee engagement strategy 3. Measuring, managing and maintaining employee engagement 4. Employee engagement and its relationship with improvement in job satisfaction,

productivity, organizational commitment and retention Unit II Welfare for Employee Engagement 1. Labour welfare: concept, evolution and scope 2. Statutory provisions: Factories Act, 1948 and Shops and Establishments Act 3. The Contract Labor (Regulation and Abolition) Act 1970 4. Non statutory measures for employee welfare Unit III Social Security Measures of Employee Engagement 1. Social Security: concept, evolution and types 2. Statutory measures for occupational health etc: Workmen’s Compensation Act,

1923;Employees State Insurance Act, 1948 3. Statutory measures for employee disengagement; Employees Provident Fund and

Miscellaneous Provisions Act, 1952; Payment of Gratuity Act, 1972 and voluntary retirement measures.

4. Statutory measures for women: Maternity Benefits Act, 1961 and prevention of sexual harassment at workplace.

Readings

Labour Laws

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1. Amjad, Ali, (2001), Labour Legislation and Trade Unions in India and Pakistan, Oxford University Press, Oxford.

2. Bhatia, K. S., (2003), Constructive Industrial Relations and Labour Laws, Deep & Deep Publications Pvt. Ltd., New Delhi.

3. Budd, John W., (2004), Employment with a Human Face, Cornell University Press, London.

4. Chakravarti, K. P., (1983), Law of Industrial Employment and Management of Discipline, Pioneer Publications, Delhi.

5. Srivastava, K. D., (1995), Commentaries on Minimum Wages Act, 1948, Eastern Book Company, Lucknow.

6. Srivastava, K. D., (2003), Commentaries on Payment of Wages Act, 1936, Fifth Edition, Eastern Book Company, Lucknow.

7. Leat, Mike, (2001), Exploring Employee Relations, Elsevier, Singapore. 8. Ratnam, Venkatai C. S., (2006), Industrial Relations, Oxford University Press, India. 9. Paranjpe, Vivek, (1991), Human Resource Management in India - Legal Perspective,

Capital Books International, New Delhi. 10. Walsh, David J., (2007), Employment Law for Human Resource Practice, Second

Edition, Thomson West, UK. 11. Zaheeruddin, (1985), Labour Welfare Laws and Employment Conditions in India, Deep

& Deep Publications, New Delhi.

Labour Welfare 1. Charles, R. Greer, (2001), Strategy and Human Resources: A General Managerial

Approach, Second Edition, Pearson Education Asia, India. 2. Heinrich, H. W., (1959), Industrial Accident Prevention: A Scientific Approach,

McGraw-Hill Book Company, London. 3. Jois, P. V., (1981), Labour Welfare: New Outlook of Industry and Labour in Modern

Society, Somaiya Publications Pvt. Ltd., New Delhi. 4. Mandley, William, (ed.), (1997), Industrial Safety Handbook, McGraw-Hill Book

Company, New Delhi.

HRM-SII-08 MANAGEMENT RESEARCH AND COMPUTER APPLICATIONS Course marks/credit: 100 marks/4 Course Objectives

1. To provide an insight into the scope and extent of application of research as an information providing activity for the purpose of management decision making

2. To achieve a basic understanding of research methodology and modern analytical tools.

3. To become familiar with some basic statistical techniques and their applications in business decision- making.

4. To develop an appreciation of different software and hardware systems available. 5. To build up the experience of computer usage in business organizations with specific

reference to commercial data processing system.

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Pre-requisites Understanding organisational activities and the need for research Pedagogy

Lecture Method

Case study method

Tutorial

Individual and Group presentation/ assignment

Skill lab/extension lecture Learning Outcomes

Understanding the importance and application of research and quantitative techniques used in the management of an organisation.

Students will learn computer application for management Course Evaluation Internal Assessment: 25 marks (includes class participation) Semester end examination: 75 marks

Course Outline Unit I Fundamentals of Research Methodology

1. Management Research: Nature and Scope. 2. Methods of Social Research: Qualitative and Quantitative. 3. Process of Management Research: Research Design, Sampling, Methods, tools of Data

collection and data analysis. 4. Ethical Issues in Research.

Unit II Statistical Measures

1. Levels of Measurement: Nominal, Ordinal, Interval and Ratio. 2. Measures of Central Tendency: Mean, Median and Mode 3. Mean Deviation, standard Deviation and Variance. 4. Correlation, t- test and Chi square.

Unit III Computer Applications: Data Management

1. Computer Applications for Management Research: introduction 2. SPSS: Creating and saving a data file, assigning names and values to variables, Creating

syntax file for execution and running and obtaining simple analysis. 3. Creating output files and Statistical applications. 4. Data interpretation and report writing

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Readings 1. Aaker, D.A. and G.S.Day, (1981), Marketing Research, John Wiley, New York. 2. Aizel, Amir D., Jayavel Sounderpandian, (2006), Complete Business Statistics, Tata

McGraw-Hill Publishing Company Limited, New Delhi. 3. Aizel, Amir D., Jayawel Sounderpandian, (2005), Complete Business Statistics, Tata

McGraw-Hill Publishing Company Limited, New Delhi. 4. Black, Ken, David L. Eldredge, (2002), Business & Economic Statistics Using Microsoft

Excel, South-Western, Thomson Learning, USA. 5. Boyd,H.W and R.Westfall, , (1986), Marketing Research: Text and Cases, Richard D.

Irwin, Homewood, Illinois. 6. Brown, F.E., (1981), Marketing Research, Addison Wesley, New York. 7. Burns, Alvin C. and Ronald F.Bush, (1995), Marketing Research, Prentice Hall Inc.,

Englewood Cliffs, New Jersey. 8. Churchill, Glibert A., (1983), Marketing Research: Methodological Foundations, Dryden

Press, Chicago. 9. Dhar, Upinder, Santosh Dhar and Smriti Dhar, (eds.), (2003), Cases in Management:

Glimpses of Indian Situations, Prestige Institute of Management and Research, Indore. 10. Gatignon, Hubert, (2003), Statistical Analysis of Management Data, Kluwer Academic

Publishers, USA. 11. Green, P.E. and D.S.Tull, (1991), Research for Marketing Decisions, Prentice-Hall of India,

New Delhi. 12. Gupta, Nirmal K., (1994), Management Research: Contemporary Issues, South-Asia

publications, Delhi. 13. Gupta, S.P. and M.P.Gupta, (1997) Business Statistics, Sultan Chand and Sons, New

Delhi. 14. Kazmier, L.J. and N.F.Pohl, (1988), Basic Statistics for Business and Economics, McGraw

Hill, New York. 15. Khawaja, Amjad Saeed, (ed.), (1992), Management Cases: Case Concept, Case Analysis

Techniques, Cases for Actual Analysis, Research and Publications Bureau, Accountancy and Taxation Services Institute, Lahore, Pakistan.

16. Levin, Richard I. and David S.Rubin, (1995), Statistics for Management, Prentice Hall, New Jersey.

17. Levin, Richard I., David S.Rubin, (2006), Statistics for Management, Prentice-Hall of India Private Limited, New Delhi.

18. Narag, A.S., (1995), Linear Programming and Decision Making, Sultan Chand and Sons, New Delhi.

19. Stephen, K.C., (1988), Applied Business Statistics: Text Problems and Cases, Harper and Row, New York.

20. Terry, Sineich, (1990), Business Statistics by Examples, Collier MacMillian Publishers, London.

21. Towl, R., M. S. Doraiswami, (1963), ASCI Case Collection: First Series, Asia Publishing House, Mumbai.

22. Tull, D.S. and D.I.Hawkins, (1997), Marketing Research: Measurement and Methods, Sixth Edition, Prentice-Hall of India, New Delhi.

23. Upinder, Dhar, Santosh Dhar, (2002), Case Method in Management Education, Excel Books, New Delhi.

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24. Vrat, Prem, K. K. Ahuja, P. K.Jain, (2002), Case Studies in Management, Vikas Publishing House Pvt. Ltd., New Delhi.

25. Wright, Susan E., (1986), Social Science Statistics, Allyn and Bacon, Inc., Boston. 26. Foster, J J., (1998), Data Analysis Using SPSS for Windows, Sage Publications, London. 27. Miller, M., (2003), Absolute Beginner's Guide to Computer Basics, Que Publishing, USA.

HRM-SII-09 BUSINESS AND SOCIAL ENVIRONMENT Course marks/credit: 100 marks/4 Course Objective To understand fundamentals of business, economic and social environment Pre-requisites Elementary understanding of economic and business environment Pedagogy

Lecture Method

Case study method

Tutorial

Individual and Group presentation/ assignment

Skill lab/extension lecture Learning Outcome Importance and relevance of business environment: relevance to HRM Course Evaluation Internal Assessment: 25 marks (includes class participation) Semester end examination: 75 marks Course outline Unit I Economic Environment 1. Economic institutions: national & global 2. Indian economy: the changing face since independence 3. Industrial and fiscal policy in India 4. Economic growth: implication for business Unit II Social Environment 1. The changing face of Indian society 2. Changing profile of Indian workforce 3. Sociology of work 4. Socialization of individuals

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Unit III Business Environment 1. Business, society and globalization 2. Business Model: traditional and contemporary 3. Indian and global business environment 4. Current business concerns: WTO, GATTS, IPR, SEZ. Readings

1. Arthur, Francis, Turk Jeremy and Paul William, (eds.), (1983), Power, Efficiency & Institutions: A Critical Appraisal of the Markets and Hierarchies Paradigm, Heinemann Educational Books, London.

2. Auster, Carol J., (1996), The Sociology of Work: Concepts and Cases, Pine Forge Press, New Delhi.

3. Edgell, Stephen, (2006), The Sociology of Work, Continuity and Change in Paid and Unpaid Work, Sage Publications, New Delhi.

4. Hall, Wendy, (1995), Managing Cultures: Making Strategic Relationships Work, John Wiley & Sons, New York.

5. Weinshall, Theodore D., (ed.), (1977), Culture and Management, Penguin Books, Canada.

Semester-II

HRM-SII-10 FIELD WORK Course marks/credit: 150 marks/6 Objectives

1. To develop an in-depth understanding of the nature, structure & functioning of the organization.

2. To familiarize with the functioning of Human Resource / IR Department at the

plant/operational level.

3. To gain a practical understanding of various laws and their administration.

4. To develop an understanding of human behavior in work situation.

5. To develop a professional attitude in dealing with problems & personnel at the organization.

Task Detailing out a work plan in consultation with the agency and faculty supervisor and carrying it through. The work plan should include the following:

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1. Administration of legal provisions: Payment of Wages Act, Minimum Wages Act, Payment of Bonus Act and Contract Labour Regulations Act.

2. Administration of social security provisions: Employees’ Provident Fund Act, Payment of

Gratuity Act, Employees State Insurance Act, Workmen’s Compensation Act & Maternity Benefits Act.

3. Administration of welfare provisions: Factories’ Act/Shops & Establishments Act and non-

statutory welfare schemes.

4. Familiarization with I.R. and trade union history of the organization.

5. Understanding the provisions and applicability of Industrial employment (standing orders) Act, and Industrial Disputes Act.

6. Familiarization with Trade Union Operation in the organization and understanding with its

functioning.

7. Familiarization with grievance handling procedure and disciplinary inquiries. 8. Identification and analysis of a problem, case, innovative scheme or practice in the

organization for presentation in the group conference.

HRM-SII-11 SUMMER PLACEMENT - FIELD WORK Course credit: 8 Summer Placement 30 working days of summer placement fieldwork training after Semester-II Examinations: Placement Any large/medium scale organization/industrial establishment having a proper HR/Personnel department Objectives 1. To understand the organization, its structure, business strategy and unique features 2. To gain practical understanding of all the major HR management functions. Tasks

1. Participating in the routine actives of the organization. 2. Understanding the complete process of HRM and general management functions in

the organization. 3. Conducting a research project or developing a case study on any of the areas related

to objectives.

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The student is required to adhere to the agency timings during the eight weeks span and submit detailed summer placement and research reports. A list of the suggested HRM and general management functions to be understood by the students is as under:

Understanding functions and organization of Human Resource Management

Recruitment and selection

Performance appraisal system

Human resource planning

Job analysis, job evaluation and job descriptions.

Personnel policies-transfers, promotions.

Human Resource Development

Employee Relations

Employee engagement

Corporate Social Responsibility

Semester III

HRM-SIII-12 ORGANIZATIONAL BEHAVIOR Course marks/credit: 100 marks/4 Course Objectives 1) To develop acquaintance with the basic processes and principles underlying human behavior. 2) To understand how people behave in organisations 3) To facilitate the development of a perspective to diagnose and effectively deal with the issues

of human behaviour in organisations. 4) To enhance understanding of the dynamics of interaction and integration between the

individual and the organization. 5) To explore the organization system in totality so as to capture the full complexity of human

behavior at work. 6) To understand how to effectively recognize and resolve human issues in organizational

settings. 7) To focus on ways to enhance organizational effectiveness through people Pre-requisites Basic understanding of organisational behaviour concepts Pedagogy

Lecture Method

Case study method

Tutorial

Individual and Group presentation/ assignment

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Skill lab/extension lecture Learning Outcomes Understand the importance of human behaviour at work from an organisation as well as employee point of view including familiarity with current practices Course Evaluation Internal Assessment: 25 marks (includes class participation) Semester end examination: 75 marks Course Outline Unit I Introduction to Human Behavior

1. Meaning, importance and key elements 2. Perception, cognition and learning: concept and theories 3. Personality and Attitudes: Concept and theories. 4. Emotional intelligence: Concept and theories.

Unit II Motivation and Leadership

1. Motivation: Concept, factors and theories. 2. Leadership: concept, skills, types and theories. 3. Team work, team building and decision making 4. Interpersonal relationships, job satisfaction and employee morale

Unit III Organizational Culture and Effectiveness Development

1. Organizational Culture: Definition, importance and Components. 2. Management of Organizational culture and employee effectiveness. 3. Organizational Effectiveness: Concept, factors and importance. 4. Dimensions of organizational effectiveness

Readings

1. Bratton, John, Militza Callinan, Carolyn Forshaw and Peter Sawchuk, (2007), Work and Organisational Behavior, Palgrave Macmillan, New York.

2. Buelens, Marc, Herman van Den Broeck, Karlien Vanderheyden, Robert Kreitner and Angelo Kinicki, (2006), Organisational Behavior, Third Edition, McGraw-Hill Education, Berkshire.

3. Cartwright, Susan, L. Cary Cooper, (1997), Managing Workplace Stress, Sage Publications, New Delhi.

4. Champoux, Joseph E., (2001), Organizational Behavior: Essential Tenets for a New Millennium, South Western Thomson Learning, Team Spirit (India) Pvt. Ltd., Ahmedabad, India.

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5. Chandan, Jit S., (1996), Organizational Behavior, Vikas Publishing House Pvt. Ltd., New Delhi.

6. Chauhan, Daisy, (2002), Managing Executive Stress: An Approach to Self Development, Excel Books, New Delhi.

7. Daft, Richard L., Noe Raymond A., (2001), Organizational Behavior, Harcourt College Publishers, USA.

8. DeCenzo, David and P. Stephen Robbins, Human Resource and Personnel Management.

9. Coleman, Vernon (1988), Stress Management Techniques: Managing People for Healthy Profits, Mercury Business Books, London.

10. Gannon, Martin, J., Organisational Behavior – A Managerial and Organisational Perspective, Little, Brown and Company, Boston / Toronto.

11. Hersay, Paul and H. Kenneth Blanchard, Management of Organisational Behaviour: Utilizing Human Resources, Prentice Hall of India Private Limited, New Delhi.

12. Hersey, Paul and H. Kenneth Blanchard and E. Dewey Johnson, (2001), Management of Organizational Behavior: Leading Human Resources, Eighth Edition, Pearson Education Asia, India.

13. Hitt, Michael A., C. Chet Miller, Adrienne Colella, (2006), Organizational Behavior: A Strategic Approach, John Wiley & Sons, Inc., USA.

14. Lussier, Robert N., (2002), Human Relations in Organizations: Applications and Skills Building, Fifth Edition, McGraw-Hill Higher Education, New York.

15. Luthans, Fred, (2005), Organizational Behavior, Tenth Edition, McGraw-Hill Higher Education, New York.

16. Luthans, Fred, Organisational Behaviour, Irwin McGraw-Hillullins. 17. Mullins, Laurie J., Management and Organisational Behaviour, Pearson Education

Limited, Essex. 18. Newstrom, John W. and Keith Davis, Organisational Behaviour – Human Behavior at

Work, Tata McGraw-Hill Publishing Company Limited, New Delhi. 19. Pestonjee, D. M., (1999), Stress and Coping: The Indian Experience, Second

Edition, Sage Publications, New Delhi. 20. Pestonjee, D. M., Udai Pareek (eds.), (1997), Organizational Role Stress &

Coping, Rawat Publications, Jaipur. 21. Pfeffer, Jeffrey, (1992), Managing with Power: Politics and Influence in

Organizations, Harvard Business School Press, USA. 22. Robbins, Stephen P., Organizational Behaviour, Pearson Education (Singapore) Pte.

Ltd., Delhi 23. Robbins, Stephen P., Judge Timothy A., (2007), Organizational Behavior, Twelfth

Edition, Prentice Hall of India, New Delhi.

HRM-SIII-13 HUMAN RESOURCE AND ORGANIZATIONAL DEVELOPMENT Course marks/credit: 100 marks/4 Course Objectives 1. To understand the nature and importance of HRD & organizational development and identify

the various inputs that should go into it

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2. To facilitate an understanding of the concept, methods and strategies for HRD and organizational development.

3. To appreciate the linkages between its various sub-systems. Pre-requisites A good grasp of basic human resource management function and human behaviour at work Pedagogy

Lecture Method

Case study method

Tutorial

Individual and Group presentation/ assignment

Skill lab/extension lecture Learning Outcomes Understand the importance of and strategies for Human Resource Development from an organisation as well as employee point-of-view, including current practices. Course Evaluation Internal Assessment: 25 marks (includes class participation) Semester end examination: 75 marks Course Outline Unit I Fundamentals of Human Resource Development

1. Concepts, philosophy, goals, challenges and prerequisites. 2. Models, evolution and objectives. 3. HRD System: Design, principles and strategies. 4. Fundamentals of Learning, training, education, competency and development.

Unit II Human Resource Development System

1. Training and Development: Overview, principles, strategies and phases. 2. Training Need Identification: Concept and Methods. 3. Training planning, organizing, modalities and methods. 4. Training Evaluation: process, methods and tools.

Unit III Organizational Development (OD)

1. Concept, scope, values, assumptions and need. 2. Appreciative enquiry, action and Program management. 3. OD interventions and techniques. 4. OD for managing Organizational Effectiveness. Readings

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1. Dayal, Ishwar, (1993), Designing HRD Systems, Concept, New Delhi. 2. Dayal, Ishwar, (1996), Successful Applications of HRD, New Concepts, New Delhi. 3. De Simone, Randy L., (1998), Human Resource Development, Second Edition, The

Dryden Press, Harcourt Brace College Publishers, Fort Worth. 4. Elliott, Carole, Turnbull Sharon, (ed.), (2005), Critical Thinking in Human Resource

Development, Routledge, London. 5. Ghosh, Biswanath, (2000), Human Resource Development and Management, Vikas

Publishing House Pvt. Ltd., New Delhi. 6. Gilley, Jerry W., A. Steven Eggland, (1989), Principles of Human Resource

Development, Addison-Wesley Publishing Company, Inc., Massachusetts. 7. Harrison, Rosemary, (1997), Employee Development, Universities Press (India)

Limited, Hyderabad. 8. Harrison, Rosemary, Joseph Kessels, (2004), Human Resource Development in a

Knowledge Economy: An Organisational View, Palgrave Macmillan, New York. 9. Jayagopal, R., (1990), Human Resource Development: Conceptual Analysis and

Strategies, Sterling Publishers Private Limited, New Delhi. 10. Joy-Matthews, Jennifer, David Megginson and Mark Surtees, (2004), Human

Resource Development, Kogan Page India Pvt. Ltd., New Delhi. 11. Kohli, Uddesh and P. Dharni Sinha, (2000), Human Resource Development: Global

Changes and Strategies 12. Maheshwari, B.L. & P. Dharni Sinha, (1991), Management of Change through HRD,

Tata McGraw Hill, New Delhi. 13. Mathur, B.L., (1989), Human Resource Development, Arihant, Jaipur. 14. Pareek, Udai, (1992), Managing Transitions: The HRD Response, Tata McGraw Hill,

New Delhi. 15. Pareek, Udai, V.Sisodia, (eds.), (1999), HRD in the New Millennium, Tata McGraw-

Hill, New Delhi. 16. Rao, N. P., (1986), Human Resource Development in Management and

Administration, B. R. Publishing Corporation, Delhi. 17. Rao, T. V., (1996), Human Resource Development: Experiences, Interventions,

Strategies, Sage Publications, New Delhi. 18. Rao, T. V., K. K. Verma, Anil K. Khandelwal, S. J. E. Abraham (eds.), (1997),

Alternative Approaches and Strategies of Human Resource Development, Rawat Publications, Jaipur.

19. Rao, T.V., et al, (1988), Alternative Approaches & Strategies of Human Resource Development, Rawat, Jaipur.

20. Silvera, D. M., (1990), Human Resource Development: The Indian Experience, New Sindia Publications, New Delhi.

21. Silvera, D.N., (1991), The Indian Experience, New India, Delhi. 22. Singh, P.N., Training for Management Development, Suchendra Publication (ISTD). 23. Tripathi, P. C., (1997), Human Resource Development, Sultan Chand & Sons, New

Delhi.

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HRM-SIII-14 ORGANIZATIONAL AND BUSINESS COMMUNICATION Course marks/credit: 100 marks/4 Course Objectives 1. To understand the basic communication process 2. To know about the flow of communication in organisations 3. To appreciate the characteristics of verbal and non-verbal communication 4. To identify barriers and breakdowns in communication and suggest approaches to improve it 5. To become aware of the role of the electronic media in communication 6. To impart knowledge about communication theory and develop skills in verbal and non-verbal

communication. Pre-requisites Basic understanding of human behaviour and interactive process Pedagogy

Lecture Method

Case study method

Tutorial

Individual and Group presentation/ assignment

Skill lab/extension lecture Learning Outcomes 1. Understand the importance of organisational communication in an organisation. 2. To have an insight into the nature and types of medium used for business communication. Course Evaluation Internal Assessment: 25 marks (includes class participation) Semester end examination: 75 marks Course Outline I Fundamentals of Communication

1. Communication: concepts, process and models 2. Role, functions and importance of communication in business organizations 3. Communication: process, principles, barriers and gateways 4. Theories of interpersonal communication (Johari window, Transactional Analysis, etc).

II Types of Communication 1. Classification of communication 2. Essentials of Verbal and non-verbal communication

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3. Flow of communication, information and information overload 4. Patterns of communication, communication networks and designs, feed-forward and feedback. III Business Communication 1. Essentials of effective Business communications 2. Written business communication 3. Business reports: types, structure steps and report presentation. 4. Action, Desire, Interest and Attention (AIDA): concept and strategy. Readings 1. Chaturvedi, P.D. and Mukesh Chaturvedi, (2007), Business Communication: Concepts, Cases

and Applications, Pearson Education. 2. Lesikar, R. V and J. D Petitt Jr; (1996), Business Communication: Theory and Application,

Homewood III; Richard D. Irwin. 3. Sharma, R.C. & K. Mohan, Business Report Writing and Correspondences (TMH). 4. Michael, V.P., Communication and Research for Research for Management, Himalaya

Publishing House, Bombay.

HRM-SIII-15 PERFORMANCE AND STRATEGIC REWARD MANAGEMENT

Course marks/credit: 100 marks/4 Course Objectives

1. To appreciate the need, philosophy and conceptual framework of performance management and strategic reward management.

2. To learn the process and methods of performance management. 3. To highlight the need for introducing, managing and evaluating performance management 4. To understand the fundamentals of reward management, its aims, types and

procedures. 5. To appreciate the need for job evaluation and its methodology as a pre-requisite to pay

fixation/ compensation. 6. To highlight the considerations in pay fixation and pay structures. 7. To understand the concept, opportunities and types of performance related pays. 8. To know about various employee benefits and to choose the most appropriate.

Pre-requisites Basic understanding of compensation and reward systems Pedagogy

Lecture Method

Case study method

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Tutorial

Individual and Group presentation/ assignment

Skill lab/extension lecture Learning Outcomes

Application of performance management systems

Applicability of various rewards and other incentives in to HR practice Course Evaluation Internal Assessment: 25 marks (includes class participation) Semester end examination: 75 marks Course Outline UNIT I Concepts and Evolution

1. Job Analysis, Job Description, Job Specification and Job Evaluation: Concept and Methods.

2. Compensation: Concept, methods and theoretical basis. 3. Strategic Reward Management: Concept, Strategies, policies and procedures. 4. Performance management, performance appraisal, potential appraisal and competency

Mapping.

Unit II Performance Management System

1. Concept, types, Performance cycle and factors affecting performance. 2. Performance Measures and methods of Performance Appraisal 3. Managing Continued Performance. 4. Performance Management System and other HR Systems.

Unit III Compensation

1. Job Grading, structures, fixation, Differentiation and Performance related Pay. 2. Wage legislations: Payment of wages Act 1936, Minimum wages Act 1948 and Equal

Remuneration Act, 1976. 3. Employee Benefits: Concept, Objectives, Purpose and types. 4. Statutory and non statutory employee Benefits.

Readings 1. Armstrong, Michael and Helen Murlis, (1988), Reward Management: A Handbook of Salary

Administration, London, Kegan Paul. 2. Armstrong, Michael, (1996), Employee Reward, Universities Press (India) Limited, Hyderabad.

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3. Armstrong, Michael, Helen Murlis, (1980), A Handbook of Salary Administration, Kogan Page, London.

4. Singh, B. D. (2007), Compensation and Reward Management, Excel Books, New Delhi. 5. Barry, Gerhart, Sara L. Rynes, (2003), Compensation: Theory, Evidence and Strategic

Implications, Sage Publications, Thousand Oaks. 6. Bergmann, Thomas J., Vida Gulbinas Scarpello, (2002), Compensation Decision Making,

Fourth Edition, South-Western, Thomas Learning, Ohio. 7. Bhatia, S. K., (2003), New Compensation Management in Changing Environment: Managerial

Remuneration and Wage & Salary Administration, Deep & Deep Publications, New Delhi. 8. Brown, Duncan, Michael Armstrong, (1999), Paying for Contribution: Real Performance-

Related Pay Strategies, Kogan Page, London. 9. Burgess, Leonard R., (1984), Wage & Salary Administration, Charles E. Merrill Publishing Co.,

Ohio. 10. David, A. Hume, (1995), Reward Management: Employee Performance, Motivation and Pay,

Blackwell Business, Oxford, UK. 11. Geoff, White, Janet Drunker, (eds.), (2000), Reward Management: A Critical Text, Routledge,

London. 12. Milkovich, George, T., Jerry M. Nauman, (2002), Compensation, Seventh Edition, Irwin

McGraw-Hill, USA. 13. Hendorson, Richard I, (1994), Compensation Management : Rewarding Performance,

.Engelwood Cliffs, Prentice Hall Inc. 14. Stredwick, John (1997), Cases in Reward Management, Kogan Page, London. 15. Armstrong, Michael, Helen Murlis, (2003), Handbook of Reward Management: Remuneration

Strategy and Practice, Crest Publishing House, New Delhi. 16. Heneman, Robert, L. (2002), Strategic Reward Management: Design, Implementation, and

Evaluation, Information Age Publishing, London. 17. Saiyadain, Mirza S., (2003), Human Resource Management, Tata McGraw-hill, New Delhi. 18. Adkins, Tony C., (2006), Case Studies in Performance Management: A Guide from the

Experts, John Wiley & Sons, Inc., New Jersey. 19. Aguinis, Herman, (2007), Performance Management, Pearson Prentice Hall, New Jersey. 20. Armstrong, Michael, Angela Baron, (2004), Performance Management: The New Realities,

Jaico Publishing House, Delhi. 21. Hiam, Alexander, (2003), Motivational Management: Inspiring your people for maximum

performance, Amacom, New York. 22. Jones, Norman, (1999), Performance Management in the 21st Century: Solutions for Business,

Education, and Family, St. Lucie Press, New York. 23. King, Patricia, (1984), Performance Planning & Appraisal: A How-to Book for Managers,

McGraw-Hill Book Company, New Delhi. 24. Kohli,A.S. and Deb Tapomoy, (2008), Performance Management, Oxford University Press,

New Delhi. 25. Kroth, Michael, (2007), The Manager as a Motivator, Praeger, London. 26. Marr, Bernard, (2006), Strategic Performance Management, Elsevier, London. 27. Rao, T. V., (2004), Performance Management and Appraisal Systems: HR Tools for Global

Competitiveness, Response Books, Sage Publications, New Delhi.

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Semester III

HRM-SIII-16 FIELD WORK Course marks/credit: 150 marks/6 Placement Fieldwork placement in corporate offices of large-scale organizations/Industrial establishments having major thrust on HRD and other corporate HR functions. Field Work Objectives

1. To develop an understanding of the nature & structure of the organization. 2. To develop familiarity with major HRM functions at the corporate level. 3. To gain insights into the process of policy formulation and implementation. 4. To develop a professional attitude towards work & human resources at the

organization. 5. To develop skills in project formulation for the research project to be carried

out in the fourth semester. Tasks

1. Familiarization with the organization, its structure, financial standing and philosophy.

2. Establishing rapport with the personnel and understanding importance of HR/HRD Department.

3. Familiarization with the overall human capital management functions and relating it with global perspectives in HR practice.

4. Understanding the policies and practices relating to employee relations, employee engagement, talent management, reward and compensation management and performance management in large-scale organizations.

5. Understanding human resource planning, job analysis, job evaluation and job description, and recruitment and selection process.

6. Identification of research problem and developing synopsis for project to be conducted in fourth semester

7. Active participation in the Skill Labs 8. Maintaining professionalism in attending individual conferences, group

conferences, timely submission of reports and attending regular individual conferences.

Semester- IV

HRM- SIV- 17 STRATEGIC HUMAN RESOURCE AND CHANGE MANAGEMENT

Course marks/credit: 100 marks/4 Course Objectives 1. Understanding the correlation between HR and business practices in the organisation.

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2. To understand the concept of change, factors promoting and resisting change and the theoretical percepts of planned change.

3. To learn the guidelines and process of change management strategically. 4. To develop an understanding of concept, importance and need for dynamic organizational

culture, effectiveness and development. 5. To internalize the steps and tools of developing effective organizations.

Pre-requisites

Basic understanding of conceptual, functioning aspects of business strategy and relevance to HR practice

Basic understanding of organizational development and change management Pedagogy

Lecture Method

Case study method

Tutorial

Individual and Group presentation/ assignment

Skill lab/extension lecture Learning Outcomes

Understand the importance of change management and organizational development.

Students will learn to appreciate HR practices in complex organisations. Course Evaluation Internal Assessment: 25 marks (includes class participation) Semester end examination: 75 marks Course Outline Unit I Strategic HRM

1. Business Strategy and Strategic HRM : Concepts, need and Process 2. Models of Strategic HRM. 3. Structural and functional strategies of SHRM 4. Human resource environment and emerging trends (outsourcing, Mergers and acquisition,

and Contract management) Unit II Practice of Strategic HRM

1. Strategic HR planning, acquisition and development 2. Strategic job analysis, job design, compensation, benefits and budgeting 3. Strategic recruitment and selection 4. Strategic training and development

Unit III Change Management

1. Change management: Concept, need and process. 2. Planned Change: Models and theories.

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3. Strategic Change Management. 4. SHRM Competencies.

Readings 1. Bridges, W., (1991), Managing Transitions: The Most, William Bridges and associates Inc, New

York. 2. Kotter, J., (1996), Leading Change, Harvard Business School Press, Boston. 3. Schein, E H., (2004), Organizational Culture and Leadership, John Willey Sons, San

Francisco. 4. Alan, R. Nankervis, Robert L. Compton, Terence E. McCarthy, (1992), Strategic Human

Resource Management, Thomson Nelson, Boston. 5. Armstrong, Michael, (2000), Strategic Resource Management: A Guide to Action, Kogan Page,

London. 6. Gibson, Rowan, (Editor), Rethinking the Future, Nicholas Brealey Publishing, London. 7. Graeme, Martin, Susan Hetrick, (2006), Corporate Reputations, Branding and People

Management: A Strategic Approach to HR, Elsevier, US. 8. Graeme, Salaman, (ed.), (1992), Human Resource Strategies, Sage Publications, London. 9. Grieves, Jim, (2003), Strategic Human Resource Development, Sage Publications, New Delhi. 10. Jeffrey, Hello. A., (2002), Strategic Human Resource Management, Thomson, South Western,

UK. 11. Legge, Karen, (2005), Human Resource Management: Rhetorics and Realities, Anniversary

Edition, Palgrave Macmillan, New York. 12. Randall, S. Schuler, Susan E. Jackson, (2007), Strategic Human Resource Management,

Second Edition, Blackwell Publishing, USA. 13. Redman, Tom, Adrian Wilkinson, (2001), Contemporary Human Resource Management,

Prentice Hall, England. 14. Reed, Alec, (2004), Innovation in Human Resource Management: Tooling up for the talent

wars, Jaico Publishing House, Mumbai. 15. Reilly, Peter, Williams Tony, (2006), Strategic Human Resource, Gower, England. 16. Ridgeway, Christopher, Wallace Brain, (1995), Strategic People Management & Empowering

People, Jaico Publishing House, Delhi. 17. Rothwell, William J., H. C. Kazanas, (2005), Strategic Planning for Human Resources, Jaico

Publishing House, Delhi. 18. Saini, Debi S., Sami A. Khan., (eds.), (2000), Human Resource Management: Perspective for

the New Era, Response Books (Sage Publications), New Delhi. 19. Salaman, Graeme, John Storey, John Billsberry, (eds.), (2005), Strategic Human Resource

Management: Theory and Practice, A Reader, Second Edition, Sage Publications, London. 20. Sharma, Anuradha, Aradhana Khandekar, (2006), Strategic Human Resource Management:

An Indian Perspective, Response Books, Sage Publications, New Delhi. 21. Tanuja, Agarwala, (2007), Strategic Human Resource Management, Oxford University Press,

India.

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HRM-SIV-18 STRESS AND CONFLICT MANAGEMENT

Course marks/credit: 100 marks/4 Course Objectives 1. To understand the importance of stress and coping strategies for HR. 2. To appreciate the need for managing conflicts at individual, intra-and inter- organizational

levels. Pre-requisites Understanding of social relationships and organizational processes Pedagogy

Lecture Method

Case study method

Tutorial

Individual and Group presentation/ assignment

Skill lab/extension lecture Learning Outcomes Relevance of stress and conflict management in organizational settings Course Evaluation Internal Assessment: 25 marks (includes class participation) Semester end examination: 75 marks Course Outline Unit I Understanding Stress

1. Stress, Crisis and Burnout : Concepts and Factors 2. Life events, stress and work life balance 3. Theories of stress and Stressors 4. Manifestations of Stress

Unit II Understanding Organizational Conflict

1. Conflict: Concept , sources and theories 2. Dimensions and manifestations of conflict 3. Functional and Dysfunctional Conflict 4. Levels of conflict- individual, inter and intra group

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Unit III Coping with Stress and Conflict

1. Concept and mechanisms of coping (individual, social sub-system, organization, professional services).

2. Coping and managing stress 3. Conflict prevention and management 4. Negotiation and mediation for conflict resolution

Reading 1. Cartwright, S, C. L. Cooper, (1997), Managing Workplace Stress, Sage Publications, New

Delhi. 2. Chauhan, D., (2002), Managing Executive Stress: An Approach to Self Development, Excel

Books, New Delhi. 3. Coleman, V., (1988), Stress Management Techniques: Managing People for Healthy Profits,

Mercury Business Books, London. 4. Epstein, Robert, (2000), The Big Book of Stress Relief Games, Mc Graw Hill Publications. 5. Pestonjee, D M., (1999), Stress and Coping: The Indian Experience, Second Edition, Sage

Publications, New Delhi. 6. Rosson, Slaw, (1987), The Human Side of Organisation New York: Harper & Row 7. Rush, John A., (1999), Stress and Emotional health; Application of Clinical anthropology,

Auburn House Publications.

HRM-SIV-19 CORPORATE GOVERNANCE Course marks/credit: 100 marks/4 Course Objectives 1. To understand relevance of corporate governance and CSR in the present business scenario. 2. To Familiarize and introduce values and ethics in business Prerequisites: Clear-cut understanding of interconnectivity of business and society. Pedagogy

Lecture Method

Case study method

Tutorial

Individual and Group presentation/ assignment

Skill lab/extension lecture Learning outcomes: Student will be able to appreciate the social responsibility of business. Course Evaluation Internal Assessment: 25 marks (includes class participation)

37

Semester end examination: 75 marks Course Outline Unit I Corporate governance

1. Corporate Governance: introduction, concepts and evolution 2. Theories of Governance: Agency theory, Stewardship theory and Stakeholder Theory. 3. Provisions of the Companies act, 1956. 4. Voluntary Guidelines for the Corporate World

Unit II Business Ethics

1. Concept, values and Dimensions. 2. Approaches to Business Ethics: Kantian and Social Contract 3. Kantian approach and relevance of Gandhain ethics in Business 4. Institutionalizing ethics and business codes

Unit III Corporate Social Responsibility

1. Concept, scope and importance 2. Sociology of economics : Business –Society interface 3. Best practices of CSR in India 4. Global Practices: International Standards and Codes.

Readings

1. Allouche, Jose, (ed.), (2006), Corporate Social Responsibility Volume I: Concepts, Accountability and Reporting, Palgrave Macmillan, New York.

2. Baxi, C. V., Ajit Prasad, (eds.), (2005), Corporate Social Responsibility Concepts and Cases: the Indian Experiences, Excel Books, New Delhi.

3. Beesley, Michael, Tom Evans, (1978), Corporate Social Responsibility: A Reassessment, Croom Helm, London.

4. Bhattacharya, Jayanta, (2007), Corporate Social Responsibility: Ethical and Strategic Choice, Asian Books Private Limited, New Delhi.

5. Bonnafous-Boucher, Maria and Pesqueux, (ed.), (2005), Stakeholder Theory: A European Perspective, Palgrave Macmillan, New York.

6. Budd, John W., James G. Scoville., (eds.), (2005), The Ethics of Human Resources and Industrial Relations, Labour and Employment Relations Associations, University of Illinois at Urbana Champaign.

7. Cannon, Tom, Corporate Responsibility, A Textbook on Business Ethics, Governance, Environment: Roles and Responsibilities, Pitman Publishing, London.

8. Caroselli, Marlene, (2003), The Business Ethics Activity Book, Amacom, New York. 9. Chakraborty, S. K., (ed.), (1995), Human Values for Managers, Wheeler Publishing, New

Delhi. 10. Desjardins, Joseph, (2006), An Introduction to Business Ethics, McGraw-Hill, New York. 11. Diana Winstanley, Jean Woodball, (ed.), (2000), Ethical Issues in Contemporary Human

Resource Management, Macmillan Business, Hampshire.

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12. Fredrick, Robert E., (ed.), (1999), A Companion to Business Ethics, Blackwell Publishers, Oxford (UK).

13. Fritzche, David J., (1997), Business Ethics: A Global Managerial Perspective, McGraw-Hill, New York.

14. Gini, Al, (ed.) (2005), Case Studies in Business Ethics, Pearson Prentice Hall, Upper Saddle, New Jersey.

15. Kotler, Philip, Lee Nancy, (2005), Corporate Social Responsibility, John Wiley & Sons, Inc., USA.

16. Luthans, Fred, Richard M. Hodgetts, Kenneth R.Thompson, (1984), Social Issues in Business: Strategic and Public Policy Perspectives, Macmillan Publishing Company, New York.

17. Moon, Chris, Bonny Clive, (2001), Busines Ethics: Facing up to the Issues, Profile Books Ltd., London.

18. Sims, Ronald R., (2003), Ethics and Corporate Social Responsibility: Why Giants Fall, Praeger Publishers, Connecticut.

19. Velasquez, Manuel G., (2002), Business Ethics: Concepts and Cases, Pearson Prentice Hall, India.

20. Zimmerli, Walter Ch., Klaus Richter, Markus Holzinger, (eds.), (2007), Corporate Ethics and Corporate Governance, Springer, New York.

HRM-SIV-20 GLOBAL HUMAN RESOURCE MANAGEMENT

Course marks/credit: 100 marks/4 Course Objectives To acquaint the student with the global scenario and deal with challenges of global human resource management. Prerequisites Understanding basic HR concepts and their functioning in a live organisational environment. Pedagogy

Lecture Method

Case study method

Tutorial

Individual and Group presentation/ assignment

Skill lab/extension lecture Learning outcomes Appreciation of HR practises in diverse cultural scenario. Course Evaluation Internal Assessment: 25 marks (includes class participation) Semester end examination: 75 marks

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Course outline Unit I Managing People in Global Context

1. Human Resources in a global business environment 2. International hiring 3. International Labor Standards 4. Government Policy and International Workforce

Unit II Global HRM Practice

1. International Compensation 2. Cultural Diversity: managing cross cultural issues 3. Developing international staff and multinational teams 4. International HR Competencies

Unit III International Employee Relations and Strategies

1. Global Unions and regional integration 2. Emerging trends in employee relations and employee involvement 3. Industrial relations in a comparative perspective 4. managing personal and relationship issues

Readings

1. Albrecht, Maryann H., (2000), International HRM: Managing Diversity in the Workplace, Blackwell.

2. Alder, Nancy J., (2000), International Dimensions of Organisational Behaviour, Fourth Edition, South Western.

3. Bhalla, V. K., Ramu S. Shiva, (2005), International Business Environment and Management, Ninth Edition, Anmol Publications Pvt. Ltd., New Delhi.

4. Black, J. Stewart, Hal B. Gregersen, Mark E. Mendenhall and Linda K. Stroh, (1999), Globalizing People through International Assignments, Addison-Wesley, Massachusetts.

5. Brewster, Chris, Hilary Harris, (ed.), (1999), International HRM: Contemporary Issues in Europe, Routledge, London.

6. Carell, Michael R., et al, (2002), Human Resource Management: Strategies for Managing a Diverse and Global Workforce, The Dryden Press, New Delhi.

7. Cascio, Wayne F., (2003), Productivity, Quality of Work Life, Profits, Tata McGraw-Hill Publishing Company Ltd., New Delhi.

8. Deresky, Helen, (2003), International Management: Managing Across Borders and Cultures, Fourth Edition, Prentice Hall of India, New Delhi.

9. Dowling, Peter J. and Denice E. Welch, International Human Resource Management, Thomson Learning

10. Kapoor, T. N. (ed.), (1968), Personnel Management and Industrial Relations in India, N. M. Tripathi Private Ltd., Mumbai.

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11. Evans, Paul, Doz Yves, Andre Laurent, (eds.), (1990), Human Resource Management in International Firms: Change, Globalization, Innovation, Macmillan, London.

12. Gooderham, Paul N., Odd Nordhang, (2003), International Management: Cross Boundary Challenges, Blackwell Publishing, UK.

13. Habbel, Rolf W., (2001), The Human Factor: Management Culture in a Changing World, Palgrave Macmillan, New York.

14. Harzing, Anne-Wil, Joris Van Ruysseveldt (eds.), (2004), International resource Management, Sage Publications, New Delhi.

15. Inohara, Hideo, (1990), Human Resource Development in Japanese Companies, Asian Productivity Organization, Tokyo.

16. Ozbilgin, Mustafa, (2005), International Human Resource Management Theory and Practice, Palgrave Macmillan, New York.

17. Purcell, John, Bruce Ahlstrand, (1995), Human Resource Management in the Multi Divisional Company, Oxford University Press, New York.

18. Schuler, Randall S., Susan E.Jackson and Luo Yadong, (2004), Managing Human Resources in Cross Border Alliances, Routledge, London.

19. Scullion, Hugh, Margaret Linchan, (2005), International Human Resource Management: A Critical Text, Palgrave Macmillan, New York.

20. Sparrow, Paul, Brewster Chris, Hilary Harris, (2004), Globalizing Human Resource Management, Routledge, London.

21. Speechley, Chris, Ruth Wheatley, (2001), Developing a Culture for Diversity in a Week, Hodder & Stoughton, London.

22. Storey, John, (ed.), (2001), Human Resources Management: A Critical Text, Second Edition, Thomson Learning, London.

23. Tayeb, Monir H., (2005), International Human Resource Management: A Multinational Company Perspective, Oxford University Press, New York.

24. Terence, Jackson, (2002), International HRM: A Cross Cultural Approach, Sage Publications, London.

SEMESTER-IV

HRM-SIV-21 FIELD WORK

Course marks/credit: 150 marks/6 Placement Fieldwork placement in corporate offices of large-scale organizations/industrial establishments. (Normally, the student will continue in the same organization in which they were placed during the third semester).

Objectives 1. To develop an in-depth understanding of the strategic HR functions and its relevance to global

practice. 2. Familiarization of functions of strategic HR at the corporate level. 3. To gain a practical understanding of business strategy 4. To carry out a research project as identified in the third semester 5. To develop a professional attitude in dealing with problems

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Tasks

1. Continuation of the previous block objectives 2. Performance Appraisal 3. Reward systems-incentives, promotions and transfers etc. 4. Organizational development/HRD

a. Identification of training needs (individual & organizational) b. Management development programmes c. Evaluation d. Follow up

5. Familiarity with computer application in the setting & operation of MIS. 6. Conducting the research project to be submitted at the end of fourth

semester fieldwork.