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DWARAKA DOSS GOVERDHAN DOSS VAISHNAV COLLEGE

P.G DEGREE HUMAN RESOURCE MANAGEMENT

CHOICE BASED CREDIT SYSTEM

(w.e.f.2017-2018 )

FIRSTSEMESTER

S.N

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COURSE

COMPONENTS

NAME OF COURSE

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1 ElectiveI - Managerial Concepts andBusinessEthics I 6 HRS

4 3 40 60

2. CORE PAPER1-

EmployeeRelationand

EmployeeWelfare

I 6 HRS

4 3 40 60

3. CORE PAPER2 -Human

Behaviour

I 6 HRS

4 3 40 60

4. CORE PAPER3–

LabourLegislations

I 6 HRS

4 3 40 60

5. CORE Paper 4 -

Fundamentals ofHuman Resource Management

I 4

HRS

3 3 40 60

6. SOFT-SKILL SoftSkill I I 2HR

S

2 3 40 60

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SECOND SEMESTER

COURSE

COMPONENTS

NAMEOFCOURSE

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ME

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INS

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7. CORE PAPER- 5 Learning

And Development

II 5 HRS

4 3 40 60

8. CORE PAPER-6 Industrial II 5 4 3 40 60

Relations HRS

9. CORE PAPER –7

Organisational

Behaviour

II 5

HRS

4 3 40 60

10

.

ELECTIVE Elective-II

Performance

Management

System

II 4

HRS

3 3 40 60

11

.

ELECTIVE

(ExtraDisciplina

ry )

Extra-Disciplinary –

I Corporate Social

Responsibility

II 5

HRS

3 3 40 60

12

.

ELECTIVE Elective – III

Organizationa

l Counseling

II 4

HRS

3 3 40 60

13 .

SOFT-

SKILL SoftSkill II II 2HRS 2 3 40 60

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THIRD SEMESTER

COURSE

COMPONENTS

NAMEOFCOURSE

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ME

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CORE PAPER 8-

Research

Methodology

III 5 HRS

4 3 40 60

CORE PAPER9-Strategic

Human Resource

Management

III 5 HRS

4 3 40 60

CORE PAPER10–Human ResourceDevelopment

III 5 HRS

4 3 40 60

CORE PAPER11–

IndustrialLaw III 5

HRS 4 3 40 60

ELECTIVE

(ExtraDisciplinar

y )

Extra-Disciplinary

– IIManagerial

Economics

III 4

HRS

3 3 40 60

ELECTIVE Elective –

IVCompensation

Benefits Analysis

III 4

HRS

3 3 40 60

SOFT-

SKILL SOFT SKILL III III 2HR

S 2 3 40 60

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** Internship will be carried out during the summer vacation of the first yearand

marks should be sent to the University by the College and the same will

beincludedin theThird Semester MarksStatement.

FOURTHSEMESTER

COURSECO

MPONENTS

NAMEOFCOURSE

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ME

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INS

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CORE PAPER12–Global Human

Resource Management IV 6

HRS 4 3 40 60

CORE PAPER13–Organisational

Development

IV 5 HRS

4 3 40 60

ELECTIVE Elective –V Total Quality Management

IV 5 HRS

3 3 40 60

CORE PAPER14 –

PROJECT WORK & VIVA –VOCE

IV --- 8 --- 150 50

SOFT-

SKILL

SOFTSKILLIV

III 2HR

S

2 3 40 60

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P.G DEGREE IN HUMAN RESOURCE MANAGEMENT

CHOICE BASED CREDIT SYSTEM

Elective-I

REVISED

SYLLABUS

(w.e.f.2017-2018)

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ManagerialConceptandBusinessEthics (60Hours)

Objectives

Introducing the evolutions and practices of Management

concepts.Transferringtechnical aspects of human managing technique. Make the

students learn and exceltowards peoplemanagingperspectives in anorganization.

Course Outcome : Apply the concepts in a business setting to sustain in the ever

changing market scenario and also to enable them to start a new venture thereby

promoting self reliance and critical thinking too assess the prevalence and relevance

of these concepts.

UNIT-I (12Hours)

Introduction: Nature of Management – The Evolution of Management Thought –

TasksofaProfessionalManager–ManagerandEnvironment–SystemsApproach

toManagement–Levelsin Management

UNIT–II (12Hours)

Planning&DecisionMaking:StepsinPlanningProcess–Scope and Limitations Short Term and

Long Term Planning – Flexibility in Planning – Characteristicsof a Sound Plan –

Management By Objectives (MBO). Decision making processand techniques.

UNIT–III (12Hours)

Nature of Organizing: Organisation Structure and Design- Authority Relationships

Delegation of Authority and Decentralisation – Interdepartmental Coordinator –emerging

Trends in corporate Structure, Strategy and Culture–Impact of Technology on

Organisational design – Mechanistic vs. Adoptive Structures –Formal and Informal

Organisation. Span of control – Pros and Cons of Narrow and Wide Spans of Control–

Optimum Span,Self-Employment–Concept and Definition of Entrepreneurship

UNIT–IV (12Hours)

Co-ordination: Need for Co-ordination – Techniques of Securing Co-

ordination.Control:ConceptofControl– Application of the Processof Control at

Different LevelsofManagement(top,middleandfirstline).PerformanceStandards–

Measurements of Performance – Remedial Action - An Integrated Control systemin

an Organisation–Management by Exception(MBE)

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UNIT–V (12Hours)

BusinessEthics:ImportanceofBusinessEthics–CorporateSocialResponsibility

- Ethical Issues and Dilemmas in Business - Ethical Decision Making and

EthicalLeadership–EthicsAudit–EnvironmentalEthics–SustainableBusinessPractices.

References

1. Certo, S C. and Certo, T, Modern Management, 12th Edition,

PrenticeHall,January2011.

2. DeGeorge,R.,BusinessEthics,7thEdition,Pearson,2011.

3. Govindarajan M., and Natarajan S., Principles of Management,

PHILearning Pvt.Ltd., 2009.

4. Griffin, R. W., Management, 11th Edition, South-Western

CollegePublication,January2012.

5. Koontz, H. and Weihrich, H., Essentials of Management:

AnInternational Perspective, 8th Edition, Tata McGraw Hill

EducationPrivateLtd.,July2009.

6. Mukherjee, K., Principles of Management, 2nd Edition, Tata McGraw

HillEducation Pvt.Ltd.,2009.

7. Robbins, S and Coulter, M, 11th Edition, Management, Prentice

Hall,January2011. 8. Schmerhorn,J.R.,Management,11thEdition,Wiley,July2012

9. Schmidtz, D. and Willott, E., Environmental Ethics, Oxford

UniversityPress,2011.

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Paper –1 (60Hours)

Employee Relations and Employee Welfare

Objectives

This paper will facilitate to learn the ways and means of interaction by the

company with the staff, the way it delivers policy information and works to

create a more productive workplace

Course Outcome : Apply the concept learnt in the course in an organizational setting especially at times of organizational change and also to position oneself as an effective human relations Manager capable of bringing in a paradigm shift in the employee engagement and motivation.

Unit-I

Employee Relations

Concept and scope of employee relations. Tripartite Scheme. Approaches

of employee relations: a. Sociological Approach b. Psychological

Approach c. Gandhian Approach d. Marxian Approach Difference between

ER and IR, Emerging trends in ER Employee Empowerment-Meaning,

Dimensions and mechanisms.

Unit II

(12 Hours)

Social Security-

Social Security: Concept and Scope; Social Assistance and Social

Insurance, Development of Social Security in India; Social Security

measures for Industrial Employees, Health and Occupational safety

programs Industrial Accidents-causes and prevention. Need for safety

and measures to ensure safety in Industries, Organizational

Environment & Stakeholders.

Unit-III (12Hours)

Workers’ Participation in Management

Workers’ Participation in Management - Worker’s Participation in india,

shop floor, Plant Level, Board Level- Workers’ Welfare in Indian

scenario- Workers Education Aligning individuals and organizations-

Motivation, Team co operation, Rewards, Recognition.

Unit IV (12Hours)

Labour Welfare: Concept, Scope; Philosophy and Principles of Labour

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Welfare; Indian constitution and Labour Welfare; Labour Welfare Policy

and FiveYear Plans,Historical Development of Labour Welfare in India;

UnitV (12 Hours)

Impact of International Labour Organization (ILO) on Labour Welfare in

India; Agencies of Labour Welfare and their Roles, Labour Welfare

Programmes: Statutory and Non-Statutory, Extra Mural and Intra

Mural.Welfare Centres; Welfare Officer: Role,Status and Functions.

References

1. Aswathappa:HumanResourceManagement,TMH,New Delhi,2003.

2. ArunMonappa:IndustrialRelations,TMH,NewDelhi,2003

3. V.S.P.Rao, Human Resource Management: Text & Cases, Anurag

Jain,New Delhi,2002.

4.R.S.Dwivedi, Managing Human Resources/Personnel Management

inIndianenterprises,GalgotiaPublishingCompany,NewDelhi,2002.

5. Biswajit Pottanayak, Human Resource Management, Prentice Hall

ofIndiaPvt.Ltd,2003.

6. Memoria, C.B. Dynamics of Industrial Relations in India,

HimalayaPub.House,

7. Robbins, S.P. & Coulter, M. (2012), Management (11th edition) -

Ch.3:OrganizationalCultureandtheEnvironment:TheConstraints

8. JohnGennardManagingEmploymentRelations

CharteredInstituteofPersonnelandDevelopment,2010–

9. Pauline Dibben, GiltonKlerck, Geoffrey Wood Employment

Relations:ACriticalandInternationalApproachCharteredInstituteofPersonn

eland Development,2011

10. NiraliPrakashanLabour welfare and industrial hygiene Wiley;

7edition (December 6,2011)

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(60Hours)

Human Behaviour

Objectives:

1. To understand the dynamics of human development and behavior

2. To learn the relationship between psychology and HRM practice for

serving employees in organization.

3. To know the basic concepts in General Psychology for professional

development in organization.

Course Outcome :

Acquire the skills to assess the behavior of an employee when under

the auspicies of an organization and to effectively communicate ,

delegate and extract profitable amount of productivity by enhancing

one’s own competency

Unit I (10Hours)

Definition of Psychology – Schools of Psychology – Behaviorism –

Psychoanalysis – Humanistic school - Application of Psychology –

Psychology in Industry-self developmentHuman relations -

Psychology in relation to Human ResourceManagement andHuman

Resource Development.

UnitII

10 Hours

Development of HumanBehaviour:

Growth and development; Principles of development, Role of genetic and

environmental factors in determining human behavior;; Life Span

development - Characteristics, development tasks - Adulthood and

MiddleAgewith referencetoOccupationaland careeradjustment.

Unit III (10Hours)

Sensation,AttentionandPerception:

Sensation: concepts of threshold, absolute and difference thresholds,Factors

influencing attention including set and characteristics of timulus; Definition

and concept of perception,; Accidents in Industry

withreferencetosensation,attention

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Unit IV (10Hours)

Memory,ThinkingandProblemSolving:

Encoding and remembering - Organization and Mnemonic techniques to

improve memory;Theories of forgetting-decay-Memory a nd forgetting

– Two process theories of memory – Improving memory – Symbols

andconcepts – Forms of thought - thinking and reasoning –

Conceptformation - Piaget’s theory of cognitive development;

Concept

formationprocesses;Informationprocessing,Reasoningandproblemsolvi

ngMethods of problem solving: Creative thinking and fostering

creativityamong employees–

UnitV (10Hours)

Intelligence and Aptitude and Psychological Measurement:

Concept of intelligence and aptitude, Nature and theories of intelligence -

Emotional Intelligence, Social intelligence, measurement of intelligence

and aptitudes - The nature of individual differences; Characteristics and

construction of standardized psychological tests; Types of psychological

tests;– Intelligent Quotient and Aptitude Tests.

Unit VI (10 Hours)

Psychological well being& Therapeutic Approaches:

Mental Health –Characteristics of mentally healthy person - work life

balance - Behaviortherapies; Cognitive Behavioral Therapy - Yoga,

Meditation - Counselingand psychotherapy.

References:

1. CliffordT.Morgan,Richarda.King,JohnR.WeisandJohnSchopler,“Introductionto

Psychology”–7thEdition.TataMcGrawHillBookCo.New Delhi,1993.

2. Ernest R. Hillgard, Richard C. Atkinson, Rita L. Atkinson,

(1975):“Introduction to Psychology” 6th Edition, Oxford IBH

publishing Co.Pvt.Ltd.,NewDelhi,

3. Baron.A.Robert,Psychology,PearsonEducationVthEd.,2002

4. Dwivedi ( 2008) : HUMAN RELATIONS &

ORGNIZATIONALBEHAVIOUR 5th Edition (Paperback) Publisher

Macmillan India Limited,NewDelhi.

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5. K. C. Dubey (2009): Psychology and Human Behaviour 01 Edition ,

Publisher:OmegaPublications

6. Bernard Burnes, Carolyn Axtell, Deanne Den Hartog, Fiona

Patterson,John Arnold, Ray Randall, Cary L. Cooper, Joanne

Silvester, Ivan T.Robertson, Don Harris (2010): Work Psychology:

Understanding Human Behaviour in the Workplace (Paperback), Pub.

FinancialTimes/ PrenticeHall.

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Paper-3

Labour Legislations

Objectives:

• Thispaperaimstoprovideanunderstandingapplicationand

(60Hours)

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interpretation of the various labour laws and their implications

for industrial relations and labour issues.

• To impart knowledge of the contents of the laws relating to Industrial

Relations.

• To enable the students to interpret and apply these laws.

• Stimulate thinking on rationale behind the laws and their

enforcementproblems.

• To expose the students to understand the legal frame work which

isimportant for the efficient decision making relating to man

management and industrial relations.

Course Outcome

Apply the provisons of the Acts pertaining to labour welfare and its

implementation in an organization and to enhance the capability to track and make

the company to adhere to rules and regulations and be informed with due process

involved in adherence

UnitI (12Hours)

Introduction: Emergence and Objectives of Labour Laws and their Socio-Economic

Environment. Origin of Law,Sources of Law,Legal Concepts.

UnitII (12Hours)

Laws relating to Factories Act1948- Working Conditions, Health,

Safety,Welfare,Provisions Relating to Hazardous Process,Working Hoursof Adults

,Employment of Young Persons,Annual Leave with Wages Special Provisions and

Penalties. Maternity Benefit Legislation and its growth in India with the

Amendments.

UnitIII (12Hours)

Laws relating to Industrial Disputes Act-1947, Industrial Employment

(StandingOrders) 1946, Trade Union Act-1926. Related Case Studies and the

amendmentsrelated tothese laws.

Unit IV (12Hours)

Laws relating to Social Security:The Payment of Bonus Act1965,The Payment of

Gratuity Act, 1972, Employees Provident Funds Act 1952, and Employees’ State

InsuranceAct-1972.

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UnitV (12Hours)

Interpretations of Labour Laws, their working, and implications for

Management,Union,Workmen,the Economyand the Industry.

Reference

1. Handbook of Industrial Laws by N.D.Kapoor-S Chand,2010.

2. Industrial Labour Laws-Taxman Publications,2012

3. Industrial Relations, Trade Unions and Labour Legislations by

P.R.N.Sinha,InduBalaSinha,SeemaPriyadarshiniShekar-

PearsonPublication,2011

4. Industrial Disputes Act 1947 along with the Central rules, Bare Act (with

shortcomments)CommercialLaw PublishersIndiaPvt.,Ltd.,Delhi,2012

5. The Factories Act, 1948 along with the Central rules, Bare Act with

ShortComments,CommercialLawPublishersIndiaPvt.,Ltd.,Delhi,2012.

6. The Payment of Bonus Act, 1965 along with Tamil Nadu rules, Bare

ActWith short Comments, Commercial Law Publishers India Pvt., Ltd.,

Delhi,2012.

7. The Payment of Gratuity Act, 1945 along with Tamil Nadu rules, Bare Act

withShortComments,CommercialLawPublishersIndiaPvt.,Ltd.,Delhi,2012.

8. The Trade Union Act, 1926 along with Tamil Nadu rules, Bare Act with

shortComments,Commercial LawPublishers IndiaPvt.,Ltd.,Delhi,2012.

9. The Standing Orders Act, 1949 along with the Tamil Nadu rules, Bare Act

withshortcomments,CommercialLawPublishersIndiaPvt.,Ltd.,Delhi,2012.

10. Employees’ Provident Fund and Miscellaneous provision Act. 1956

alongwith Tamil Nadu rules, Bare Act with short comments, Commercial

LawPublishers India Pvt.,Ltd.,Delhi,2012.

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Fundamentals of Human Resource Management

Objectives

• Understand the Principles, policies and requisite skills needed for an

HRprofessional.

• Focus on the contemporary issues faced by an HR professional fromrecruitmentto managingtheperformanceofemployees.

• To integrate HR strategy to Business Strategy and substantiate

withsuitableconceptsmodels andtheories

Unit1 12hours

Understanding the Nature and Scope of Human Resource Management

Definition, Nature, Scope, Functions and Objectives of Human Resource

Management, Organization of Human Resource Department, Personnel policiesand

Principles, Skill for Human Resource professionals, Evolution of HRM and its

present scenario, HRM Models, Difference between Human Resource Management

and Personnel Management–Strategic Human Resource Management(SHRM)

Unit2

Human Resource Planning and Designing of Jobs 12hours

Nature of Human Resource planning, Importance of Human Resource Planning,

Factors affecting Human Resource Planning, The planning process, Long term and

Short term planning, Human Resource planning and Government, Barriers to Human

Resource Planning, Job analysis, Job design, Job description, Job enrichment andJob

enlargement

Unit3

Recruitment and Selection 12

Recruitment and Selection–Process,types and methods including modern methods

such as usage of social media etc., Evaluation and Control, Placement,Interview,

Induction, Selection process, Psychometric and Aptitude test, Barriersforeffective

selection – Separation

Unit4

ManagingPerformanceandRemuneration 12hours

Training and Development its types andfunctions asanHR,PerformanceAppraisal,

Appraisal process, Challenges on Performance Appraisal, Incentives and

Benefits,Job Evaluation and its process,Alternatives to Job evaluation.

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An overview of HR practices in Different Sectors 10hours

Service

(InformationTechnologyandInformationTechnologyandEnablingServices,Consultanc

y,Retail)and Manufacturing Sectors.Characteristics,Similarities and Differences in

Manufacturing and Service Sector. Nature of Workfor the front line workers and

Back end Support Services – Contemporary HR practices–HR Audit,HR Analytics and

Enterprise Resource Planning(ERP).

Theories of Remuneration,Remuneration plan and business strategy.

Unit5

References 1. Aswathappa:HumanResourceManagement,TMH,NewDelhi,2003

2. V.S.P Rao: Human Resource Management : Text and Cases, Anurag

Jain,New Delhi2002

3. Mukherjee, K, Principles of Management, 2nd Edition , TATA

MCGRAWHILL2009 4. C.BGupta:HumanResourceManagement,SultanChandandSons,2013

5. Brain Tower (1998) Human Resource Management – Beacon

PublicationUSADavidA.Dacenzo

6. Stephen P Robin (2007) Personnel/ Human Resource Management –

PrenticeHallof India.

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Paper -5

Learning and Development

Objectives: (50Hours)

1. To orient the student on the concept s of training,development and learning.

2. To develop skillsinplanningandorganizingtrainingprograms.

3. To know the significance of Training for HRDand HRM practice.

Course Outcome

Enhance the training effectiveness and thereby promote productivity and performance of an

employee in an organization and also to acquire the skill for the students to prepare training

need analysis and also designing and customizing training module and content.

Unit1(10Hours)

Definition of Training and Development–Differences between Training and

Development–Purpose of Training–Learning and Training–Definition–Relevance of

Training to Human Resource Development

Unit II (10Hours) Learning and Training - Bloom’s Taxonomy -Brief outline and concepts in learning theories Basic principles and characteristics of learning - Androgogy for Adult learners,Assumption in Adrogogy andAdulthood and maturity.(alsocalledastheoriesof adult learning) - Facilitation Theory, Experimental Learning, Action learning,Blended learning and Problem-Based learning–Project Based learning

Unit3(10Hours)

Training Characteristics, training design,Principles of practice,Trainer capabilities,

Training Environment and Transfer of learning - Training Needs -Meaning,Types

and Components of Training On the Job and Off the Job Training

- Need analysis–Methods of Needs analysis Determining training content,selection

of training methods, learning activities and lesson plan and EvaluationCriteria.

Unit4(10 Hours)

Training design & Evaluation: Design Process - structure and Models of training

Design - Evaluation of Training and training program- Donald Kirkpatrick’s

Evaluation Model - Data Collection for Training Evaluation - Designs for Training

Evaluation-TrainingAids-Thelecturemethodandcasestudymethod-Conference-

Games&Stimulations-Motivatingemployeesfortraining-Convincing management for

training– Vestibule Training

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Unit5(10 Hours)

Definition of Management Development-Objectives of Management Development ,

Concept - Process - Methods of Management Development – JobRotation–

Sensitivity Training–Outbound Training–In BasketTraining– Transactional

Analysis – Simulation – Management Games – Case Study – RolePlaying –

Coaching – Mentoring – Conferences - Training organizations: IndianSociety for

Training and Development ISTD): history – objectives – programs andactivities

References:

1. Rolf P Lynton, Udai Pareek ( 2011):Training For Development , 3 Edition

,(Paperback),Sage Publications India PvtLtd

2. Raymond A Noe (2008): Employee Training

andDevelopment,4th.Edition,(Paperback),Publisher:Tata McGraw-

HillEducation

3. : Deb, ( 2012): Training and Development Concepts and Applications

01Edition,Publisher:ANE BOOKS INDIA

4. Pandu, Naik, G (2007): Training and Development – Text, Research

andCases,ExcelBooks,NewDelhi.

5. Rosemary Harrison (2005): Learning and Development, 4thEdition ,

TheChartered InstituteofPersonnel andDevelopment,London.

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50 Hours

Industrial Relations

Objectives: 1. To Review the concept of Industrial Relations 2. To understand the Industrial harmony and industrial conflict

3. To review the importance of collective Bargaining

4. To assess the functioning of departments related IR

Course Outcome:

Examine the theories of collective bargaining and its functionality in India and also to

investigate the various approaches of Industrial relations in the context of present day

market scenario and `carve out a method for effective maintenance of Industrial relations

Unit-I (10Hours) Concept of Industrial Relations

The various approaches of Industrial Relations Factors affecting industrial

relations. Importance of Industrial Relations - Our Constitution -The Indian

Industrial Relations framework - The role of the state in Indian Industrial

Relations

Unit II

Trade Unions: Definitions, Trade Unionism in India, Emergence, history,growth,Trade Union

An Organisation- Structure, Size, Affiliation, Membership, Finance, Leadership.Trade

Union recognition and registration Trade Union politics-Linkage,Implications -Trade

Union Democracy White collar unionism. Trade Unionism in the unorganised sector.

Rise and status of Trade Unions in other countries

UnitIII(10 Hours) Collective Bargaining And Negotiation Process

Definitions-Characteristics Theories of Collective Bargaining. Collective Bargaining

in India, Pre-requisites for successful Collective Bargaining , Levels ofBargaining,

Coverage and Duration of Agreements. The Negotiation –Meaning Process,

Effective Negotiation.

UnitIV(10Hours)

IndustrialHarmonyandConflict:Meaning;CauseofIndustrialDisputes,MachineryFo

rSettlingofDisputes,Negotiation,Conciliation,Mediation,ArbitrationandAdjudication,

Strikes,Lock-Outs,LayoutandRetrenchmentCodesofDiscipline

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Unit V

(10 Hours)

Labour Administration ILO and Labour Administration Labour Administration at the Central level Labour Administration at the State level, Office of Labour Commissioner (Central and State)Objectives of the Department Powers, functions and jurisdiction under various labourlaws Administrative set up( fromhead office tolocal)

References

1. An Introduction to Collective Bargaining and Industrial Relations by

HarryCharles Katz and ThomasA.Kochan (Paperback-Dec.1,2007)

2. Cases in Collective Bargaining & Industrial Relations by David Dilts

andRaymondHilgert(Paperback-June 27,2006)

3. Collective Bargaining in the Private Sector (Industrial Relations

ResearchAssociation Series) by Paul F. Clark, John Thomas Delaney, and

Ann C. Frost(Paperback -Mar.2003)

4. Global Industrial Relations (Global HRM) by Michael J. Morley,

PatrickGunnigle,andDavid G.Collings(Paperback-July25,2006)

5. The Ethics of Human Resources and Industrial Relations by John W.

Buddand JamesG.Scoville (Paperback- Sept.15,2005)

6. Advances in Industrial and Labor Relations, Volume 14 by David Lewin

andaBruceKaufman(Hardcover-Jan.5,2006)

7. Industrial Relations: Theory and Practice by Trevor Colling and Mike

Terry(Paperback -Mar.15,2010)

8. SCSrivastavaIndustrialRelationsandLabourLaws6EditionPublisher:

VikasPublishing House(2012)

9. Trevor Colling, Mike Terry. Industrial Relations: Theory and Practice

JohnWiley &Sons,2010 10. VenkatramanPIndustrialRelationsAPHPublishing,2007–

11. RichardHallIndustrialRelations:ACurrentReviewSAGE,-2006

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Paper –7

Organisational Behaviour (50Hours)

Objective

The course develops in-depth knowledge of organizational; behaviour implication to

organizational culture and climate from a psychological perspective.

Provides an understanding of social system, culture, status and organizational

development.

Course Outcome

Acquire the skills to assess the behavioural patterns of employees in an organization and to

apply the theories of leadership such as contigency theories to effectively administer the

organization and to extract performance and develop positive reinforcement and

competency.

UNIT-I (10Hours)

Behaviour - Personality, Perception, Learning, Values and Introduction

ofOrganisationalBehaviour:FoundationsofIndividualAttitudes.

UNIT-II (10Hours)

Motivation -Early theories, Contemporary theories, Motivation at work -

Designing MotivatingJobs

UNIT-III (10Hours)

Group Dynamics -Group Behaviour, Communication and Group

Decisionmaking,Intergroup relations.

UNIT-IV (10Hours)

Leadership – trait, Behavioural and contingency theories; Power

andPolitics;Trait,Behavioural Analysis (T.A.);Work stress.

UNIT-V (10Hours)

Organisational structure and Design; Organisational change and

development;Organisational Culture and climate. Organisational conflict; causes, types

of conflict,Management conflict.

References

1. OrganisationalBehaviour- S. Fayyaz Ahmad, Nazir Ahmad

Gilkar&Javid Ahmad Darzi - 2008 –Atlantic Publishers and

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Distributers PvtLtd,NewDelhi.

2. OrganisationalBehaviour- K.C.S. Ranganayakulu– 2005-

AtlanticPublishers andDistributersPvtLtd,NewDelhi. 3. OrganisationalBehaviour-RayFrench-2011–JohnWiley&SonsLtd.

ManagingOrganisationalBehaviour-WilliamFox-2007–Juta&Co, SouthAfrica.

4. OrganisationalBehaviour- Shuchi Sharma - 2013 – Tata McGraw-

Hill,NewDelhi.

5. Stephen P. Robbins, Organizational Behaviour, Pearson Education,

NewDelhi,2007.

6. Hersey & Blanchard: Management of OrganisationalBehaviour,

8thEdition,PHI,2002.

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ELECTIVE -II (40Hours)

PerformanceManagementSystem

OBJECTIVES:

1. Introduce students to the basic concepts involved in Performance managementsystem.

2. To familiarize students with the various techniques used to

appraiseperformance. 3. TomakethemmoreperformanceorientedeffectiveandefficientHRmanagers.

Course Outcome

Learn the intricacies involved in Performance Management of an employee, the biases

involved and also apply the concept learnt to process and apprise the performance of an

employee without ambiguity in terms of psychological and social divisions and thus ensure

fairness and transparency in the process.

UNIT I: (8 Hours) The Foundation of Performance Management

Definition,Principles,Concerns, Benefits and Scope of PerformanceManagement.

Processes for Managing Performance, Implications for PerformanceManagement.

UNITII: (8 Hours) Theprocessofperformancemanagement

Management in action.

UNITIII: (8 Hours) Performance planning and agreements,Managing performance

Performance and development planning; Role profiles; Objective

setting;Performance measures and assessment; Performance planning;Development

planning; The performance agreement. Managing performance throughout the

year;The continuing process of performance management;Updating objectives and

workplans;Managing continuous learning;Coaching andMentoring

UNITIV: (8 Hours) Assessing and reviewing performance

Performance management as a process of management; The

performancemanagement cycle; The performance management sequence; How

performance management works; Performance management activities;

Performance

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Approach to assessment; Factors affecting assessments; Methods of

assessment;Overallanalysisofperformance;Narrativeassessment;Rating;Forceddistrib

ution; Forced ranking; Quota systems; 360 degree

feedback.Reviewingperformance:The performance review meeting;

Performance review difficulties;Performance reviewissues;Organizational

issues;Focus,criteria and impact of Performance review.Using review sasa

communications channel; Balancing past performance against future

potential;Performance review problems; Self-assessment; Giving feedback

UNITV: (8 Hours)

The Reality of Performance Management - Overall Findings of the Research,

Bestpractice, Views about Performance Management- Problem, Issues Identified

byFieldVisits-KeytoSuccess.

Reference:

1. Herman Aguinis (2007) Performance Management, Pearson EducationPublishers.

2. Michael Armstrong and Angela Baron (2007) Performance Management,

JaicoPublishing House.

3.. T.V.Rao (2004), Performance Management and Appraisal System,

ResponseBooks,NewDelhi.

4. Performance Management: A Pocket Guide for

EmployeeDevelopment(2009)byJamesRollo,nSight

publications.

5. PerformanceManagement:IntegratingStrategyexecution,Methodologies,Risk

Analytics by Gary Cokins(2009) published byJohnWiley&Sons,Inc.,

NewJersey.

6. Harvarrd Business Essentials:Performance management

:Measure&Improve the effectiveness of your employees-Compiler

by HarvardSchoolPress(2006) 7. PerformanceManagementByRobertBacal(2005)McGrawHill-Newyork.

8. Five Key Principles of Corporate Performance Management. by

Bobpaladino(2007)PublishedbyJohnWiley&SonsInc.,NewJersey.

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EXTRA–DISCIPLINARY-I

CorporateSocialResponsibility (50 Hours)

Objectives:

1. To understand the complexities, benefits, and challenges of

incorporating social responsibility into corporatestrategy 2. Find information about an organization’s CORPORATE

SOCIAL RESPONSIBILITY activities and critically evaluate

Understand the role played by the organization in development

of the Society.

3. To learn various tools in social Responsibility.

Course Outcome :

Sketch and construct the CSR Policy in an Organisation that is already established or in a

new venture and thereby enhance onself interms of competency and employability.

Investigate the process and the principles followed in Social auditing and also the

standardization process to be equipped with

Unit-1

(10Hours)

UnitII

UNIT –II (10Hours)

Government policies for Corporate Social Responsibility:

Voluntaryguidelines for corporate social responsibility by Ministry of Corporate

Affairs.Corporate social responsibility guidelines for PSU by Ministry of

HeavyIndustries and Public Enterprises. Corporate social responsibility in

PublicSector

Unit-III (10Hours)

Social auditing– Meaning, Uses, Principles, Stages–Social book keeping,Social

Accounting and Social Auditing.Methodology and processof

SocialAuditing.TheInternational Organization for Standardization(ISO)

standards;The Accountability AA1000 Series; and The Social Accountability

InternationalSA8000standard.TheISO26000GuidanceStandardonSocialResponsibili

ty.

Corporate Responsibility –Meaning, Types and nature ofSocialResponsibilities,

Corporate Social Responsibility-Meaning, Corporate SocialResponsibility -

principles and ,Models of Corporate Social; Responsibility , Bestpractices of

Corporate Social Responsibility , Need and importance of

CorporateSocialResponsibility,CorporateSocialResponsibilityIndianperspective.

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Unit-IV (10Hours)

Corporate Social Responsibility and Strategy

The Objectives of Business,Role of the Business Manager,Principles of Corporate

Governance. Systems of Corporate Governance. Strategic Applicationsof Corporate

Social Responsibility. Corporate role in Environmental Sustainabilityand

Innovation.

UnitV (10Hours)

Corporate Social Responsibility and Leadership. Globalization and

CorporateSocial Responsibility Corporate Sustainability-Definition, Strategic

imperatives for Sustainable development.

Reference:

1. EmilianiML(2006)ImprovingManagementEducation.

2. Ghoshal S & Moran P (2005) Towards a Good theory of Management

inSumantra Ghoshal on Management ed. Birkinshaw J & Piramal

GPrenticeHall

3. Beeslory,MichelandEvens,CorporateSocialResponsibility

4. Bob Doppelt Leading Change Toward Sustainability: A Change-

ManagementGuideforBusiness,GovernmentandCivilSociety2003

5. Philip Kotler, Nancy Lee Corporate Social Responsibility: Doing The

MostGood ForYour CompanyAndYour Cause2008

6. Ugly Subhabratha Bobby Banerjee Corporate Social Responsibility:

TheGood,the Badandthe2009

7. Corporate Social Responsibility: Balancing Tomorrow's

SustainabilityandToday'sProfitabilityDavid.E.Hakins2006

8. Darcy E Hitchcock, Marshall L.Willard The Business Guide

toSustainability:PracticalStrategiesandToolsforOrganizations2009

9. Michael Hophins Corporate Social Responsibility and

InternationalDevelopment: IsBusiness the Solution?2007

10. SusanHunnicuttCorporateSocialResponsibilityEarthscan,2007

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ELECTIVE–III

OrganizationalCounseling (40Hours)

Objectives: 1. Toapproachtheemployeerelatedproblemswithhuman touch. 2. Togetorientedinbasiccounselingknowledgeandskills.

3. TointegratecounselingmethodsintoHRDandHRM practices

Course Outcome :

Execute the role of a counselor inorder to make the employees move out of mental

blocks and to enhance the productivity. Practice diligently the different steps involved

in counseling process and customize the same to be implemented in a workplace.

Unit–1 (7Hours)

Introduction to Counselling – Definitions – Difference between Counseling

andguidance – Philosophical, psychological, social base for counseling practice–

valuesincounseling:respect,regardanddignity–counselinggoals–Differentiating

Counseling,and psychotherapy.

Unit–2: (7 Hours)

CommonPsychosocialproblemsinworkplace:Alcoholism,drugaddiction,indebtedne

ss,maladjustment,ill-health,occupationaldiseases,mentalhealthproblems, relationship

problems and indiscipline, absenteeism, family problems -

problemsofspecificgroupssuchasthebackward,handicapped,older,youngerand

womenemployees.

Unit–3 (7Hours)

Counseling Theories: Psychoanalytical – Behavioral Approach – Carl

Roger’sClient Centered Theory - Cognitive Behavior therapy - Eclectic model –

IndianApproach toCounseling

Unit–4 (7Hours)

Counselingprocessandskills:Counselingprocess:stagesfromintaketotermination.

Counseling relationship - Skills of Active Listening – Paraphrasing –Confidentiality

– Empathy – Summarizing –– Counseling Therapies:– Groupcounseling

Unit-5: (7 Hours)

Counseling in Work place: The need to develop counseling skills for

HumanResource Managers and Line supervisors – Training of Managers and

supervisorsin counseling skills – Using counseling skills in Performance

management systemand feed back - Referral of Employees for counseling –

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Employee Assistance Program–Pre-retirement counseling–Career Counseling fo

remployees and executives.

1. Ruth Roberts & Judith Moore (2010): Counselling and

PsychotherapyPracticeSeries,SagePublications,

2. Copeland, Sue ( 2010) :, Counselling Supervision in

Organisations(Professional and Ethical Dilemmas

Explored)Publisher: Taylor andFrancis

3. Hazel Reid, Jane Westergaard( 2011 ) : Effective Supervision

forCounsellors-AnIntroduction

4. Industrial Psychology 01 Edition (Paperback): Industrial Psychology

(2012)AphPublishingCorporation.

5. Bill O'Connell; Stephen Palmer; Helen Williams( 2011):

SolutionFocused Coaching inPractice,Taylor andFrancis Pub.

6. Author M. L. Blum, J. C. Naylor( 2004): Industrial Psychology:

ItsTheoretical and Social Foundations 3 Edition,

PublisherCBSPublisher 7. Carroll(1996):WORKPLACECOUNSELLING(Paperback),SagePubl

ications(i)P.Ltd.

8. Michael Carroll ( 1997) : Handbook Of Counselling In Organizations,

1/e1stEdition(Paperback)Publisher Sage Publications (i)P.Ltd.

9. .Bernard Burnes, Carolyn Axtell, Deanne Den Hartog, Fiona

Patterson,John Arnold, Ray Randall, Cary L. Cooper, Joanne Silvester,

Ivan T.Robertson, Don Harris (2010): Work Psychology: Understanding

HumanBehaviour in the Workplace (Paperback), Pub. Financial

Times/PrenticeHall.

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Research Methodology

(50 Hours)Objectives

• To understand the nature and importance of the scientific method

andappreciatethe principlesof social workresearch.

• To develop the capacity to independently conceptualize a problem

andexecuteresearch

• To develop technical competence to assess and analyze social

problems,needs and services.

Course Outcome

Acquire the skill by knowing the meaning and defining the research design. Apply

the concept involved in terms of Hypothesis and the principles of sampling. Enable

the necessary acumen to quantify a data and also for undertaking a research project

or survey,

UnitI (10Hours)

Research meaning, scope and objectives – types of research and research design -

exploratory, descriptive, experimental, case study research – Problem- definition -

research problem -Relevance of research for decision making in various

functionalareasof management.

UnitII (10Hours)

Hypothesis – Concepts, Meaning, Importance, Types, Uses and Requirements-

Testing of Hypothesis. Variable – Definition and understanding. Sample

andPopulation –Principles of Sampling - Sampling techniques and sample

sizedetermination for surveyresearch

Unit III (10Hours)

Data – Definition–Types- Primary and Secondary data- Merits and

Limitations.Data collection – Tools of Data Collection - Observation,

Questionnaire and interview scheduling. Scaling techniques–Nominal, Ordinal,

ratio, interval. Concept of Validity and Reliability

UnitIV (10Hours)

Data analysis-.. Editing and coding of data- Univariate, bivariate, multivariate

analysis -Chi-Squaretest–Correlation and regression analysis, multiple

regression analysis Single and two factor analysis of variance(ANOVA)

Application and statistical tests – Parametric and non parametric- Interpretation

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oftest results. Use of Computers and Software in Data Analysis - Statistical

Packageforthe SocialSciences(SPSS)

UNITV (10Hours)

Presentation of Research Results: Tabulation – need, nature and guidelines –

Ungrouped and grouped frequency tables, charts and diagram- Organizing a research

report:Useof executive summary,appendix and bibliography

References

1. Babbie, E. (2001), “The Practice of Social Research “Thomson

LearningAcademicResourceCenter. 2. D.K.LalDas,(2004)“PracticeofSocialResearch”RawatPublications,Jaipur.

3. Research Methodology: Methods and Techniques C. R. Kothari-

September2013-NewAge InternationalPublishers.

4. Research Methods for Business: A Skill Building Approach- Uma

Sekaran,RogerBougie

– 2010–John Wiley&Sons,NewDelhi.

5. Research Methodology: A Step-by-Step Guide for Beginners- Ranjit Kumar –

2010-Sage Publications,NewDelhi

6. Research Methodology- R. Panneerselvam– 2004- Prentice Hall of India

PvtLtd,NewDelhi

7. Research Methodology -Khan – 2011- APH Publishing Corporation,

NewDelhi. 8. ResearchMethodology-DKBhattacharyya –2009–ExcelBooks,NewDelhi.

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Paper –9

Strategic Human Resource Management

(50 Hours)Objectives

• This aims to formulating and executing human resource policies

andpractices that produce the employee competencies and behaviors

thecompanyneedstoachieve.

• To expose students to Human resource environment, Training

andDevelopment,RetrenchmentandGlobalHRstrategiesandpractices.

Course Outcome

Enable to strategise the function of HR in an Organisation and also be

inclusive in terms of workforce diversity and also be kowledgable in terms

of the functioning of WTO. Enhance ones capability towards employment

by getting introduced to online recruitment , Voluntary retirement schems ,

mergers and acquisition

Unit-I (10Hours)

Introduction to Strategic Human Resource Management

Definition, need and importance - Introduction to business and Corporate Strategies

Integrating HR strategies with business strategies - Developing HR Plans and

Policies.

Unit-II (10Hours)

Human Resource Environment

Technology and structure - Workforce diversity – Demographic changes-Temporary

contract labour - Global environment - Global competition- Global sourcing of

Labour-World TradeOrganization(WTO)and labour standards

Unit-III (10Hours)

Recruitment and retention strategies

Online recruitment - Employee referrals – Recruitment process outsourcing-

Headhunting-Executiveeducation -Flexitiming–Telecommuting- Quality of worklife

-Work – life balance - Employee empowerment – Employee

Involvement.Autonomous work teams

Unit-IV (10Hours)

TrainingandDevelopmentStrategies

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Creating learning organization - Competency mapping – Multiskilling -

Successionplanning- Cross Cultural Planning. Performance Management strategies

Definingkey result areas (KRA) - Result based performance - Linking performance

to pay-Merit based promotions. Reward and Compensation Strategies Performance

based pay - Skill based pay -Team based pay -Broad banding-Profit sharing -

Executive compensation - Variablepay.

Unit-V (10Hours)

Retrenchment strategies

Downsizing - Voluntary retirement schemes (VRS) – HR Outsourcing-

Earlyretirement plans-Project based employment. Human Aspects of Strategy

implementation. Behavioral issues in strategic implementation – Matching

Culturewith Strategy - Human side of mergers and acquisitions – Leadership Power

andPolitics. Employee morale - Personal values and business ethics Global

HRStrategies–Introductiontoglobal HRstrategies-Developing

HRasavalueaddedFunction.

Reference:

1. Jack Lawrence .R&Glueck William F(2008)-Strategic Human

ResourceManagement-TataMcGraw Hill Publishing Company Ltd.,

2. Dr.B. Rathan Reddy (2008) Effective Human Resource Training and

DevelopmentStrategy,Himalaya Publishing House,Mumbai.

3. Wilson John (2006) Strategic Human Resource Management -Kogan

PagePublications-London.

4. Charles M. Vance and YongsunPaik(2006) Managing a Global

WorkforceChallengesandOpportunities.PrenticeHallofIndiaPublications.

5. Strategic Human Resource Management, by Randall S.Schuler and

SusanJackson,Blackwellpublications,Oxford(2005)

6. Strategic Human Resource Management-A Guide to Action by

MichaelArmstrong(2006),Kogan PageLtd.,(London)

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Human Resource Development

(50 Hours) Objectives:

1. Togainadeepinsightintothesubjectmattersothatthestudentisabletodevelop suitableunderstandingonthetopic.

2. Tointegratethetheoreticalunderstandingwithpracticalapplicationtothefield.

3. TobuildaknowledgebaseappropriatetoHumanResourcedevelopment.

4. Toenablethestudenttodeveloptheattituderequiredforthesuccessfulapplication

ofHumanResource developmenti n industries

Course Outcome

Acquire the skill to manage the human capital in an organization and also the

competency and profiling architecture. Enable oneself to get exposed to

instructional designs and the HRD processes. Venture onself effectively at times

of mergers and acquisition.

Unit I (10Hours)

Human Capital Management- Definition- Purpose; Manpower Planning- Process –

Understanding Organizational goals and Objectives; Career Development–Initiatives

– Kaleidoscopecareermodel;LeadershipandPower-Leadershiptheories–Contemporary

Leadership issues – Role of HR in Leadership - Use of technology forHRD

interventions

Unit II (10Hours)

Competency Mapping /Building – Profiling and architecture; Balanced Score

Card(BSC) – Perspectives- Principles; Strategic Management tool- Steps; HR Metrics

–Measurements;WorkforceAnalytics;EmotionalIntelligence–Importance–Application.

Unit III (10Hours)

Knowledge Management - MC Elory Model; Instructional Design – Evolution –

Theories; HRAudit–Definitions-Purpose-Levels–Process. Training and Development

in Human Resource Development–Training need analysis–Objectives

Unit IV (10Hours)

Mergers andAcquisitions–Definition–Types–Process–Challenges;Jobrotation

– Definition – Benefits- Advantages- Characteristics; Managing Diversity – Steps –

Diversity and Value – Equality and Diversity - Diversity programs; Cross

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culturalmanagement – Meaning – Cultural differences – Communication across

culture –Global Leadership- Cross cultural training

UnitV (10Hours)

Task and Analysis – Definition – Purpose – Process – Methods; Management

ofcreativity–Diversityofthecreativeteam-creativityandLeadership–HumanResource

Management fosters creativity – Characteristics of creative individuals –

Challenges;EmployeeEngagement–Attrition–Challenges.

Reference:

1. Elwood F. Holton III (Author) , Richard A. Swanson (Author) Foundations

ofHuman ResourceDevelopment(2ndEdition)January22,2011

2. JonM.Werner(Author),RandyL.DeSimone(Author)HumanResourceDevelopment

Publication Date: September 22, 2011 | ISBN-10: 0538480998 |ISBN-13:978-

0538480994| 3. RickBellingham,contibutingeditorRussCampanelloHROptimisation2010

4. Santosh Gupta Human Resource Development: Concepts and Practices Deep

andDeep Publications,01-Jan-2008

5. Ashok Kumar Sannigrahi Human Resource Development New India Pub.

Agency,2011

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Industrial Law

(50 Hours)Objectives:

1. Training the students on statutory compliance for the

industrialestablishments.

2. TomakethestudentsstronginLabourLawpracticesandproceedings.

3. To strengthen students ability to solve industrial disputes and

complianceslegally.

Course Outcome

Acquire the necessary expertise in terms of the Indian constitution and its associated

facets involved and also to acquire the caliber to interpret the laws in terms of its orginal

provisons and its recent amendments and thereby the legal compliance and pursuance of

the same is ensured.

UNIT– I (10Hours)

Introduction: Indian Constitution – Preamble – Directive Principles of State policy –

Fundamental rights – Labour and Employment ministry functions – Human

ResourceDevelopmentministryfunctions.

UNIT– II (10Hours)

Shops and Establishments Act, 1947 – Abolition and Regulations of

ContractemployeesAct,1970,AbolitionandRegulationsofChildLabourAct,1970.

UNIT– III(10Hours)

SexualHarassmentAct,2013–RighttoInformationAct,2005.

UNIT– IV(10Hours)

Workmen’scompensationAct,1923-ApprenticesAct,1961 –PollutionControl

laws,1999.

UNIT– V (10Hours)

Minimum Wages Act, 1948 – Payment of wages act, 1936, Equal remuneration

Act,1976 - Introduction to International Labour Organization (ILO) – United

NationsOrganization (UNO)initiatives onlabour force.

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Reference:

1. HandbookofIndustrialLawsbyN.D.Kapoor-SChand,2010.

2. IndustrialLabourLaws-TaxmanPublications,2012

3. Industrial Relations, Trade Unions and Labour Legislations by

P.R.N.Sinha,InduBalaSinha,SeemaPriyadarshiniShekar-

PearsonPublication,2011

4. Industrial Disputes Act 1947 along with the Central rules, Bare Act (with

shortcomments)CommercialLaw Publishers IndiaPvt.,Ltd.,Delhi,2012

5. The Factories Act, 1948 along with the Central rules, Bare Act with

ShortComments,CommercialLawPublishers IndiaPvt.,Ltd.,Delhi,2012.

6. The Payment of Bonus Act, 1965 along with Tamil Nadu rules, Bare Act

WithshortComments,CommercialLawPublishersIndiaPvt.,Ltd.,Delhi,2012.

7. The Payment of Gratuity Act, 1945 along with Tamil Nadu rules, Bare Act

withShortComments,CommercialLawPublishersIndiaPvt.,Ltd.,Delhi,2012.

8. The Trade Union Act, 1926 along with Tamil Nadu rules, Bare Act with

shortComments,Commercial Law Publishers IndiaPvt.,Ltd.,Delhi,2012.

9. The Standing Orders Act, 1949 along with the Tamil Nadu rules, Bare Act

withshortcomments,CommercialLawPublishersIndiaPvt.,Ltd.,Delhi,2012.

10. Employees’ Provident Fund and Miscellaneous provision Act. 1956 along

withTamil Nadu rules, Bare Act with short comments, Commercial Law

PublishersIndiaPvt.,Ltd.,Delhi,2012.

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EXTRA–DISCIPLINARY–II

Managerial Economics

(40 Hours) Objectives:

1. Tounderstandandintegrateeconomictheorywithbusinesspractice.

2. Toapplyeconomic conceptsandprinciplestosolvebusinessproblems.3 To

know internal and external factors influence the business ,and growth

ofIndustries acrossthecountry

3. Over all view of Government economic policies viz., industrial policy,

Migrationtrends.

Course Outcome : Possess the skills needed to become a professional economic affair manager by being able to theorise the nature and scope of the subjects concerned. Enhance the employability by gaining mastery of the concepts of equi marginalism , price elasticity and the patterns of industrial growth.

Unit-I (8Hours)

Introduction to Managerial Economics: Definition, Nature and Scope,

Relationshipwith other areas in Economics, Production Management, Marketing,

Finance andPersonnel,Operations research-Theroleofmanagerialeconomist.

Unit-II (8Hours)

Basic economic principles – the concept of opportunity cost, incremental

concept,scarcity, marginalism, Equi-marginalism, Time perspective, discounting

principle,risk anduncertainty.

TheoryofDemand

Demand and Supply, Market Equilibrium, Price Ceilings and Price

Floors,Comparative Statics: Changes in Demand and Supply. Price Elasticity of

DemandPrice Elasticity, Total Revenue, and Marginal Revenue, Factors Affecting

PriceElasticity CrossPriceElasticity.

Unit-III (8Hours)

The Economic Policy and Industrial Sector

Industrial Sector in Pre-reforms period, Growth and Pattern of Industrialization

,Industrial Sectorin Post-reformperiod-growth andpattern ofMicro,Small, Medium

Enterprises s, problems of India’s Industrial Exports, Labour Market-

issuesinLabourMarket Reformsandapproaches to EmploymentGeneration

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Unit-IV (8Hours)

Migration and Absenteeism

Approaches to Labour Migration trends & effects of Migration. Absenteeism

toIndustrial Labour in India, causes, effects and remedies. Labour turnover - Trends

inLabourTurnoverinIndia.Problemsand Policy of FemaleWorkers inIndia.

Unit-V (8Hours)

Indian Industrial Growth

Industrial policy: Trends in industrial growth since 1991.Performance and

problemsof Micro, Small, Medium Enterprises. Role of Multi National Companies

(MNC’s)inIndia.Problemsofregional imbalanceandindustrialgrowth in India.

Reference:

1. Ahluwalia I.J. [1985], ‘Industrial Growth in India,’ Oxford University

Press,New Delhi.

2. P.R.N.SinhaInduBala Sinha (2010) Industrial Relation Trade Unions and

LabourLegislation PearsonPublication.New Delhi 3. GovernmentofIndia,AnnualEconomicSurvey.

4. ReserveBankofIndia,AnnualReportonCurrencyandFinance.

5. Bhagwati, Jagdish. [2004],’In Defense of Globalization,’ Oxford

UniversityPress,U.K.

6. Dhingra, Ishwar //C.[2006],’Indian Economy,’ Sultan Chand and Sons,

NewDelhi.

7. William F. Samuelson (Author), Stephen G. Marks (Author)

ManagerialEconomics Wiley;7edition(December6,2011) 8. IvanPng,DaleLehmanManagerialEconomicsJohnWiley&Sons,05-Mar-2007

9. Ranjana Seth Industrial Economics Ane Books Pvt Ltd, 01-Jan-

201010.VidyaRajaramIndustrialEconomicsLambertAcademicPublishing,201

1

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ELECTIVE–IV

CompensationBenefitsAnalysis (40Hours)

Objectives

1. Training the students on compensationmanagement.

2. Methods and criteria are focused on compensation framing.

3. Factors contributes on compensation packages designin an organization

4. Governments intervention and laws on fixing wage framing

Course Outcome

Enable oneself to gain mastery over the administration of compensation and benefit and

acquire the necessary competence with regard to job analysis and payroll management.

Investigate also the National wage board policy and its implementation.

UNIT–I (8Hours) Introduction: Compensation Management – significant factors affectingcompensation policy– equity and comparison comparable value. Forces consideredforfixingwage andsalary.

UNIT–II (8 Hours)

Job analysis – Wholesale Price Index (WPI) – Consumer Price Index (CPI) -

Blueand white color jobs salary fixing method – competency and pay, -

Expectancytheory -incentivesschemes– concept,methods,impacts.

UNIT–III (8 Hours) NationalWagepolicies-Wageboard–Formation,functions,IndustrialWageSurvey

UNIT–IV (8 Hours)

Payroll management–authorizeddeductions–Employee StockOption–Fringebenefits–

Payvariation for expatriates,parent,hostcountries nationals.

UNIT–V (8Hours)

Paycommissions–formation–functions–reports.

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Reference:

1. KumarDipak.,HumanResourcePlanning,Excelbooks,NewDelhi,2005.

2. Tripathi P.C.., Personnel Management & Industrial Relations

Management,Sultan chand&sons,NewDelhi, 2003.

3. Aswathappa, Human Resource and Personnel Management, Mc Graw-

HillInternational BooksCompany,NewYork,2006.

4. The WorldatWork Handbook of Compensation, Benefits & Total

Rewards:John Wiley&Sons,New Jersey, 2007.

5. Deb Topomoy, Compensation Management texts and case. Excel

books,New Delhi,2009.

6. UpadhyaySSDr:CompensationManagementrewardingperformance.

GlobalIndiapublications,NewDelhi.,2009.

7. Michael Armstrong, Helen Murlis., Reward Management., Kogan

pagepublishers,USA 2007,

8. Bhattacharyya Dipak Kumar: Compensation Managemenent.

OxforedUniversity Press,NewDelhi,2009.

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Global Human Resource Management

(60 Hours)

Objectives

To understand the nature of International HRM and appreciate how and

whyInternational HRM has become so critical to competitiveness and to our

society'swell-being .

To develop greater sensitivity and confidence in our own capacity to effectively

impact the HRM process when working across cultures,

Course Outcome :

Acquire the knowledge to know about the basic functioning of globalization and the

business environment. Enable oneself to start a venture as he or she is exposed to

international functioning of business organizations and learn the knitty grities of

international compensation.

Unit-I (12Hours)

Globalization and the Indian Business Environment: Meaning and

Implications,Phases, Global Impact on Indian Economy across Sectors. Modes of

Entrystrategies.

Unit–II (12Hours)

International Business Environment: Review of the global economy, the

globalrecession,BusinessenvironmentinDevelopedandDevelopingCountries. Internationaltradetheories.

General Agreements on Trade and Tariffs (GATT) and World Trade

Organization(WTO):AgreementsandImplications.

International cultural aspects- Values and norms, religion and ethics,

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language,education,impactofculturaldifferenceson business.

Unit-III

International HRM (IHRM)

(12Hours)

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Definition, reasons for going global, Approaches to International Human Resource

Management (IHRM), Difference between International Human Resource

Management (IHRM) and Domestic Human Resource Management(HRM),Reasons

for emergence of International Human Resource Management (IHRM),Models of

IHRM-Matching model, Harvard Model, Contextual Model, 5P ModelEuropean

Model, Models of Strategic Human Resource Management (SHRM) inMultinational

Companies, Internationalization of HRM: Socio-cultural context, Organizational

dynamics and Internationa l Human Resource Management (IHRM):Role of culture

in International HRM,Employee management issues, Organizational Processes in

International Human Resource Management (IHRM),Linking HR to International

expansion strategies, The Challenges of InternationalHuman ResourceManagement.

UnitIV (12Hours)

International Compensation: Forms of compensation and factors that

influencecompensation policy, key components of international compensation,

Approachesto international compensation, compensation practices across the

countries,

socialsecuritysystemsacrossthecountries,globalcompensation:emergingissues.

UnitV (12Hours)

International Labour Relations: Key issues, response of labour unions to

MNCs.Human ResourceManagement(HRM) practicesindifferentcountries-

Japan,USA,UK,Turkey,MiddleEast,India andChina.

HRM practices in different continents- The American, Europe, Far East

andMiddleEast.

Reference

1. International Human Resource Management Monir H. Tayeb, Oxford

UniversityPress,2005.

2. International Human Resource Management - Peter J. Dowling, Denice E.

Welch,CengageLearning2007

3. The Global Challenge: Framework for international human resource management -

Evans,Pucik,Barsoux,TataMcGraw-HillIrwin.2009

4. International Human Resource Management - Tony Edwards, Chris Rees,

PersonEducation.

5. InternationalHumanresourceManagement–RaoP.L,ExcelBooks.

6. International Human resource Management – Chris Brewster,

UniversityPress.2008

7. International Human Resource Management: Managing People in a

MultinationalContext.Peter J.Dowling(Author),Marion

Festing(Author),AllenEngle(Author) 20089.International Human Resource

Management: Policy and Practicefor the Global EnterpriseDennis R.

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Briscoe,Randall S. Schuler Psychology Press,2004

8. International Human Resource Management: from cross-cultural management

tomanaging adiverseworkforce,KateHutchings,HelenDeCieri2007. 9. GlobalizingInternationalHumanResourceManagementChrisRowley2007

10. International Human Resource Management3rd Edition Chris Brewster,

PaulSparrow,GuyVernon andElizabethHouldsworth Chris Brewster2011

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Paper-13

(50Hours)

Organisational Development

Objectives

• This paper believes in making the students understand the level of trust

andsupportthatODinterventionscanbringamonganorganisation'smembers • Tounderstandtheorganizationalchangesandtheremedies.

• TolearnabouttheconflictmanagementstrategiesthroughODactivities.

Course Outcome

Enhance the competency to be a OD consultant and thereby offer sustainable solutions to

many of the sticking problems in the organizations. Acquisition of skills to develop

techniques and programs for organizational development and also learn and apply the

concepts pertaining to workgroups and teams

UNIT I (10Hours)

• Organizational Development - concept and evolution - characteristics of OD -

organizational effectiveness and Organizational Development –

OrganizationalDevelopment process – phases in Organizational Development –

OrganizationalDevelopmentinterventions.

UNIT II (10Hours)

• Organizational Development programs and techniques - Grid training –

Managerial grid - Blake and Mouton grid - New managerial grid - Rensis Likert's

Managerial Systems-System1to4continuum -Fieldler's Leadership contingency

model.

UNITIII (10Hours)

• Work Groups & Teams, Preparing for the world of work Group

Behaviour,Emerging issues of Work Organisation and Quality of Working life –

Career stagemodel– Movingupthe career ladder

UNITIV (10Hours)

• Stress and Well Being at Work, Four approaches to stress, Sources of stress

atwork, consequences of stress, Prevalent Stress Management, Managerial

47

Witheffectfrom2017 -18

implications

UNITV (10Hours)

• Organisational Development and Change ,Organisational Development

,Alternative Interventions , Change Agents : Skills Resistance to change

,Managerial the resistance,Levin’s changemodel,Organisational reality

Reference:

1. Organization Development and Change- Thomas G.

Cummings,ChristopherG. Worley -2009–CengageLearning.

2. Organisation Development: Principles, Process & Performance -

AmitabhMehta-2009–Global IndiaPublications PvtLtd,NewDelhi.

3. Organisation Change and Development- Kavita Singh - 2009 –

ExcelBooks,NewDelhi.

4. Organisation Development Systems- Vinayshil Gautam, Surinder Batra -

2011–Concept Publishing Company PvtLtd,New Delhi.

5. An Experiential Approach to Organization Development- Brown - 2008–

Pearson Education,Inc.

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ELECTIVE-V

TotalQualityManagement(50Hours)

Objectives

1. TotrainthestudentsonconceptsandtechniquesofTota

l Quality Managementpractices.

2. To make the students aware of roles of

HRprofessionals in the Total Quality

Managementprocess.

3. Connecting the HRM functions with productivity of

theorganization on theindustrialperspective. 4. TrainingstudentsforQualitycertification

Course Outcome :

Venture into a new business by initiating TQM techniques. Acquisition of professional

competence to function in a quality circle. Learn and apply the concepts involved

interms of zero defect and quality techniques and control measures.

Unit-I(10Hours)

Introduction-Quality–

Basicconcepts,dimensions,economicsofquality,qualityGurus.TotalQualit

yManagement:Definition,evolution,journeyfrominspectiontoTotalQualit

yManagement,comparisonatdifferentstages,dimensionsofTotalQualityM

anagement,TotalQualityManagementviewpoints,reasonsforadopting

TotalQualityManagement

Unit-II(10Hours)

Quality initiatives in organizations Role of tools and techniques

inTotal Quality Management, Classification of tools and techniques

–Problem identification, Data analysis, Graphical,

Creativity,Companywide. Brief description of Quality awards –

MBNQA,Demingaward,Europeanqualityaward,Australianqualityaw

ard

UnitIII(10Hours)

Total Quality Management Tools & Techniques - Quality circles –

Quality Function Deployment (QFD) – Taguchi quality loss function –

TotalProductiveMaintanence(TPM)–Concepts,improvementneeds

– CostofQuality–Performancemeasures.

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Witheffectfrom2017 -18

UnitIV(10Hours)

Recent Technique for Quality Improvement – Zero Defect – QualityMotivationTechniques

– QualityManagementsystemandTotalQualityControl.

UnitV(10 Hours)

Selection of ISO and Model and Implementation of ISO 9000.Human

Resources Development and Quality Circles –

EnvironmentalManagementSystemandTotalQualityControl.

Reference

1. Evans,TheManagement&controlQualities,Thomson,2004.

2. George, Stephen and Weimerskirch, Arnold, “Total

QualityManagement – Strategies and Techniques Proven”,

MohitPublications,2001

3. Jain,“QualityControlandTotalQualityManagement”,TataMcGrawHill,2002

4. Dale H.Besterfiled, et at., “Total Quality Management”,

PearsonEducationAsia,Third Edition,Indian Reprint(2006).

5. Evans James.R. Total Quality management, organization

andstrategy.Thomson-southwestern, Noida,2007.

6. Besterfield Dale H, Editor, Total Quality

Managemnt.,Prentice-

HallofindiaPrivatelimited,NewDelhi,2008