hrm course outline

JAIPURIA INSTITUTE OF MANAGEMENT, NOIDAPGDM (General)

TRIMESTER III (2011-13)

Course Title: Human Resource Management Course Code: HR (503)

Course Instructor: Prof. Abdul Qadir Office Ext No. 381

Number of Sessions: 24 Course Credit: 3

Course Overview

Human Resource Management (HRM), one of the major business functions of organisations

involves all management decisions and practices that directly affect or influence the people, or

human resources, who work for the organisation. An organisation’s employees enable an

organisation to achieve its goals and the management of these human resources is important to

an organisation’s success. HR being the key business partner, in today’s contemporary

organisations, the role of HRM has gained great importance due to a shift in the business

environment.

In order to meet the need of hour of business-savvy professionals, the proposed HRM course is

designed to facilitate the students about the concepts, techniques, and practices in the HR

domain. The aim of the course is to establish understanding of the concept related to people

aspects and to apply them in complex business environment. The course discusses the

important partnership with line mangers and the competencies required of HR management.

This course will help the students by introducing them to an identifiable set of activities that

Human Resource Management takes into account that affect and influence the people who

work in an organization.

The HRM course has been planned over six distinguished modules namely; Human Resource

Management in Perspectives, Meeting Human Resource Requirements, Training & Developing

Employees, Compensation Administration and Reward Management, Employee Relations,

Employee Transition & Separation, and e-HRM. These modules focus on the introduction,

explanation and discussion of the individual practices and policies that make up HRM. The

course also covers various human resource management issues of public and private sector

organisations. It will articulate and foster an approach to human resource management that

integrates and aligns various verticals including recruitment and selection, training and

development, performance management, compensation and industrial relations which can

leverage positive contribution to organizational performance. The course provides specific,

actionable explanations and illustrations along with case studies with focused Indian

perspective.

Apart from discussing and developing the traditional proficiency of HR functions among

students, they will also be exposed to the latest practices in HRM like; e-HRM, HR

outsourcing, HRIS & HR ERP softwares. This will let the students hone their skills beyond

their future plans of specializing into any specific area while understanding the importance of

HRM.

Learning Outcomes After undergoing this course, students will be able to: 1. Analyse and comprehend various HR roles and challenges in the organisation.

2. Appreciate the integration of different HR Functions for efficient HR operation.

3. Use HR concepts and practices as a line manager.

4. Explore the intervention of technology in managing HR in terms of e-HRM, HRIS, HR-

ERP softwares.

PedagogyThe class time will be used to make the students understand the concepts and practices and

learn to implement them in practical life. The course will be taught through classroom

discussions. Group and individual exercises will be used to develop the skills and techniques

needed for a successful manager. Case discussions and individual assignments/exercises, and

corporate business examples will constitute the learning tools of this course.

Text BookSnell S., Bohlander G., & Vohra V. (2010) “Human Resource Management: South Asian Perspective”, Cengage Learning, 7th Edition, New Delhi.

Assessment

Sl. Components Weightage %01 Class Participation 1002 Quizzes 2003 Project Work 2004 Mid-term Examination 2005 End-term Examination 30

Class participation: This includes discussion on case study, presentation of cases wherever

applicable and individual & group exercise. As a part of group exercise, each group has to do

one exercise which will include role play, case analysis, and scenario & situation analysis.

Quizzes: There will be two quizzes of MCQ(s) type and will be conducted announced.

Project work: As a part of project work, each group would be required to do field work in

which they need to study & understand any specific HR subsystem. Each group will be

required to conduct interview of HR professionals and wherever applicable interview of

employees of other functional area which will be followed by report writing as a part of their

project work. They are also expected to collect relevant HR documents and formats to enhance

their knowledge.

Mid-term examination: This will consist of application based situational questions and

conceptual questions.

End-term examination: This will consist of case study-analysis, application and situational

based questions and theoretical, conceptual questions covering the entire syllabi.

Session Plan

Session

Topic Methods/Case Text Book & Readings

Ch./Pg. No.

Module 1: Human Resource Management in Perspectives

1 Opening Session: Introduction to HRM Discussion

2 Concept and Functions, Scope and Significance, Role and Responsibilities of the Human Resource Manager.

Discussion Snell, Bohlander & Vohra

Ch 1 Pg 4-41

3 Role of HRM & Challenges in HRM Discussion Assigned Reading : HCL Technologies, Employee First Customer Second

Module 2: Meeting Human Resource Requirements

4 Job Analysis, Job Description, Job Specification

Discussion &Exercise: Job Analysis of HR Manager

Text Ch 3Pg 106-117

5 Human Resource Planning Discussion Text Ch 2Pg 51-91

6 Recruitment, Sources of Recruitment Discussion &Case: Risky Recruit

Text Ch 4Pg 145-164

7 Selection Process and Types of Tests, Methods of Interview

Discussion Text Ch 5Pg 201-225

8 Mock Interview Exercise - -Module 3: Training & Developing Employees

9 Training - Introduction, Process & Methods of Training


10 Training Need Evaluation Discussion & Case:McDonald’s

Text Ch 6Pg 265-284

11 Performance Management System – Introduction, Process and Methods of Performance Appraisals


12 Methods of Performance Appraisals contd… Discussion Text Ch 7Pg 328-344

13 Career Planning Discussion &Role play: “Promotion of Mr. Mashroo”

Text Ch 2Pg 165-175

14 Group Project Work PresentationModule 4: Compensation Administration and Reward Management

15 Compensation, Basic Factors in Determining Pay Rates


16 Competency Based Pay, Benefits, Perks, and Incentives, Compensation Trends

Discussion & Exercise: Designing Compensation for Marketing Executives

Text Ch 8Pg 380-386

17 Performance Pay Linkage & Rewards Discussion Text Ch 9Pg 403-407

Module 5: Employee Relations and Transition18 Overview of Industrial Relations Discussion Rao, V.S.P.

HRM ,Excel Books

Ch 26Pg 584 -589

19 Industrial Dispute Act, Dispute Settlement Machinery

Discussion -do- Ch 26Pg 591-599

20 Managing Employee relations through Collective Bargaining

Case: Philips India- Labor Problem at Salt Lake

Handout Ch 22Pg 513-528

21Promotion & Transfer, Employee Turnover, Retirement, Layoff, Retrenchment and VRS

Discussion & Exercise - Making a Layoff Decision

Reading:Exit Interview, Human Capital, 2009 - Handout

Module 6: e-HRM

22 Technology in HRM: HRIS, ERP Packages for Managing HR

Guest Session Text Ch 12Pg 505-530

23 Group Project Work Presentation24 Closing Session :An Integrative Case Discussion &

Case:Tata Consultancy Services

Handout

Questions for Case Discussion

A) Case: Risky Recruit 1. Should Naytrix rope in alleged sexual offender but marketing whiz Shradul Swamy to crank up

business?2. Suggest suitable framework of Recruitment & Selection to Mr. Sunderam explaining issues which

are necessary to consider in selection decision.3. In today’s age and time, business is won and retained on the strength of organizational capabilities

and track record. How do you propose to resolve Naytrix’s dilemma, keeping the above in background?

B) Case: McDonald’s 1. Do you think McDonald’s training initiatives are aligned with business strategy? Explain

the reasons for it. Why it’s important to establish business strategy - training linkage?2. Examine Ray Kroc’s training philosophy. How has McDonald gained from this

philosophy?3. Discuss the training and Management development process at McDonald’s with respect to

its design, purpose, methods and content. Evaluate McDonald’s T&D process based on your understanding of the process of training?

C) Case: Labor Problems at Phillips

1. Drawing information from the case justify whether PIL has followed the approach of proactive strategy or reactive strategy in handling the deal.

2. As a student of management pinpoint the differences in perceptions & its reasons for the various parties involved in the case study?

3. What would be the future repercussions of the union management tussle for the Videocon management & what plan do you suggest to develop effective industrial relations?

D) Case: Tata Consultancy Services1. Analyse the recruitment/Selection process of TCS and appreciate its salient features.2. Explain the emphasis on Training and education and its facilitation in building of TCS as a brand

that attracts the best talents in the market.3. Analyse the perks/fringe benefits available to TCS employees and the contribution of these benefits

to building TCS as an attractive brand.4. Explain the reward mechanism in TCS that helps in retention of employees.

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hrm course outline

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