Course Plan

……………………………………………….
Course Code: KH1HRM3

Human Resource Management

(Dr. P.Madhu / Ms. Keerthi Menon)

Term 3
(March, 2017 to May, 2017)

Batch no 25

Programme: Post Graduate Diploma in Management (PGDM)

SCMS – COCHIN SCHOOL OF BUSINESS

Faculty : HOD:
Dean :
Director :
 Table of Contents

1. COURSE PROFILE:.............................................................................................3
2. COURSE OBJECTIVE/S: ……………………………………………………………..................3
3. COURSE OUTLINE (SYLLABUS)..........................................................................3
4. COURSEWARE:..................................................................................................4
5. LEARNING OUTCOMES:......................................................................................4
6. THE INTERNAL ASSESSMENT.............................................................................5
6.1 MILESTONES / IMPORTANT DATES....................................................................5
6.2 RUBRICS FOR ASSESSMENT...............................................................................5
7. SPECIAL INFORMATION ON COURSEWORK.......................................................6
8. MID TERM EXAMINATION COVERAGE AND QP PATTERN.....................................6
9. END TERM EXAMINATION COVERAGE AND QP PATTERN.....................................7
10. Course Implementation : Module and Session Plan..................................................8

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1. Course Profile:
Course Title Human Resource Management
Number KH1HRM3
Programme Post Graduate Diploma in Management
(PGDM)
Total Credits 3
Total Number of Sessions 24
Session Duration 1 hr 15 mins
Faculty/course facilitator Dr. P.Madhu / Ms Keerthi Menon

The course being a foundational course in HRM, it familiarizes students with the different approaches in
managing employees. The course introduces students the principles and practices of HRM followed in corporate
firms. This course deals with hard aspects of HR, where the previous courses by the departments focused on
psychological, behavioral and cross cultural dimensions of Human Relations Management. The course helps
students to develop their own approach to skillfully managing employees by illustrating multiple Human
Resource Management (HRM) strategies. It gives the students factual and conceptual basis for developing
specific, critical HRM skills such as hiring employees, managing performance, and rewarding employees.

2. Course Objective/s
To provide:

 introduction to the key principles, policies, and practices of human resource management.

 a background to the local and global legal context in which employees are hired, fired, rewarded and
managed

 a basic knowledge of evaluating employee performance, and rewarding them

 a basic over view of Performance, Talent and Competency Management practices

 a preliminary understanding of HR research, measurement and auditing

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3. Course Outline (syllabus)

Module Weight- Description

No age (list the topics covered under the course )
Human Resource Management: Introduction
 The essence of HRM: evolution, definition, underpinning
assumptions, trends
 Organogram and Organizational Structure- HRM System, HR
architecture, HR Delivery, HR Competencies, HR Impact
 Functional HR & Line Management: HR Policy, Role of HR
1 20%
Professionals- Workforce planning, Recruiting, performance
management, Training, compensation, Employee Relations
 Strategic HR: Conceptual basis, Strategic HRM, Strategic HRD,
Strategic Fit, General & specific HR strategies. Strategic HR
Functions: as business partner, HR-innovator, change agent
Recruiting, Hiring, Onboarding & Career Planning
 Work-force planning: Work organization & Job design, Smart
working, Flexible working, Multitasking, job sharing, Task structure,
Job rotation, Job enlargement, Job enrichment, Autonomous work
groups, Redundancy, retirement, disciplinary actions, suspension,
dismissal
 Recruitment: Strategic resourcing, defining requirement, person
2 20% specification, attracting candidates, sourcing candidates, dealing
with applications
 Selection: administering selection, selection methods, assessment
techniques, creating employment brand, employee turnover,
retention planning
 Onboarding, Career Planning, career paths, self-managed careers

Managing Employee Compensation

 Reward philosophy & strategy, reward system, pay determination,

financial rewards, grade & pay structures, pay progression,
contingent pay, merit pay, employee recognition schemes, pay
3 15%
reviews, basic pay, bonus schemes
 Benefits and Compliance
 Non-Monetary Rewards, Total Rewards Management
 Linking Payment with Performance
4
 Managing employee Relations

 Strategic employee relations: Employee engagement: commitment,

motivation, organizational citizenship, measuring engagement,
psychological contracts, employee voice, Managerial Counseling &
Grievance Resolution, dispute resolution
4  Acts, Laws & jurisprudence of employment: Compensation, Hours &
15%
Wages
 Discrimination, Health & safety, Trade Union, Industrial Disputes
 Employee Associations, Employee welfare: health & safety audit
 Negotiations & collective bargaining, collective agreements, trade
unions, whistle blowing
Performance, Talent & Competency Management

 Principles of performance management, developing performance

management systems, performance management cycle
 Tools for performance management, performance appraisal
5 20%  Competency & Talent Management: talent pool, succession planning
 Training, education, learning & up skilling: organizational learning
strategies, individual learning strategies, learning culture, Learning
need assessment , work place learning, evaluating training/learning
effectiveness, management development
HR Research & Accounting

 HR Research
5 10%  HR Accounting
 HR Audit
 Measurement practices in Hard & Soft HR

100%

4. Courseware:

5
 Year/
Book/ Journal Title Author Publisher
edition/volume
Adrian Wilkinson Pearson
Contemporary Human Resource 5e/ 2017
et.al Education
Management: Text and Cases

Armstrong’s Handbook of Human Armstrong,

13/e 2014 Koganpage
Resource Management Practice Michael

Employee Relations: Legal and Political Raymond L.

2015 Cognella
Foundations Hogler

Employee Engagement: Tools for

William H. Macey
Analysis, Practice, and Competitive 2009 Wiley Blackwell
et. al.,
Advantage

Biswajeet
Human Resource Management 4e / 2014 PHI Publishers
Pattanayak
Human Resource Management: Text and K Aswathapa 7e / 2013 McGraw Hill
Cases
Vikash
Human Resource Management : P G Aquinas 1e / 2013
Publishing
Principles and Practice

Essentials of Human Resource P. Subba Rao 5e / 2013 Himalayas

Management and Industrial Relations

Gary Dessler 9e / 2003 Pearson

Human Resource Management
Education

5. Learning Outcomes:

The students are expected to be able to:

 have a preliminary understanding of what works in the workplace
 learn the accepted practices for hiring, managing and rewarding employees
 introspect the legal and skill aspects of human relations management in workplaces
 explicate performance, talent & competency management practices
 undertake preliminary research projects in HRM

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6. The internal assessment

The internal assessment shall be based on the following Evaluation Criteria

Criteria Pre mid Post mid Total

term tem Marks
Mid Term Exam 20
1. Pursuit (Analysing organizational study
10 --- 10
through Organogram) (Module I)
2. Case Analysis & Presentation (Module II)
7.5 --- 7.5
3. Class Test (Module III)
7.5 --- 7.5
4. Class Test (Module IV)
8 --- 8
5. Pursuit (HR Functions)- Module V
--- 12 12
6. Questionnaire Preparation (Module VI)
--- 5 5

Total 70

6.1 Milestones / Important Dates

SR. No. Course work / Assessment (Assignment / Indicative Date/

Class Test / Project/ Presentation case analysis etc. ) Session Number
2nd Session
1. Pursuit (Module 1)
7th Session
2. Case Analysis & Presentation (Module 2)

11th Session
3. Class Test (Module 3)
16th Session
4. Class Test (Module 4)
18th Session
5. Pursuit (Module 5)
23rd Session
6. Questionnaire Preparation (Module 6)

6.2 Rubrics for assessment

(Separate rubrics to be provided for different types of assessment tools used)

7. Special information on Coursework

a) The classroom discussion will take off from the recommended textbook chapters. Therefore, Students
should come prepared for the class reading the recommended chapters & articles

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 b) As part of both pre mid-term and post mid-term internal assessment, students will be made to visit a
company of their choice and convenience and do organizational studies in the first visit and subsequently
for post midterm study the various HR functions carried out there.
c) The course is designed to be learning centric and was developed with an intention to familiarize all the
students with the different HR Terms and Jargons.
d) The course ends with preparing the students for internship with emphasis on qualitative research.

8. Mid Term Examination Coverage and QP pattern

Section A concept check(not more than 25%) , Section B Descriptive/application
Section C compulsory ( Application/ case )
Compulsory Question on Contemporary issue (10 -15% )

Section A Concepts
5*2=8 Marks

Section B Descriptive
3*5= 15 Marks

Section C Critical analysis/ case study

7 Marks

9. End Term Examination Coverage and QP pattern

The end term examination shall be for 3 hours and shall cover all the topics that are envisaged
in this plan and the pattern will be as follows:

Section A Short notes (150 words)

5*4= 20 Marks

Section B Descriptive (600 words)

3*10= 30 Marks

Section C Critical analysis/ case study

10 Marks

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9
10. Course Implementation: Module and Session Plan
Module Evaluation
Topics Pedagogy/ Activity Courseware (Cases/ (specify
Sessions (Lecture, discussions, readings/ book & chapter assessment tool )
Sr. Weight age presentations, seminar references)
No. (% of total etc………..)
content)
Armstrong, Michael
1 Essence of HRM: evolution, definition,
Lecture Method Chapter 1
underpinning assumptions, trends

Organogram and Organizational Structure- Armstrong, Michael

2 Chapter 1
HRM System, HR architecture, HR Delivery, Lecture Method
Pursuit
HR Competencies, HR Impact
20 (organizational
1 Functional HR & Line Management: HR Armstrong, Michael Study)
3 Policy, Role of HR Professionals Lecture Method Chapter 2 & 3
Strategic HR:

4 Expert Session Seminar

2 20 Work-force planning: Work organization & Lecture and Case study Armstrong, Michael Case Analysis &
5 Job design, Smart working, Flexible working, Method Chapter 11 Presentation
Multitasking, job sharing
Job enlargement, Job enrichment, Armstrong, Michael
Autonomous work groups, Redundancy, Lecture and Case study Chapter 11
6
retirement, disciplinary actions, suspension, Method
dismissal
Lecture and Case study Armstrong, Michael
7 Recruitment & Selection Method Chapter 18
Presentation
8 Onboarding, Career Planning, career paths, Lecture and Case study Career Paths
self-managed careers Method Chapter 4
Presentation
 9 Expert Session Seminar

Reward philosophy & strategy, reward Armstrong, Michael

10 system, pay determination, financial rewards, Lecture Method Chapter 26, 27 & 28
grade & pay structures
Armstrong, Michael
3 15 11 Benefits and Compliance Lecture Method Chapter 26, 27 & 28 Class test

Non-Monetary Rewards, Total rewards Armstrong, Michael

12 management Lecture Method Chapter 26, 27 & 28
Linking Payment with Performance
Strategic employee relations: Employee Armstrong, Michael
engagement, commitment, motivation, Lecture and Case study Chapter 29, 30 & 31,33
13
organizational citizenship, measuring Method
engagement, psychological contracts

Acts, Laws & jurisprudence of employment: Lecture and Case study

14
Compensation, Hours & Wages Method
Discrimination, Health & safety, Trade Armstrong, Michael
4 15 Union, Industrial Disputes Lecture and Case study Chapter 35 Class Test
15
Employee Associations, Employee welfare: Method
health & safety audit
Negotiations & collective bargaining, Global Industrial Relations
Lecture and Case study
16 collective agreements, trade unions, whistle Chapter 9
Method
blowing

17 Expert Session Seminar

20 18 Principles of performance management, Lecture Method K Ashwathappa Pursuit (Company

5 developing performance management revisit and study
systems HR Functions)

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 K Ashwathappa
Tools for performance management,
19 Lecture Method
performance appraisal
K Ashwathappa
Competency & Talent Management: talent
20 Lecture Method
pool, succession planning
K Ashwathappa
21 Training, education, learning & up skilling Lecture Method

22 Expert Session Seminar

HR Research, Measurement practices in Hard

23 Lecture Method People Analytics
& Soft HR
Questionnaire
6 10
K Ashwathappa Preparation
HR Accounting
24 Lecture Method
HR Audit

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