This course is based on a proactive approach to the management of people. Using the workplace as the starting point, you will walk through a strategic, competency-based facilitation model of human resource management. You will deal with practical aspects of managing people in the workplace in activities ranging from the assessment of the global environment to the identification of staffing needs and competencies that impact human resource decisions. You will assess the importance of coaching and open communication when inspiring individuals to overcome barriers to peak performance. Throughout the course, you will learn from others in your group as they apply the model to their environment. You will learn by doing and by applying what you learn to your own work environment.
HRM 301, HRM 360, HRM370, HRM 380
- It is the student’s responsibility to gather information about the assignments and covered topics during the lectures missed. Regular class attendance is mandatory. Points will be taken off for missing classes. Without 70% of attendance, sitting for final exam is NOT allowed. According to IUB system students must enter the classroom within the first 20 minutes to get the attendance submitted.
- The date and syllabus of quiz, midterm and final exam is already given here, however, announcements will be given ahead of time. There is NO provision for make-up quizzes.
- The reading materials for each class will be given prior to that class so that student may have a cursory look into the materials.
- Class participation is vital for better understanding of sociological issues. Students are invited to raise questions.
- Students should take tutorials with the instructor during the office hours. Prior appointment is required.
- Students must maintain the IUB code of conduct and ethical guidelines offered by the School of Business.
- Students must refrain from any type of cheating and/or plagiarism in a course. Any student acting otherwise will receive an “F” grade in the course. School of Business, IUB, maintains a zero tolerance policy regarding violation of academic integrity.
- Students are not allowed to keep bags, handouts, books, mobile phones, smart watches or any other smart electronic devices with them during any exam. Students are advised to keep everything in the front of the class room before the exam starts. Please note that, just carrying any smart electronic devises (even if the devise is turned off or put it in silent mode) during the exam will be considered as “cheating”. Moreover, during the exam, anything written on hand palms (or anywhere else) and carrying paper materials (whatever is written) will be considered as “cheating”. Any sorts of “cheating” will result in an “F” grade with no exception. During the exam, students are only allowed to carry pen, pencil, eraser, sharpener, ruler, highlighter and calculator in a clear plastic bag.
| Type of Evaluation | Nos. | Weight |
| Class Attendance and Participation | 100% | 5 |
| Quiz (Best two will be counted) | 5 | 15 |
| Project and Presentation | 01 | 10 |
| Midterm Exam | 01 | 30 |
| Final Exam | 01 | 40 |
| Total | 100% |
[Class attendance is mandatory; failure to do so may deduct the final marks]
The following chart will be followed for grading. This has customized form the guideline provided by the school of Business.
| A | A- | B+ | B | B- | C+ | C | C- | D+ | D | F |
| 90-100 | 85-89 | 80-84 | 75-79 | 70-74 | 65-69 | 60-64 | 55-59 | 50-54 | 45-49 | 0-44 |
* Numbers are inclusive
The course will be based mostly on the following books [some other books and journals may be referred time to time]:
- Mello J. (2011), “Strategic Management of Human Resource,” 3rd edition, Cengage Learning India.
Link to virtual learning system: http://103.254.86.4/sb/ (School of Business – Faculty name- Login as a guest- password is 1234).
MORE READINGS:
- The Rutledge Companion to Strategic Human Resource Management, Edited by John Storey, Patrick M. Wright and Dave Ulrich (2009).
- Schuler R. and Jackson S. (2007) Strategic Human Resource Management. 2nd Edition, Blackwell
Publishing.
- Cranet survey (2011) on Comparative human resource management.
| Sessions | Topic | Learning Outcomes | Readings |
| Session -1 | Introduction | After completing this class students should be able to :
• Define strategy and strategic HRM; • Form an idea about the content of this course. |
Course
Outline |
| Session -2 | Concepts of Strategy | After completing this class students should be able to :
• Differentiate between strategy and tactic; • Appreciate three different schools of strategy and their respective implications on HRM.
|
Mello
Reading 3.1 Page 115- 126 |
| Session -3 | Investment
perspective on HRM |
After completing this class students should be able to :
§ Understand and measure human capital by using various HR metrics; § Understand HR value chain; § Identify factors that may influence an organization’s investment orientation.
|
Mello
Chapter 01
Page 3-15 |
| Session -4 | Contemporary
issues in SHRM |
After completing this class students should be able to :
§ Impact of technology on HRM; § Appreciate how changes in demographic, social, diversity, ethical values and nature of work can affect HRM practices.
|
Mello
Chapter 02
Page 39-87 |
| Session -5 | Contemporary
issues in SHRM |
After completing this class students should be able to :
§ Differentiate between traditional HR and strategic HR § Barriers of Strategic HR § Role of HR in knowledge economy |
Mello
Chapter 4
Page 151- 200
|
| Session -6 | Contemporary issues in SHRM | After completing this class students should be able to :
§ Recognize the importance of value based approach to behavioral analysis § Understand Lepak & Snell’s Employment Model § Appreciate Dyer & Holder’s Typology of Strategies and their implications on HRM § Identify critical competencies for SHRM |
Mello
Chapter 3
Page 101 – 138
|
| Session-7 | HR planning | After completing this class students should be able to :
§ Develop understanding of different types of HR planning § Formulate strategies for managing employee surplus and shortage § Assess the employee requirement by using Markov’s matrix. |
Mello
Chapter 5
Page 202 – 215
|
| Session -8 | HR planning | After completing this class students should be able to :
§ Differentiate between succession planning and replacement chart. § Formulate a guideline for effective succession planning § Differentiate between mentoring |
Mello
Chapter 5
Page 202 – 215
|
| and coaching
§ Develop an effective mentoring programme. |
|||
| Session -9 | Job design | After completing this class students should be able to :
§ Understand the concept of work design; § Recognize the significance of work design;
|
Mello
Chapter 6
Page 240- 260
|
| Session -10 | Job design | After completing this class students should be able to :
§ Discuss various strategies to work design; § Discuss different stages of employee life cycle. |
Mello
Chapter 6
Page 240- 260 |
| Session -11 | Staffing | After completing this class students should be able to :
§ Understand the strategic issues associated with recruiting employees; § Develop an appreciation and the relative advantages of various means of assessing job candidates.
|
Mello
Chapter 8
Page 336- 368 |
| Session -12 | Staffing | After completing this class students should be able to :
§ Appraise different means of assessing job candidates; § Describe the process of employment branding and candidate relationship management.
|
Mello
Chapter 8
Page 336- 368 |
| Session -13 | Quiz 1 | Review of topics for Midterm | |
| Session -14 | Midterm Exam | CHAPTERS 1, 2,3,4,5,6, and 8. [Mello] | |
| Session -15 | Training &
Development |
After completing this class students should be able to :
§ Understand how training and development activities can contribute to an organization’s strategic objectives; |
Mello
Chapter 9
Page 385- 399 |
| § Conduct a training need assessment. |
Students who are willing to audit the course are welcome during the first two classes and are advised to contact the instructor after that.
Plagiarism- that is the presentation of another person’s thoughts or words as though they were the students’ own – must be strictly avoided. Cheating and plagiarism on exam and assignment are unacceptable.
Please see the green book for further information about academic regulation and policies, including withdrawal and grading, apples and penalties for pilgrims and academic misconduct.
Students with disabilities are required to inform the School of Business/ Department of Economics of any specific requirement for classes or examination as soon as possible.