ENVIRONMENTAL MANAGEMENT Course Objective The course acquaints the students with the environmental issues surrounding business

and help them to develop a perspective for effectively managing these issues. Module I Concept of sustainable global development ± Issues affecting ecological equilibrium ± population growth ± depletion of natural resources ± industrial and urban population ±global warming . ModuleII Impact of industrial and business activities on the environment ±role of competition and consumerism ± issues in environment management for business ± Natural resources and energy management ± optimal use of fossil fuels ± use of non ±conventional energy resources. Module III Concern for environment: in produce development- production process-packaging ± distribution ± marketing ± strategies for ensuring environment friendly business operations ± green funding ± environmental ethics. Module IV Managing industrial pollution ± developing recycling technologies ± managing industrial waste ± maintaining bio-diversity ± government and institutional support for establishing and maintaining environment friendly business. Module V Environment impact studies and assessment ± Environment accounting and audit ± environment managing system ± EMS standards ± ISO 14000 ± international initiatives for environment management ± WTO provisions and other international treaties ± issues and challenges for environment management in the globalized world. ELECTIVE : HUMAN RESOURCE MANAGEMEN 1. HUMAN RESOURCE MANAGEMENT Course objective In a complex world of industry and business, organizational efficiency is largely dependent on the contributions made by the members of the organization. The objective of this course is to sensitize students to various facets of managing people and to create and understanding of various policies and practices of human resource management Module I Introduction to Human Resource Management ± definition and scope of PM , HRM and HPM ± human resources planning ± concept, aims and objectives ± job analysis ± job description and job specification ± recruitment ± sources of manpower supply ± selection ± test, interview and reference ± induction and placement ± promotion and transfer. Module II Training and development ± assessment of training needs and training methodologies ± evaluation of training schemes ± management development programmes and career planning ± performance appraisal- concept and purpose- methods and techniques ± employee counseling. Module III Industrial relations ± introduction to IR ± concept and approaches ± role of government , employers and trade unions in IR ± employer employee relation ± union management relations ± industrial disputes - causes and effects ± IR machinery ± collective bargaining ± conciliation ± arbitration and adjudication ± modern trends in IR. Module IV Employee grievance handling and redressel ± complaint and grievance ± grievance handling machinery and procedure ± employee discipline ± Module V Standing orders ± suspension , retrenchment and dismissal ± participative management ± works committee ±joint management council ± computerization ± human resources information system.

Module III Executive Compensation ± Performance Linked Compensation ± Strategic Issues in Executive compensation decisions ± Internal executive Compensation. LABOUR LEGISLATION Module I Evolution of Labour Legislation in India ± Industrial Relations . Social Security Measures in India ± Workmen¶s Compensation Act . COMPENSATION MANAGEMENT Module I Theory of wage and wage determination Models ± Market Theories. Bargaining Theories ± Social Theories. 3. Module II Concept of Social Security : ILO and Social Security . Module IV Five Disciplines of Learning organization ± systems thinking ± Personal Mastery ± Mental Models ± Building Shared Vision and Team Learning: Module V Strategic and Tools for building a Learning Organization . Module II Evaluating and developing salary structure: Determining pay levels and relatives . Payment of Gratuity Act1972 ± Other Acts. PERFORMANCE MANAGEMENT AND REWARD SYSTEMS Course Objective This course aims at giving the students conceptual and theoretical perspectives. Module IV Industrial Jurisprudence ± Legal Control of Industrial disputes . Human Capital Theories. Social Security and Welfare Legislations .Lay off retrenchment Module V Resolution of Industrial Disputes 4. The ³New´ and ³Renew´ Strategies Transformation theories ± Scientific revolution. .Next Generation Management. Managerial Control ± performance incentives and gain sharing Module IV External equity ± Market pay and pay policy ± Compensation surveys ± Machinery for wage fixation ± Wage Boards ± Pay Commissions ± Statutory Wage Fixation.1923 ± Employees state Insurance Act 1948.2. and practical insights regarding management of employee performance and reward.Employes Provident fund and (Miscellaneous Provisions )Act 1952 ± Maternity Benefit Act 1961.. 5.Kerala Shops and Commercial Establishment Act 1960 ± Kerala Labour welfare Fund Act 1975. Strategies of Transformation. BUSINESS TRANSFORMATION AND HRM Module I Organizational Transformation ± Concepts of transformation and Transitions. Economic and Behavioural theories. Module III Business Process Reengineering Approaches . Module II Evolution of quality Management ± Basic Concepts of TQM ± TQM approaches ± Juran Quality Trilogy.Internal Equity ± job evaluation ± Traditional and recent ± Computer aided job evaluation .lockouts .Job and competence analysis .strikes .Benchmarking ± Turnaround Strategies ± Corporate Excellence. Module III Welfare Legislations ± Factories Act 1948 ± Plantation Labour Act 1951 ± Contract Labour(Regulations and Abolition ) Act 1970. loss dealing with work stoppages .closures . The change from compensation or wage and salary concepts to reward management is . Module V Compensation Administration ± Components of pay ± Basic Concept of dearness allowance ± Welfare measures ± Concepts of Social Security ± Social Security Legislations ± Welfare Legislations.

concerns . Module III Collaborative Systems : Use of intranet and extranets to support communication & collaboration ± specific enterprise collaboration system as tools for communication of ideas . Consultive Role : basic concepts and components of . Goal setting theory. ModuleIII Reward Management : Concept and significance . HUMAN RESOURCE INFORMATION SYSTEMS Course Objective 1. To design HRIS structure for future human resources and labour relations needs.1936. supervisors and workers.training for evaluation . Different Methods of PA : traditional and modern. Theoretical framework . Psychological and Motivational theories affecting reward . Post appraisal Counseling. from requirements specification through on-going administration . Performance Management as a Business strategy . Foundation of the reward system . Principles of pay determination. 3. Module II Performance Appraisal : Concept . 4. setting goals .definition. Uses and process of Performance Appraisal . 360 degree appraisal . purpose . Module II Application Software Development : Deriving technical design specs ± user involvement in development process ± identifying business needs ± translation of business needs into functional requirements for HRIS ± role of application systems software ± review of HR software for operational & administrative roles of HR function. Ethical considerations . principles . Module IV Reward philosophy . 6. To prepare students to participate in all phases of the HRIS life-cycle . Feed back . Course Outline Module I Introduction to Human resource Information System : Role played by HRIS in the operation of human resources management function ± Managerial decision making for HR ± Strategic advantage ± challenge of business process reengineering and globalisation of HR function Business Imperative for HR Transformation ± HR as business partner ± Focus on real business value ± formulation of success factors for allocation of priorities and resources. Comparable worth and Equal Remuneration . strategy and policy . identification of training needs . Equal Remuneration Act . In times when performance and reward are made contingent on each other their relationalities are explored. Need and Objectives.emphasized . Role of HR and Line Managers . The Payment of Wages Act .measuring performance . 2. Characteristics of effective appraisal system . PA for Managers . sharing resources & co-operative work efforts associated with HR business processes and projects . Choosing the appraiser . To familiarize students with available software systems for human resource management and labour relations. Expectancy theory . Developing an appraisal Program . Potential appraisal .1976. Feedback and Amendments. Designing of performance management systems . Course Outline Module I Performance Management : Basis . process links . To provide students with basic technical skills needed to use HRIS technology. Post appraisal Interview . Reliability and validity of Appraisal . Module V Legal framework for pay determination and payment of wage . Economic Theories relating to pay .Labour market characteristics and Pay relativities . Management by Objectives (MBO) . Rewarding performance . scope and background .

the linkages between organizational strategy and HR strategy and the concept and practice of Strategic Human Resource Management. Annual objective . mission . HRS and HRIS. International Human Resource Strategy . culture.management information . Approaches . Human Resource Strategy ± some key issues. Module V BPR of HR function : Process of work-flow analysis . 8. Institutionalizing the strategy: structure . Module IV Application Software for Strategic Role of Hr : Fundamental concepts of strategic advantage through information technology Organising for HRIS implementation / Managing Change ± functional and process alignments . Course Outline Module I Strategic Management : nature and significance of strategic management . Human Resource Sorting . decision support and executive information systems ± application system software for consultative role of HR. Role of Human Resources in Strategy Formulation . Strategic Management Model and its components . Co ±operative Human Resource Strategy . integrating Human Resources in strategic Decisions . Change management . HRM Strategy for Future. Role of HRM in formulating Corporate Strategy . leadership and culture. HR Strategy and Functional Strategy. Performance Management . Porter¶s Model .Generic strategies .STRATEGIC HUMAN RESOURCE MANAGEMENT Course Objectives To make an understanding about the strategic management process.Getting the right and the best employee for the jobs is a critical function of human resource functionaries. HUMAN RESOURCE PLANNING Course Objective The course would enable the student to understand the issues related to manpower scouring and the sourcing process in organizations right from planning to placement . Strategy Analysis and choice . Guiding and Evaluating the strategy.assessing Business Value ± Cost justification methodologies. Course Outline . Evaluating Multinational Environments . Redeployment ± Cost Avoidance. Change management strategies : Training and Development Strategies . objectives and goals . Industrial and work place relations . Value of Strategic Management. 7. organizational performance and Human Resource Strategy . Analyzing the Environment . Module III Strategy implementation : Operationalizing the Strategy . Assumption : Intentions . analyzing the company profiles .core competencies of HRIS team. Limitations of Strategic Management. Environment forecasting . HRM Strategy and difficulties in its implementation. dimensions of Strategic Decisions . Module V New Economic Policy and HRM strategy . ROI and IRR. Formality in Strategic Management. formulating long-term Objectives and Grand strategies . Forces influencing strategy Formulation : SWOT. corporate strategy and global strategy. Module IV Human Resource Strategy : Concept . Portfolio Models . Module II Strategy Formulation : Formulating a company vision . HRS and Business Strategy . Implementation and Interpretation . Functional strategies and Business Policy .

Training. Career Development ModuleII Job Analysis. Reliability and validity of selection tools . HRD Experience in Indian . Interview Techniques. Rewards. Probation and Confirmation. Analysis Sources of demand and Supply of manpower . Employee Welfare and Quality of Work Life. Career Planning . Interpreting Test Results. Job Specification. Module II HRD Interventions: Performance Appraisal. Different Placement. Socializing the new employee. 1959. The Labour Market . Approaches to HRD. Career Paths . Placement.HUMAN RESOURCE DEVELOPMENT Course Objective The course attempts to bring in the students the need for qualitative HR practices in the field of training and development . Different types of Socialization. Human Resource Inventory. assessment Centers. Roles of HRD Developer: Physical and Financial Resources for HRD: HRD Climate. Systems Approach to HRD. Concept of Learning Organizations. Career Management. Do¶s and don¶s of selection Interviewing Medical Checkups . Data Gathering. Characteristics and Developing Psychological Tests. Approaches. Application blank. HRD Strategies.The diagnosis. Module V Employment offers. Resume Scanning Psychological Tests ± definition . Weighted Application Blank.Interviewing . HRD Styles and Culture.Different tools and techniques . Demand and Supply Forecasting . Types of Interviews . Overview of HRD as a Total System. Purpose. Concept and Process of Selection. prescription implementation and evaluation of training has been given importance in times where economic development and quality of management have to progress and improve hand in hand for a nations prosperity Course Outline Module I Human resource Development (HRD): Concept. Career Planning. Different Types of Tests.Career Anchors . service conditions . Assessment Center. HRD Trends: Behavioural Science. HR Accounting Module III Recruitment: Recruitment Policy. HRP and Business plans . 1946. Standing Orders . HRD Scorecard Module III Learning and HRD: Models and Curriculum: Factors and Principles of Learning. Group and Individual Learning. Labour wastage ± Absenteeism and labour turn over . Job Descriptions. Reliability and Validity. HRD Competencies. Apprenticeship training . Overall plan. Different Approaches . Resume. Evaluating the HRD Effort.Industrial Employment(Standing Orders )Act.contract of employment . Induction : Importance. Interviewing skills . Choice of selection methods . Advertisements. HRD Structures.Purpose. Behaviour Modeling and Self Directed Learning. Advantages and Limitations of Interviews. HRD Audit. Organization Development. Transactional Analysis. Feedback and Performance Coaching. Analysis and Feedback. Promotion and Transfer. Human Resource Planning Process. HRD Staffing: Role of Top Management in HRD. 09. Policies and Procedures. Selection. Potential Appraisal. The Employment Exchange (Compulsory Notification of Vacancies) Act. OD or Systems Development. Origin and Need for HRD. Web Recruitment. HRP at Micro and Macro levels. Job Designing.Module I Human Resource Planning : Concept and Objectives .Reference and back ground check . Module IV Employment Interview/ Selection . Psychological contract. The Apprentices Act 1961. Sources of Recruitment.

Organizations. it is the role of Trade unions .Human resources as social capital. Depreciation . HRD and Training Policy. HR accounting and bench-marking. HUMAN RESOURCE ACCOUNTING AND AUDITING Course Objective This course intends to train the participants in various Human Resources Accounting and Auditing tools and techniques . Gandhian Approach. Origin and development of IR. Simulation. Computer Based Training. Case Study. It also helps the participants to know the various applications of Human Resource Accounting Course Outline Module I Human Resource Planning ± Meaning and definition . Module II Human Resource Accounting ± Concept. Mentoring and development of social capital. Recruiting and Costs. Course Outline Module I Industrial Relations: Philosophy and concept . Training within Industry (TWI). Converting Human data in to money value. Measuring return of human assets. Marxian Approach and Dunlop¶s Systems Approach. 11. Rates of Return. HRD Audit. employees and the Government for the prevention and settlement of industrial disputes have also been dealt with in this course. Vestibule Training. Assessing Training Needs. Limitations of Human Resource Accounting ± Investment Approach. Structured and Unstructured Discussions. Approaches to IR : Human Relations Approach. Module III Organization Climate Approach ± Improvement and deterioration of organizational climate. Training and development . Module IV Responsibility accounting and Management control ± Management Control structure and process. Investment in Human Resources . Coaching and Mentoring. Expenditure and productivity. Natural Resources and Human Resources . HRD Score Card ± Accounting and Financial Statements. Transactional Analysis and Sensitivity Training. Audit Techniques. Module IV Human Resource Training: Concept and Importance. Process of Training. Future of HRD. Sociological Approach . INDUSTRIAL RELATIONS Course Objective To familiarize the students with the basic concepts of Industrial Relations. Investment in Human Capital . Investment in human resources . Incident Process. HR Audit. Prevention of Human Resource Wastage. Enumerating the assets. Balance Score Card. Management Games. structure. Market Portfolio. Auditing and accounting.marketable assets. functions. Team Development. Objectives . Importance . Human Capital. Social control. Designing and Evaluating Training and Development Programmes Module V Types and Methods of Training. Module V Personnel costs. Efficient use of Human Resource. Psychological Approach . Context and environment of IR. Behavioural aspects of Management Control. Education .On the Job and Off the job Training Methods: Lecture. cost reduction and future performance. Programmes Instruction. Module II Trade unions: Concept and Objectives . In Basket Exercise. Determination of changes in Human Resources Variables ± Increased costs. . Review of Training Programmes in India 10. classification of cost in responsibility accounting. Modern market investment Theory . registration. Role Play. Human Capital as an illiquid and non.

Concept. Module II Organisational Transformation . employee empowerment. organizational change ± forces for change ± aspects of change ± resistance to change ± approaches to managing organizational change contribution of Kurt Lewin.Tom Peters ± in the context of Liberalisation .Grid Training ± Managerial Grid ± Blake and Mouton Grid ± New Managerial grid ± Rensis Likert¶s Managerial Systems ± System 1-4 continuum. Module IV Organisational Development Programmes and Techniques b. Industrial Relations Research 12. Module III Organisational Development ± Concept and evolution ± Characteristics of OD ± Organisational effectiveness and OD ± OD process ± Phases in OD. Collective Bargaining. planned and unplanned change. Statutory and non statutory measures for discipline . Positive Disciplinary Intervention . forms of participation . levels of participation . Collective Bargaining and Legal Frame work . Lay-off. Remedial counseling..Nature and concept.Stamford power matrix ± survey guided development /survey feed back ± team building Module V Emerging OD approaches and techniques ± simplistic approach of Kirk Patrick ± Peter Senge¶s Learning Organisation. Module III Collective Bargaining: Concept and development . Grievance. Dispute settlement machinery : Industrial Disputes Act. Computerization and Organisational Development. Retrenchment and closure. MANAGEMENT OF CHANGE AND ORGANISATIONAL DEVELOPMENT Course Objective This course is designed to provide a conceptual and practice based approach towards understanding the implications of change . Lockout. Code of discipline. Process of collective bargaining. methods of redressal. Approaches to Discipline. trade union disputes . significance. Misconducts. systemic and behavioural . Domestic enquiry. Collective Bargaining Approaches and Techniques . Participative Management. Pre. evaluation of schemes in India. Service Rules .Fiedler¶s Leadership contingency model. Voluntary Arbitration . Schein¶s dialogue approach ± Japanese Management.Principles of Natural justice . Strategies for Organisational Growth . The ³Top down´ and ³Bottom up´ Strategies Transformation Theories ± Scientific revolution. 1926.membership. conciliation . Manifestation and effects . Disciplinary procedures. Indian Trade Unions Act. Strategies of Transformation ± The ³New´ and ³Renew´ strategies . union leadership. Module V Industrial Disputes : Causes . Standing orders . and tailoring the students to meet the specific needs of the organization through organizational development techniques Course Outline Module I Change Nature of change .OD interventions . objectives . Unfair Labour practices. Indian experience of OD in Public and Private Enterprises . participative models .evolution . Trends in Industrial Disputes in India . Adjudication Industrial Relations Audit .industrial democracy. approaches . Vroom ± Yetton Contingency Model ± Hersey Balnchard Tridimensional leader effectiveness model ± Ridden¶s 3 ± D management ± conference board management ± Training score.. Instruments of Economic coercion : Strike. Punishment. Concept . 1947.requisites for effective collective bargaining. concepts of Transformation and Transitions . organizational. Trends and practice of Collective Bargaining in India Module IV Discipline. recognition of trade unions.

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