JAIPURIA INSTITUTE OF MANAGEMENT, NOIDA

PGDM/PGDM-SM/PGDM-M, 2019-21; TRIMESTER III; ACADEMIC YEAR 2019-20

Course Code and title Advanced Human Resource Management
Credits 3
Term and Year III Term, 2019 -20
Course Pre-requisite(s) As applicable
Course Requirement(s) MHR course / OB course
Course Schedule (day and time of class) As per Time Table
Classroom # (Location) As mentioned in Time Table
Course Instructor Prof. JS Kaushal & Dr. Rahul Singh
Course Instructor Email js.kaushal@jaipuria.ac.in;rahul.s@jaipuria.ac.in
Course Instructor Phone (Office) 0120-4638354, 0120-4638221
Student Consultation Hours With prior appointment or as notified by PMC
Office location 1st Floor Faculty Area & IT Lab Area

1. Course Overview
The dynamic and competitive corporate world, requires the HR manager to function with a
multi-approach and in alignment with the strategic goals of the organization. The course on
advanced HRM deals with a strategic perspective on HRM and helps prepare students for the
role of strategic business partner. Strategic human resource management essentially supports
long-term business goals and outcomes in relation to business strategy, human capital
management and business performance. This course is aimed at providing the students the
inputs on how to link the HR strategies to the corporate strategies and appreciate HR as a
strategic resource. The course will emphasize the need to formulate an effective HRM strategy,
design and execute advanced level human resource functions. It will dwell with both hands -
on HR applications, and high level strategic thinking within the field. To bring out the best of
human potential, HR managers today analyze vast amount of data available to get insight into
people related matters. This course aims to develop skill in the domain of strategic decision
making across HR functions.

2. Course Learning Outcomes (CLO)

At the end of the course, the students should be able to:
CLO 1: Outline the partnership of HR with business strategy.
CLO 2: Identify contemporary HR issues for productive & employee oriented work environment.
CLO 3: Justify suitable HR strategy & practices in alignment with business.

3. Mapping of CLOs with Programme Learning Outcomes (PLOs)

PLO-1 PLO-2 PLO-3 PLO-4 PLO-5 PLO 6 PLO-7 PLO-8
CLO1
CLO2 X
CLO3 X

3. Mapping of CLOs with GAs

GA 1 GA 2 GA 3 GA 4 GA 5 GA 6 GA 7 GA 8
CLO 1 X
CLO 2 X
CLO 3 X X

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5. Text Book: Strategic Human Resource Management, By Tanuja Agarwal, Oxford Publication, 15th
Edition 2017.
Reference Books:
a. Human Resource Management, by Mathis, Jackson and Tripathi, Cengage Learning.
b. Principles of Human Resource Management , By George W. Bohlander, Cengage Learning , 16 th
Edition ,2013
c. Human Resource Management, By John M. Ivancevich 11th edition.
d. HRD Audit by T. V. Rao.
e. Understanding the theory and design of Organizations by Richard Daft, Cengage Learning , 10th
Edition

5. Assessment Tasks

Assessment Item Description Weightage CLO

Case Analysis (Group Students would be 20% CLO 3
Activity) required to submit a
report followed by
presentation on the
cases given to them.

Individual assignment Based on 10% CLO2

contemporary HR
practices

Quiz Minimum 2 Quizzes 20% CLO 1

Interview Interview a manager in 10% CLO 1

HRBP position to
identify their
partnership role with
the business.
End term exam 40% CLO 1&2

6. Assessment Task Description

Individual assignment: This involves an in-depth study on a contemporary issue and its implications for
strategically managing human resources.
Expectation from students: A thorough review of the magazine and newspaper articles on the subject.
Journal articles may also be included.
Suggested time to devote to this task: Regular studies/readings
Feedback and return of work: Feedback and integrated evaluation at the term-end.
Quiz: At least three quizzes will be conducted and better two will be considered for the assessment.
Expectation from students: Regular reading based on past sessions.
Suggested time to devote to this task: 1 hour daily on previous sessions.
Feedback and return of work: Feedback can be seen soon after quiz submission on moodle.
Group Project- Case Analysis: Students in their own study groups would be given long cases from HBR,
Vikalpa etc. on various advance HR modules. They would be required to submit a case analysis (with
Antiplagiarism Check) followed by group presentations on the same.
Expectation from students: To read and analyze the case from strategic HRM perspectives

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 Suggested time to devote to this task: 2 Weeks
Feedback and return of work: Assessment on the basis of report & presentation.
Interview: Each student shall interview a manager in HRBP profile to find out its partnership role with
their business.
Expectations from students: They should prepare an interview guide, take prior appointments from
HRBPs and conduct interviews.
Suggested time to devote to the task: One week
End-Term Exam: This will consist of case study-analysis, application and some conceptual questions
covering the entire syllabus.
Expectation from students: Prepare on overall sessions, exercises during and beyond classroom.
Suggested time to devote to this task: 2 hours daily before one week of exam.
Feedback and return of work: Script cannot be returned, but feedback will be given after decoding of
answer-sheets.

7. Session Plan

Session Topic/ Sub Topic Session Learning Text & Pedagogy CLO
Outcome References
Module I: Strategic Role of HR in Business
1 Introduction to the Define SHRM and Text Ch. 1 Discussion CLO 1
course & setting the path from
expectations, evolution personnel
of SHRM administration to
strategic HRM

2. Strategic role of HR Comprehend the Reading: Dave Discussion in CLO 1

professionals: strategic role of HRM Ulrich: What’s context with
Developing relevant in organization; next for HR? The article
HR competencies identify HR six competencies
and Becoming a competencies for an HR needs for
Strategic Partner HRBP role today’s
challenges
3 HR as assets, Comprehend the Text, Ch.1, Discussion CLO 1
Investment perspective strategic role of HRM
of HR; strategic fit in organization.

4 Role of strategic Reference book 5, Text Ch.1 Discussion CLO 3

direction in Page 88 to 105.
Organization design:
Porter’s and Miles &
Snow’s typology
5 Integrated HR Review the Case on Motorola Case Discussion CLO-
Systems: Business integration of HRM India 3
Strategy and HR practices with
business (LO-3)
Module II : Enhancing HR effectiveness

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 6 Building a culture of Identify factors that Ref Book 1, Discussion CLO 2
High Performance create HPWS Page 669-686
Work Systems
(HPWS)
7 Building a culture of Observe HPWS in Video link: Case based CLO 3
High Performance practice https://www.yo discussion
Work Systems utube.com/watc
(HPWS) h?v=C-n3hyz-
sSY / Case
8 Human Resource Identify HRM’s Text Ch. 3 Lecture CLO 2
Evaluation contribution to the
workplace
9 HR metrics & Apply HR metrics Text Ch. 3 Numerical based CLO 2
Scorecard and scorecard to exercises
measure the
effectiveness of HR
functions
Module III: Contemporary HR practices
10 Employee Engagement Draw Reference Book Case Discussion CLO 2
contemporary 1, Page 662-668
employee A Case Study on
engagement Employee
Engagement:
practices
Marriott
International Inc.
11. Measuring employee Learn to use Reading: Preparing a tool CLO 2
engagement different tools to https://www.shrm to measure
measure employee .org/hr- employee
engagement today/trends-and- engagement
forecasting/specia
l-reports-and-
expert-
views/Documents
/Employee-
Engagement-
Commitment.pdf

12 Work life integration Comprehend Text Ch. 11 Role plays/ CLO

and wellbeing different approaches videos 2
and strategies of
work life integration
13 Alternative Work Learn how Reading:
Arrangements alternative work Flexible work
arrangements can arrangements
provide flexibility at available at
workplace https://www.uk
y.edu/hr/sites/w
ww.uky.edu.hr/f
iles/worklife/do
cuments/worklif

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 e_flexWorkGui
delines.pdf
13 HR and Technology Get an overview of Text, Ch.2, Exercise on HR CLO 2
how technology is Page.50-99 and its changing
affecting HR role in
functions in a big Article : How Technology;
way. IBM Is Changing Discussion in
Its HR Game By: context with
Cathy N. article and group
Davidson exercise
14. AI in HR; Impact of Identify how AI and Forbes article: Discussion CLO 2
automation on jobs automations have Ten HR Trends In
made an impact on The Age Of
Artificial
Intelligence
https://www.forb
es.com/sites/jean
nemeister/2019/0
1/08/ten-hr-
trends-in-the-age-
of-artificial-
intelligence/#4b5
074f33219
Ways Artificial
Intelligence is
Reinventing
Human Resources
https://www.cms
wire.com/digital-
workplace/7-
ways-artificial-
intelligence-is-
reinventing-
human-resources/
MIT Sloan Fall
2018 article: Four
Ways Jobs Will
Respond to
Automation
https://sloanrevie
w.mit.edu/article/
four-ways-jobs-
will-respond-to-
automation/
15. International HRM: Get a perspective on Text Ch. 12 Discussion/ CLO 2
how international group exercise
HRM is different on expat training
fom domestic HRM (details to be
given a week
prior to the
session)

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16 & 17 Diversity & Inclusion Prepare a plan for https://www.pwc. Workshop mode CLO 2
managing diversity com/gx/en/indust by guest speaker
and inclusion at ries/financial-
workplace services/assets/p
wc-diversity-and-
inclusion-
making-diversity-
a-reality.pdf
18 HR’s role in Managing Get an overview of Reading: Lecture &
Mergers and how HR challenges Managing Human Exercise based
Acquisitions are met during Resources in on role play/
mergers and Mergers and Guest session
acquisitions Acquisitions
https://www.shrm
.org/resourcesand
tools/tools-and-
samples/toolkits/
pages/mergersand
acquisitions.aspx
19 Organizational Understand the role Text Ch. 2 “Role Lecture/ Guest CLO 3
restructuring during of HR during M&As of HRM in session
change and managing
transformation organizational
change &
transformation
20 Handling employee Develop Handling Discussion/ Role CLO 3
redundancies & exit competencies in Redundancies and play
handling layoffs and Layoffs
turnover https://www.adid
as-
group.com/media
/filer_public/2013
/07/31/2009_jan_
guidance_note_h
andling_redundan
cy_layoffs_en.pdf
Redundancy:
Handling the
process
successfully
http://www.emera
ldgrouppublishin
g.com/learning/m
anagement_thinki
ng/articles/pdf/re
dundancy_handli
ng.pdf
21 Managing in the gig Identify the needs of It's Time To Up Student CLO 2
economy gig workers to Your presentations
manage them Management
successfully Game For The
Gig Economy
https://www.forb
es.com/sites/forbe

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 shumanresources
council/2018/08/
13/its-time-to-up-
your-
management-
game-for-the-gig-
economy/#7008e
77216e2
Gallup’s
perspective on
Gig economy &
alternative work
arrangements
22 Managing careers How to develop and Text Ch. 9 Buzz group CLO 2
manage careers of activity
employees
23 & 24 Case presentations Analyze the cases Cases given as Case discussion CLO 3
given to them pre-reads to & presentation
different groups

Instructions:
Students will be expected to maintain a daily log of their learning and make an action plan. The continuous
evaluation tools would be implemented as per schedule and collected for evaluation.
Students are encouraged to visit videos available on Impartus, you tube on TED talks, and readings
available at websites like course era, etc.

Institute’s Policy Statements

It is the responsibility of every student to be aware of the requirements for this course, and understand the
specific details included in this document. It is emphasized that this course requires a significant
commitment outside of formal class contact. The learning tasks in this course may include classes
(lectures or seminars), required reading, the preparation of answers to set questions, exercises and
problems, and self-study. In addition, students may be required to complete an assignment, test or
examination.

LMS-Moodle/ Impartus:
LMS-Moodle/ Impartus is used to host course resources for all courses. Students can download lecture,
additional reading materials, and tutorial notes to support class participation.

Late Submission
Assessment tasks submitted after the due date, without prior approval/arrangement, will be not be
accepted. Requests for extension of time must be made with the faculty member concerned and based on
Special Consideration guidelines.

Plagiarism:
Plagiarism is looked at as the presentation of the expressed thought or work of another person as though
it is one's own without properly acknowledging that person.
Cases of plagiarism will be dealt with according to Plagiarism Policy of the institute. It is advisable that
students should read student Handbook for detailed guidelines. It is also advisable that students must not
allow other students to copy their work and must take care to safeguard against this happening. In cases
of copying, normally all students involved will be penalised equally; an exception will be if the student
can demonstrate the work is their own and they took reasonable care to safeguard against copying.

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List of PLOs
PLO 1: Communicate effectively and display inter-personnel skills
PLO 2: Demonstrate Leadership and Teamwork towards achievement of
organizational goals
PLO 3: Apply relevant conceptual frameworks for effective decision-making
PLO 4: Develop an entrepreneurial mindset for optimal business solutions
PLO 5: Evaluate the relationship between business environment and organizations
PLO 6: Demonstrate sustainable and ethical business practices
PLO 7: Leverage technologies for business decisions
PLO 8: Demonstrate capability as an Independent learner

List of GAs
GA 1: Self-initiative
GA 2: Deep discipline knowledge
GA 3: Critical thinking and Problem solving
GA 4: Humility, Team-Building and Leadership Skills
GA 5: Open and Clear Communication
GA 6: Global outlook
GA 7: Ethical competency and sustainable mindset
GA 8: Entrepreneurial and innovative

Rubric for CLOs

CLOs Level 1: Beginning Level 2: Level 4:

Average Excellent

CLO 1 Not able to Partially able to Able to comprehend the

comprehend the comprehend the partnership of HR with
partnership of HR partnership of HR business strategy.
with business strategy with business strategy

CLO2 Not able to apply Able to apply concepts Able to apply concepts
concepts to address to address to address contemporary
contemporary HR contemporary HR HR issues
issues issues

CLO3 Not able to Somewhat able to Able to Recommend

recommend suitable recommend suitable suitable HR strategy in
HR strategy in HR strategy in alignment with business
alignment with alignment with environment
business environment. business environment.

Rubrics for Group Project – Case Analysis

CLO 3: Justify suitable HR strategy & practices in alignment with business.

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 Case Analysis Criteria Below Meets Above
Report (15 expectations expectations expectation
marks)

Depth of case Poor case analysis Satisfactory Excellent case

analysis and identifying HR case-analysis analysis and
strategy and and decision decision
Max 10 alternatives making making;
BE < 4, ME 4-8, EE
>8

Application of HR Lack of application moderate exemplary

strategy of HR strategy to application of application of
case situation HR strategy to HR strategy of
Max 5 the case the case
BE < 2, ME 2-3.5, situation situation
EE 3.5-5

Individual Clarity in Lack of Somewhat Clarity in

Presentation identifying clarity in clear in identifying HR
based on cases HR issues identifying identifying HR issues
(5 Marks) HR issues; issues
Max 5

BE < 2,
ME 2-3.5,
EE 3.5-5

Rubrics For Quiz

CLO 1: Outline the partnership of HR with business strategy.

Criterion Below Expectations Meets Expectations Exceeds
Expectations
Ability to link partnership Unable to link the Somewhat able to link Shows
of HR with business partnership of HR with the partnership of HR mastery in
strategy business strategy with business strategy. linking the
Max. 20 partnership of
BE < 8, ME 8-16, EE >16 HR with
business
strategy

Rubrics For Individual Assignment

CLO 2: Identify contemporary HR issues for productive & employee oriented work environment.
Criteria Below Meets expectations Above expectations
expectations

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 Organization and Lacks in-depth Has been able to give Has done in-depth
synthesis study of the issue; an overview of the study of the issue;
Unable to find its issue; moderately exhibits superior
Max 10
implications for able to find its knowledge in
BE < 4, ME 4-8, EE HRM implications for establishing its
>8 HRM implications for HRM

Rubrics For Interview Assignment

CLO 1: Outline the partnership of HR with business strategy.

Criteria Below Meets expectations Above expectations
expectations

Inference Inadequate A good inference from Excellently designed

inference from interview interview and outstanding
Max 10
interview inference from the
BE < 4, ME 4- interview
8, EE >8

Rubrics for End Term

CLO 1: Outline the partnership of HR with business strategy.

CLO 2: Identify contemporary HR issues for productive & employee oriented work environment.

Criteria Below Meets Expectations Exceeds

Expectations Expectations

Conceptual Hardly Somewhat able to Demonstrate sound

Knowledge (CLO1)
Max. 20
(BE <10, ME 10-15, EE >15)
demonstrate any demonstrate understanding of the
understanding of understanding of the strategic role of HR
the strategic role of strategic role of HR
HR.

Application (CLO2)
Max. 20
(BE <10, ME 10-15, EE >15)
Is not able to think Able to think critically Challenges and
critically and apply and apply strategic HR critique status quo,
viable solutions to knowledge for solving applies strategic HR
given given contemporary knowledge and
contemporary issues most of the proposes meaningful
issues with time. solutions to given
examples. contemporary issues.

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