IILM Graduate School of Management

Module Name - Human Resource Management (IGSM19-21/601)

Brief Module Description: Understanding HR practices for organizational effectiveness

Academic Year: 2019-20

1. Introduction to the Module and Module Objective:

Success in today’s competitive business environment is increasing the function of effective management of its
resources, particularly, employees. The quality of the organization’s employees, their enthusiasm and
satisfaction with their jobs, and their sense of fair treatment, all impact the firm’s productivity, level of customer
service, reputation, and survival. The human resources of an organization are often the most valuable assets of
the organization, and the assets that are most difficult to manage. This course is an introduction to Human
Resource Management. HRM involves all management decisions and actions that affect the nature of the
relationship between the organization and its employees. Effective Human Resource Management creates a
win-win relationship with employees by seeking the best fit between organizational and individual goals. The
focus of the course is on the various human resource practices such as recruitment, selection, performance
management, rewards, staffing and development. Students will get insight into the basic challenges, approaches
and tools within these fields. It will enhance your capability as a manager and leader to take actions that will align your
decisions and actions with the organizational goals and objectives. The module develops in different stages namely, establishing
employment relationships, managing employment relationship, transforming and impact of change on employment relationship
and the role of ethics in management of employment relationships.

Learning Outcomes –

1. To study the transition of HRM to Strategic Human Resource Management – A Framework

2. Understand the processes related to acquiring and developing talent.
3. To understand the process of maintaining, motivating and retaining talent for collaborative
outcomes of organization.
4. Understand the changing dynamics of the workplace, with respect job design and redesign.

2. Introduction to the tutors

2.1 Area Chair Name – Dr. Shyamali Satpathy

Phone Number - 9811596589
Email id – shyamali.sathyapaty@iilmgsm.ac.in
Cabin Location - 304
Website URL

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2.2 Module Leader Name – Dr. Shyamali Satpathy
Phone Number - 9811596589
Email id- sonika.sharma@iilmgsm.ac.in
Cabin Location - 308
Website URL

2.3 Tutors –
Name: Dr Shyamali Satpathy
Phone Number: 0120-66706646
Email id: shyamali.satpathy@iilmgsm.ac.in
Cabin Location: Third Floor
Website URL: http://www.faculty.iilmgsm.ac.in/faculty

Name: Dr Shikha Bhardwaj

Phone Number: 01206670697
Email id: shikha.bhardwaj@iilmgsm.ac.in
Cabin Location: Second Floor
Website URL: http://www.faculty.iilmgsm.ac.in/faculty/

Name: Dr. Anjali Jindal

Phone Number:
Email id: anjali.jindal@iilmgsm.ac.in
Cabin Location: Third Floor
Website URL: http://www.faculty.iilmgsm.ac.in/faculty/

3. Module Pre-requisite:

The course requires an understanding of the fundamental concepts of individual and group behavior as
well as the ability to work in teams and groups. These concepts have been covered by students during the
previous terms. However, go though the following Coursera link for supplementing your learning in this
module.

https://www.coursera.org/specializations/human-resource-management

Please Note: Attendance for each session is compulsory. As per the attendance policy, you will be
debarred from the module if you less than 75% attendance. (This is a 26 sessions, 4 credit module).

4. Module Overview

Session No Topic

Part 1: Establishing Employment Relationships

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 Session 1 Introduction to Human Resource Management

Session 2 Strategic Human Resource Management – A Framework

Session 3& 4 Human Resource Planning and Job Analysis

Session 5 &6 Recruitment - Use of Social Media

Session 7 & 8 Staffing – Selection & Assessment Center

Part 2: Managing Employment Relationships

Session 9 Managing Career

Session 10 & 11 Employee Training and Development

Session 11& 13 Performance Management and Appraisal

Session 14 Job Evaluation

Session 15 Compensation System: Forms, Bases & Distribution of Rewards

Session 16 Indirect Compensation – Employee Benefits Plans

Session 17 Talent Management & Employee Engagement

Part 3:Transforming Employment Relationships

Session 18 & 19 Simulation

Session 20 Managing change

Session 21 Job Design and Redesign of work systems

Session 22 & 23 Industrial Relation and Labor Laws

Session 24 Human Resource Information System – Guest Session

Session 25 International Human Resource Management

Session 26 Ethics in Employment Relations

5. Module Readings

5.1 Main Text –

 Gary, Dessler & Biju, Varkkey. Human Resource Management. Pearson, 12th Edition, 2017.
 Mathis, Robert L. & Jackson, John H.; Human Resource Management, South-Western College
Publishing: Thomson Learning, 10th edition.

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5.2 References

 Mathis, Robert L. & Jackson, John H.; Human Resource Management, South-Western College
Publishing: Thomson Learning, 10th edition.
http://lib.dtc.ac.th/ebook/BusinessAdmistration/Human_Resource_Management.pdf
 Armstrong, Michael; Armstrong’s Handbook of Human Resource Management Practice. Kogan
Page, 11th Edition.
 Belcourt, M. &McBey, K. (2010); “Strategic Human Resources Planning, Canadian 2 nd Edition;
Nelson Thomson Learning.

5.3 Journals: The use of management journals and magazines is imperative for the holistic understanding of any
concept taught in class. With every session is provided a list of articles from the management journals which are a part
of the course pack given to students. You are encouraged to read them for getting insights into latest trends in industry
and how research impacts various practices. Following magazines may be consulted for reference :

 Harvard Business Review

 People Matters
 McKinsey Quarterly
5.4 Recommended Articles - Each session in its description lays down the articles recommended if any
for the particular session.

5.5 Websites - The web is rich in resources when it comes to articles on HRM. The list below is only
indicative and not exhaustive.

 www.shrm.org
 www.peoplematters.com
 www.hbr.org

6. Session Plan

Session 1

Title – Introduction to Human Resource Management

This session will give you an overview of the HR process in organizations and how it relates to the
management process. The growing importance of human resources for organizational success has led to
increasing interest in making personnel management a more integral in organizations. This session will
focus not only on transition of HR functions but but also how the role has changed in the recent past.

Learning Outcome

 To understand the concept of HRM and its relation to the management process.
 Understand the important HR competencies required by managers today.

Required reading:

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  Gary, Dessler & Biju, Varkkey. Human Resource Management. Pearson, 12th Edition, 2017.
Chapter 1 & 2 (50 Pages)

Session 2

Title - Strategic Human Resource Management – A Framework

This session will give you an overview of the HR process in organizations and how it relates to the
management process. The growing importance of human resources for organizational success has led to
increasing interest in making personnel management a more integral, strategy-driven activity in
organizations. This session will focus not only on the changing nature of HR functions but also how the
role has become more strategic in the recent past.

Learning Outcome

 The students will be able to understand and recognize the transformations and the dynamic
change in the HR field.
 To understand the various approaches to Strategic HRM and how can be a source of competitive
advantage.
Required Readings:

 Gary, Dessler & Biju, Varkkey. Human Resource Management. Pearson, 12th Edition, 2017.
Chapter 3 (pages 29)
 Future of the workforce. Deloitte University Press, July, 2016 (16 pages)

Desired Readings:

 https://www.youtube.com/watch?v=GSleIdTZXI4
 5 Trends Changing the nature of HR (SHRM)

Session 3 & 4:

Title - Human Resource Planning and Job Analysis -

This session will explain the process of employee acquisition with special emphasis on the role of employee planning
based on the organizational objectives. The session will discuss the right number and kind of employees to be acquired
with special focus on the various methods of planning. Increasing environmental instability, demographic shifts,
changes in technology, and international competition are changing the need for and the nature of human
resource planning in leading organizations. The session also discusses the employee job analysis process, starting
with how jobs are made in alignment with the organizational objectives, and defined with the help of Job Descriptions and
Job specifications to establish a person – Job fit. Students will be requested to get copies of JD and JS from the Times of
India Ascent paper for discussion in the next class. The session will start with a brief review of the main concepts discussed
in the previous lectures. The instructor will discuss a sample of JD and JS and compare with the one made by students and
also the one collected from newspaper.
Learning Outcome

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  To understand the importance and process of HR Planning and relevance in today’s dynamic
environment.
 Help the students become aware of the process of writing the job description and specifications.

Required Reading:
 Gary, Dessler & Biju, Varkkey. Human Resource Management. Pearson, 12th Edition, 2017 Chap
4 & 5 (pages 51)
 Hand on Exercise – Designing Job Description (The role of Job description and job specification. Students will
be asked to do an activity on preparing a sample JD)

Session 5 & 6

Title – Recruitment- Use of Social Media

Details power dynamics that unfold in the firm when one of its best and brightest threatens to leave. It
focuses on the dynamics of attracting, hiring, a star performer in a professional service firm. This session
will focus on the topic of recruitment, methods of recruitment and use of social media in recruitment. The session will
briefly look at the concept of internal and external method and source recruitment. Talent acquisition is a set of
integrated organizational HR processes designed to attract, motivate employees to apply for the job. The
goal of talent acquisition is to create a team with high-performance, which meets strategic and operational
goals and objectives of organisation.

Learning objective:
 To allow students to discuss a range of issues: managing talent, hiring dynamics.
 Methods and Technology used in recruitment.

Required Reading:

 Gary, Dessler&Biju, Varkkey. Human Resource Management. Pearson, 12th Edition. Chapter 5
 Case - LinkedIn and modern recruiting - 2013 no. 2, pp. 241-257 (10 Pages)
 LinkedIn and recruitment: how profiles differ across occupations, Employee Relations, Vol. 36
No. 5, 2014, pp. 583-604 (23 Pages)

Desired Reading:

 Facebook Self-(Re) Presentation and the Employers’ Practice of Using It as a Recruitment Tool.
Management Dynamics in the Knowledge Economy. Volume 1 (2013) no. 2, pp. 241-257 (18
Pages)

Session 7 & 8

Title – Staffing – Selection, Assessment Center

The session will explain how to use various tools and techniques to select the best candidate for a job and will cover the
selection process, basic testing techniques and special emphasis on Interview as the selection tool. The session will

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incorporate a simulation on interviewing. Session will cover assessment center is a process where candidates
are examined to determine their suitability for specific types of employment, especially management or
military command. The candidates' personality and aptitudes are determined by techniques
including interviews, group exercises, presentations, examinations and psychometric testing.

Learning Outcome

 Learn about the types and significance of the various selection tools and conduct interview.
 The student will learn how personality and aptitudes are determined by techniques including
various psychometric testing.

Required Reading:
 Gary, Dessler&Biju, Varkkey. Human Resource Management. Pearson, 12th Edition. Chapters 6 &
7
 Credentials Reform: How Technology and the Changing Needs of the Workforce Will Create the
Higher Education System of the Future.

Exercise - http://www2.elc.polyu.edu.hk/cill/eiw/interviews/

Video
http://www2.elc.polyu.edu.hk/cill/eiw/interviews/

Session 9:

Title: Managing Career

Career planning incorporates short-term and long-term career goals, personal goals and constraints. The
two cycles of short-term and long-term planning run in parallel and should be reviewed regularly. The
session focuses on understanding the difference between coaching and mentoring and how these are useful in the overall
development of the employee and supporting their career planning needs and how these lead to effective talent
management.

Learning outcome

 To distinguish between coaching and mentoring and how each of these is important for employee development,
which will in turn help them do a better career transition.
 Help students understand the basics of career planning and management.
Required Reading:

 Chap 10 Gary Dessler (Pages 20)

 Experiential Exercise, Chapter 10, Page no: 377

Session 10 & 11

Title- Employee Training and Development

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This session deals with understanding the concept of training, when and how training need analysis is done. Session also
explain the various types of training and development tools used for make the employee fit for the job and also understand
the application of various tools of employee development.

Learning outcome

 To understand the difference between training and learning

 Learn the various tools and methods that are used for training and developing employees in the organization.
Required Reading:

 Gary, Dessler&Biju, Varkkey. Human Resource Management. Pearson, 12th Edition, 2017.
Chapter 8 ( 32 Pages)
 Training People for Jobs to Fill the Skills Gap Employers have responsibility to up skill their
workforce By Roy Maurer, SHRM, Sep 7, 2017 ( Pages 3)
 Case: Reinventing the wheel at Apex Door Company, Gary Dessler & Biju, Varkkey, page no
309
Desired Reading:

Video - http://www.youtube.com/watch?v=Pk8hN7lw_RA lecture by Prof Armin Trost

Session 12 & 13

Title – Performance Management and Appraisal

The session will discuss why and how an employee needs to be evaluated, the role it plays in aligning his/her personal
goals with the organizational goals, and the manager's role in subordinate performance evaluation process. The session
would also discuss the role and importance of the different methods of employee evaluation used in organizations today
and how do they add value to the employee as well as the organization. The session would also orient the students on
what are the common pitfalls under each of the methods of evaluation and which is the best in various contexts. Session
will also focus on Importance of Feedback in performance management system.

Learning outcomes:

 Understand the strategic importance of performance management system and approaches to performance
appraisal.
 Recognize strategies to improve performance and to learn about the challenges of implementing an
employee evaluation system at the workplace

Required Readings:

 Gary, Dessler&Biju, Varkkey. Human Resource Management. Pearson, 12th Edition, 2017.
Chapter 9 (30 Pages)
 Ahead of the curve: The future of Performance Management. McKinsey Quarterly, May 2016
(13 Pages)
 Case: Case: Adobe: Building Momentum by Abandoning Annual Performance Reviews for
“Check-Ins”

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Desired Readings:
 James N. Baron&David M. Kreps, Strategic Human Resources: Frameworks for General
Managers, Wiley and Sons, 2013. Chapter 10 (30 Pages)
 Video: How not to manage performance?
https://www.youtube.com/watch?v=_p8cxmZLgsA

Session 14

Title- Job Evaluation

The session focuses on the concept of Job Evaluation as a core process for taking compensation decisions.
Session will differentiate the mechanics of each of the major job evaluation systems and hands on
exercise will be done on job evaluation.

Learning Outcome

 To understand the concept and methods of job evaluation

 To understand how job evaluation helps to make rational decisions about what employees
should be paid.

Required Reading: Chap 5 George T Milkovich, M. Newman “ Compensation”(pages 24)

Session 15

Title – Compensation System: Forms, Bases & Distribution of Rewards

This session will introduce the concepts of compensation and rewards management. Reward management
is concerned with the strategies, policies and processes required to ensure that the value of people and the
contribution they make to achieving organizational, departmental and team goals is recognized and
rewarded. The session focuses on the design, implementation and the maintenance of reward systems.
The session also focuses on the extrinsic as well as the intrinsic financial and non-financial rewards like
salaries, commissions, piece- rate pay, performance related pay, recognition, achievement, responsibility,
autonomy, influence and personal growth.

Learning outcome:

 To understand the components of compensation and rewards in the organization and the
difference between monetary and non-monetary rewards.
 Understand factors affecting compensation
 To understand the concept of Pay-for-Performance and evaluate the various merit-based
incentive schemes used in organizations.

Required Reading:

 Gary, Dessler&Biju, Varkkey. Human Resource Management. Pearson, 12th Edition, 2017.
Chapter 11 &12
 Employers Try Better Ways to Measure and Reward Performance. SHRM, August, 2017 (5

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 Pages).

Desired Reading:

 James N. Baron&David M. Kreps, Strategic Human Resources: Frameworks for General

Managers, Wiley and Sons, 2013. Chapter 11 (40 Pages)

Video : http://www.youtube.com/watch?v=ALZVggBDODY

Session 16

Title - Indirect Compensation – Employee Benefits Plans

This session will focus on employee benefits and employee welfare programs that are being used by organizations today.
The strengths and weaknesses of various tools of rewarding (Individual and Team) will also be discussed. The focus of
this session is on all employee compensation components especially employee benefit like long-term
incentives and stock options, perks, benefits and non-monetary rewards and other as per statutory norms.

Learning Outcome

 To understand the meaning of employee benefits, the rationale used for implementation.
 Learn the various employee benefit strategies and the types of employee benefits used in organizations.

Required Readings:

Gary, Dessler&Biju, Varkkey. Human Resource Management. Pearson, 12th Edition, 2017. Chapter 13,
Gary Dessler (pages 28)

Session 17

Title - Talent Management & Employee Engagement

Description of the session: The session focuses on understanding Talent Management, its importance with special
reference to employee engagement. This session will reflect on different strategies followed by the organizations to retain
talented employees. Focus will also be on the changing nature of employment in relation to issues of work-life balance for
different social groups, focusing on gender, age, disability, ethnicity, religion and sexuality and outline the range of work-
life balance initiatives and flexible working practices.

Learning outcome

 To understand the concept of Talent Management & Employee Engagement

 To understand the various types of initiatives used by organizations to help their employees maintain a work-life
balance and be more effective in their professional lives.
 To understand factors causing attrition and strategies to retain talented employees.

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Required Reading:

 Toxic Talent Management Habits by Tomas Chamorro-Premuzic JULY 10, 2014

 Gary, Dessler&Biju, Varkkey. Human Resource Management. Pearson, 12th Edition, 2017.
Chapter Chap 10 Pages 20)

Desired Readings:

 https://www.youtube.com/watch?v=gZ3wxgog4nc The X model of engagement

Session 18 & 19

Title – Simulation – MIT Clean Tech

In this live, web-based simulation, participants play the role of the founder of a new start-up company in
the exciting and competitive clean tech sector. Each quarter you must set prices, decide how many
engineers and sales people to hire, and set compensation, including salary, stock, options and profit
sharing.

Learning outcome:

 To allow players to experience the challenges of building a start-up company in a demanding

competitive environment, including financial, human resource, strategic and other decisions.

Session 20

Title - Managing change

The session focuses on review of employee's perspective and reaction to change at organizational level. The session will
provide hands on activity for identifying change and coping with the same. The video will further assert the significance of
change in our lives.

Learning Outcome

 To understand the role of organization in managing change

 How to maintain employee’s commitment in times of change.

Required Reading -

 6 Trends That Changed HR Over the Past Decade, SHRM, July, 2017 (9 Pages)
 Video - http://www.youtube.com/watch?v=91YxXk3fmw8 video on who moved my cheese.

Desired Reading:

 Chap 19 Stephen P Robbins (pages 22)

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Session 21

Title – Job Design and Redesign of work systems

The changing nature of work requires organizations to strategically manage change processes as part of
the work design and redesign. Redesigning work to create more flexible, responsive organizations is
probably the biggest unmet need in modern organizations and a key, ongoing strategic issue for
organizations of all sizes, in all industries, and in all locations.

Learning outcomes:

 Understand the individual and organizational factors that affect job design
 Understand the reasons why organizations outsource and/or offshore and the pros and cons of
utilizing alternative work location strategies.

Required Readings:

 Rethinking the rules of the organization. McKinsey Quarterly, April, 2016 (9 Pages)
 James N. Baron&David M. Kreps, Strategic Human Resources: Frameworks for General
Managers, Wiley and Sons, 2013. Chapter 13 (25 Pages)

Desired Readings:
 Workforce Reduction: Strategic, Legal and Employee Concerns. Journal of Business Case
Studies – Second Quarter 2015. Volume 11, Number 2. (8 Pages)
 James N. Baron&David M. Kreps, Strategic Human Resources: Frameworks for General
Managers, Wiley and Sons, 2013. Chapter 13 (25 Pages)

Session 22 & 23

Title – Industrial Relations and Labor Law: Overview of Grievance Handling, Safety and Health Issues

The session will discuss the role and significance of management in dealing with employee concerns at workplace.
Handling employee grievances are elaborated with a brief overview of the employment laws and contracts in Indian
context. The role of top management and supervisor in maintaining employee security at work are also elaborated. The
statutory provisions for employee's safety and health are also discussed. This session emphasize upon safety,
security and health issues that managers need to be knowledgeable about. A safe, secure and stress free
workforce is important asset of any organization.

Learning Outcome

 To understand the various ways in which state and organization fosters employee relations.

Required Reading:

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  Gary, Dessler&Biju, Varkkey. Human Resource Management. Pearson, 12th Edition, 2017.
Chapter 15(pages 23)
 Tours of Duty: The New Employer- Employee Compact by Reid Hoffman, Ben Casnocha, and
Chris Yeh FROM THE JUNE 2013, Pages 13

Session 24

Title – Human Resource Information System - Guest Lecture

This Session will focus on the application of statistics, modeling, and analysis of employee-related
factors to improve business outcomes.

Learning Outcome- They will learn integration of data, Accuracy, Self service, Automated reminders,
Hosting of company-related documents, Benefits administration, Recruiting management.

Session 25

Title - International Human Resource Management

Dealing with global human resource challenges as a manager is not an easy task. The employer faces an
array of political, social, legal and cultural differences among countries abroad. What works in one
country may not work in another. This session focuses on the need for adapting HR activities to
intercountry differences influences employers’ HR processes. The session will focus on the challenges
organizations face with reference to recruitment and selection, training and compensating international
employees.

Learning outcomes:

 Understand the challenges of international business and how intercountry differences affect
HRM.
 Discuss and understand important issues to keep in mind in training, appraising and compensating
international employees.

Required Reading –

 Gary, Dessler&Biju, Varkkey. Human Resource Management. Pearson, 14th Edition, 2017.
Chapters 17 (20 Pages)
 Case: EBAY: DESIGNING CULTURE CHANGE THE INNOVATION PLAYBOOK, Stanford
Business School 2016

Session 26

Title - Ethics in HR Management

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The session begins with a discussion on the basic concepts of values and ethics in Human Resource Management. The
session will focus on ethical behavior at workplace and the important factors that shape ethical behavior for the larger goal
and long term success of organization and its employees. The session’s objective is to understand ethics and fair
treatment of work and the role of HR in fostering improved workplace ethics. It will focus on different
unethical issues at workplace and managers’ role in fostering improved workplace ethics.

Learning Outcome

 To understand what is meant by ethical behavior and different factors that shape ethical behavior at workplace.
 To understand specific ways in which HR management can influence ethical behavior at work.

Required Reading:

 Gary, Dessler&Biju, Varkkey. Human Resource Management. Pearson, 14th Edition, 2017.
Chapters 17

7. Assessment Plan –

S. No. Assessment component Module Learning Outcome Assessed PLG’s

assessed

1 Assignment Submission (5 1. To study the transition of HRM to L1

Marks) – Individual Strategic Human Resource
Management – A Framework
2. Understand the processes related to
acquiring and developing talent.

2 Project Presentation & 3. To understand the process of L3

Submission: (10 Marks) - maintaining, motivating and
retaining talent for collaborative
Group
outcomes of organization.

3 Final Examination (25 4. Understand the changing dynamics L3 & L4

marks) - Individual of the workplace, with respect job
design and redesign.

Details of Assessments:

Component 1:
Assignment Submission (5 Marks) - Component one is individual assessment and it is based on
designing Job Description. Students will analyze the case and as per the format they will design the Job
Description. Case will be given in case format in class in session 4 - Job Analysis. Assignment will be
submitted in hard copy after completion of topic Job Analysis. The written assignment will be assessed on
the following criteria:

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  Theory: How well can you apply the conceptual material offered in the course?
 Data: How well do you utilize the descriptive data to support your answer?
 Analysis: How well do you integrate theory and data to create a coherent argument?
 Organization: How clear and well-organized is your presentation?
 Writing: How well do you reflect professional quality in grammar and writing style?

Component 2:
Project Presentation & Submission: (10 Marks) - The objective of the assessment is to provide an
opportunity for students to apply the key principles covered in course to an actual business context. Group
of 5 will be formed and group will select any one organization from the list of the sectors such as Banking
& Insurance, Consumer Durable, Manufacturing, Hospitality, Education, IT/ITES, Media &
Entertainment, Research & Consulting, Retail, Travel & Tourism, and Health Care. The group will be
given a topic related to HR Practices of that organization. They will connect with any one company from
the Industry given to them and do the detailed analysis of the topic and what can the organization do to
better understand this issue and address the issue. The final project will consist of slide deck aimed at a
15-minute presentation (15 slides max) that provides a clear and concise summary of the topic related to
HR Practice and the recommended course of action. The slides should also include detailed annotated
notes, such that the presentation itself can be evaluated as a stand- alone package. Presentation of each
group will start from Session 20, 2 groups in each session (last 30 minutes) All the members must be
present Allocation of topics and sectors will be shared with the groups in session 4 and all groups must
share their selected Organisations in session 5. Students can take help from the faculty in charge to
connect with companies. Below is the list of the topics for the group project.

 Recruitment & Selection Practices

 Performance Management System
 Employee training and development
 Rewards & Incentive system
 Management Practices for Employee Retention
 Employee Engagement Program
 Career Development Practices
 Employee Welfare Program
 Health and safety
 Ethical Practices in HRM
 Use of Technology in HR

Component 3: (25 Marks)

Final Examination: This will consist of application based questions, having 25 marks addressing
concepts, theories and facts from the class readings, cases, lectures and discussions. The format of the
exam will be closed book.

8. Maps
8.1 Assessment Map
Module Name: A1 A2 A3 A4 A5

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Human Resource Management * * *

A1- Individual assignment/quiz

A2- Group assignment
A3- Open book examinations
A4- Closed book examinations
A5- Presentations

8.2 Teaching Map

Module Name: T1 T2 T3 T4 T5 T6

Human Resource Management * * * *

T1: Lectures
T2: Seminars/Tutorials
T3: Projects
T4: Case Discussion
T5: Guest Lectures/Industrial Visit
T6: Lab Sessions
8.3 Curriculum Map
Programme Learning Outcomes

Module Name: L1 L2 L3 L4 L5 L6 L7

Human Resource Management

Taught * * * *

Assessed * * * *

Covered * * * *

L1 - An understanding of organizations and management techniques to allow investigation into

business and management issues.
L2 - An ability to acquire, analyze and understand data and information for managerial decisions.
L3 - Critical thinking and informed judgment leading to problem solving, decision-making and
negotiating skills.
L4 - Cognitive flexibility which enables adaptability to uncertainty in a rapidly changing business
environment.
L5 - An understanding of disruptive and technological change and the ability to seek innovative and
entrepreneurial solutions.
L6 - Emotional intelligence and people’s skills in communicating, working in teams and with people.
L7 - Being cognizant of the impact of individual and corporate actions on society, recognizing
responsible and inclusive business practices and sensitivity to the social, economic and environmental
responsibilities of business.

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 9. Module Readings Grid

Case/ Title Topic Discussed No of Shared/ isolated

Reading No. pages
Required Readings
1. Future of the workforce. Deloitte Changing role of HR 16 Isolated
University Press, July, 2016

2 Case - LinkedIn and modern E recruitment 10 Isolated

recruiting

3. LinkedIn and recruitment: how Use of social media for 23 Isolated

profiles differ across occupations, recruitment
Employee Relations, Vol. 36 No.
5, 2014, pp. 583-604

4. Training People for Jobs to Fill the Training to fill the skill gap 3 Isolated
Skills Gap Employers have
responsibility to up skill their
workforce By Roy Maurer,
SHRM, Sep 7, 2017

4. Case: Reinventing the wheel at Training Process 2 Isolated

Apex Door Company, Gary
Dessler & Biju, Varkkey,
5. Ahead of the curve: The future of Performance Management 13 Isolated
Performance Management.
McKinsey Quarterly, May 2016
6. Case: Adobe: Building Momentum Performance Review 15 Isolated
by Abandoning Annual
Performance Reviews for “Check-
Ins”

6. Employers Try Better Ways to Pay for Performance 5 Isolated

Measure and Reward Performance.
SHRM, August, 2017

7. Toxic Talent Management Habits Talent Management Isolated

by Tomas Chamorro-Premuzic
JULY 10, 2014

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8. 6 Trends That Changed HR Over Managing Change 3 Isolated
the Past Decade, SHRM, July,
2017

9. Rethinking the rules of the 9

organization. McKinsey Quarterly,
April, 2016

9. Tours of Duty: The New Employee Relation 17 Isolated

Employer- Employee Compact by
Reid Hoffman, Ben Casnocha, and
Chris Yeh FROM THE JUNE
2013
10. Case: EBAY: DESIGNING Global Human Resource 7 Isolated
CULTURE CHANGE THE Management
INNOVATION PLAYBOOK,
Stanford Business School 2016

Desired Readings
1. 5 Trends Changing the nature of HR Changing nature of HRM 4 Isolated

2. Facebook Self-(Re) Presentation Recruitment 18 Isolated

and the Employers’ Practice of
Using It as a Recruitment Tool.
Management Dynamics in the
Knowledge Economy. Volume 1
(2013) no. 2, pp. 241-257 (18
Pages)

3. Workforce Reduction: Strategic, Redesigning Workforce 8 Isolated

Legal and Employee Concerns.
Journal of Business Case Studies –
Second Quarter 2015. Volume 11,
Number 2.
Videos
1. Competencies for HR Today Changing nature of HRM NA Duration
https://www.youtube.com/watch?v
=GSleIdTZXI4 1:24

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2 http://www2.elc.polyu.edu.hk/cill/ Interview NA
eiw/interviews/

3. http://www.youtube.com/watch?v NA
=Pk8hN7lw_RA

4. How not to manage performance Performance Management NA

https://www.youtube.com/watch?v
=_p8cxmZLgsA 3:12

5. The X model of engagement Employee Engagement NA

https://www.youtube.com/watch?v
=gZ3wxgog4nc 7:44

6. http://www.youtube.com/watch?v= Compensation NA
ALZVggBDODY

7. http://www.youtube.com/watch?v= Managing Change NA

91YxXk3fmw8

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