Course Outline

SPRING 2020
Session 2020

SS-4333 Human Resource Management

Effective Date: 27th January, 2020
SCU 3 Credit(s)
Co-requisite (s) None
Pre-requisite(s) None
Weekly tuition pattern 2 session lecture (90 min)
Course Mentor Binte Zainab

Syllabus Designed By: Binte Zainab

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SS-4333 Human Resource Management
1-Course Description
HRM provides an introduction to the management of human resources at the organizational
level. Human-resources management is viewed as an integral part of the basic management
process and the orientation of the course is towards developing managerial skills useful in
establishing organizational personnel policy. Specific topics include the role of human resources
in the management process, human-resources planning and forecasting, job analysis, recruitment
and selection, human-resources training and development, and compensation.
This course examines the role of the human resource professional as a strategic partner in
managing today’s organizations. Implications of legal and global environments are appraised and
current issues such as diversity training, EEO, and rising benefit costs are analyzed. Best
practices of employers of choice are considered.

2-Objectives
The student will learn about the evolution in human resources management as we know it today.
Emphasis is placed on the modern day importance of HRM and the new "corporate view" of the
function. Additionally, the student will be exposed to the view of HRM from the perception of
both management and subordinate employees. The importance of maintaining fair and equitable
compensation and benefit programs will be discussed. The student will be exposed to practical
situations and problem solving regarding areas of employee counseling, discipline and
termination. Equal Employment Opportunity will be discussed in order for the student to
understand its need, importance and the legal issues surrounding it. Other critical areas of
training and development, staffing and strategy will also be explored.

The goal of this course is to:

1. Explain what human resource management is and how it relates to the management
process.
2. Provide a good example that illustrates HR’s role in formulating and executing company
strategy.
3. Explain what a strategy-oriented human resource management system is and why it is
important.
4. Understand the concept and implementation of Job Analysis
5. Elaborate the HRM Planning and Recruiting process
6. Apply valid and reliable Job Tests and selection tools
7. Show command on HRM Training and Developing
8. Depict the understanding of Performance Management and Pays and Benefits System

3-Outcomes
On completion of this unit students should be able to:
1. Describe trends in the Labor Force Composition and how they impact Human Resource
Management practice.
2. Discuss how to strategically plan for the Human Resources needed to meet organizational
goals and objectives.

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 3. Define the process of job analysis and discuss its importance as a foundation for human
resource management practice.
4. Explain how legislation impacts human resource management practice.
5. Compare and contrast methods used for selection and placement of human resources.
6. Describe the steps required to develop and evaluate an employee training program
7. Summarize the activities involved in evaluating and managing employee performance.

4-Course Structure
1. Presentation by lecturer
2. Group discussions, assignments and quizzes
3. Group project
4. Exams

5- Course Duration
This course will be held twice a week of 90 minutes class duration (lecture).
6- Course style
The course will be delivered in a classroom environment.
7- Additional Course Requirement
In addition to the objectives of this course, students are expected to gain skills which
would be needed in the professional work environment. These skills include but not
limited to: Active class participation, Presentation, and Teamwork.
8- Text and Other Resources
8.1 Text
Human Resource Management, Gary Dessler & Biju Varkkey, Latest Edition
8.2 Other Resources

1. Human Resource Management by Robert L. Mathis and John H. Jackson,

South-Western Cengage Learning; 13th Edition
2. Management of Human Resources by Gary Dessler, Carolin Rekar Munro
and Nina D. Cole, Pearson Education Canada; 3rd Edition
3. Managing Human Resources by Susan E. Jackson, Randall S. Schuler and
Steve Werner, South-Western College Pub; 11th Edition

9- Course Outline
The lecturers are supposed to complete the following topics/sub-topics before the
mid/final term examination as prescribed in the course outline below:

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 Week Chapter Topics/Sub-Topics
No.
Lecture 1 An overview of the basics of general management and
orientation to the subject.
Introduction to HRM:
What is Human Resource Management, and why is it
important
1&2 Lecture 2 Basic Human Resource Concepts
Line and staff aspects of HRM
Line managers’ human resource duties
HR manager’s Duties
Lecture 3 Trends Shaping Human Resource Management
Globalization and competition trends
Technological trends
Trends in the nature of work
Workforce and demographic trends
Economic challenges and trends
Lecture 4 The changing role of HRM
Strategic human resource management
Measuring team performance
HR scorecard process
Creating high performance work systems practices
Assignment 1

3&4 Lecture 5 The Manager’s Role in Strategic Human Resource

Management
Why strategic planning is important to all managers
The hierarchy of goals
Fundamentals of management planning
The planning process
Lecture 6 The Strategic Management Process
Types of Strategies
Managers and Strategic Planning
Strategic Human Resource Management
Lecture 7 Strategic Human Resource Management
Strategic HRM Tools
Quiz 1

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 4&5 Lecture 8 Job Analysis
The basics of job analysis
Uses of job analysis information
Lecture 9 Steps in job analysis
Methods for collecting job analysis information
Quantitative job analysis techniques
Lecture 10 Internet based job analysis
Writing the job descriptions
Lecture 11
Writing job specification
Assignment 2

5 & 6 Lecture 12 Human Resource Planning and Recruiting

Recruitment and selection process
Planning and forecasting
Lecture 13 Forecasting tools
Need for effective recruiting
Internal sources of candidates
Lecture 14 Outside Sources of Candidates
Recruiting a more diverse workforce
Lecture 15 Developing and using application forms
Quiz 2
7 & 8 Lecture 16 Employee Testing and Selection
Basic testing concepts
Types of tests
Lecture Work samples and simulations
17+18
Background investigations and other selection methods
Week 9 MID TERM EXAMS
10 Lecture 19 Interviewing Candidates
Basic types of interviews
Features of Selection Interview
Lecture 20 What errors can undermine an interview’s usefulness?
How to design and conduct an effective interview

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 11 & Lecture 21 Training and Developing Employees
12 Introduction to orientating and training employees
Analyzing training needs and designing the program
Assignment 3
Lecture 22 Implementing training programs
Describe the basic training process
Training needs analysis
Lecture 23
Designing the training program
Different Training methods
Quiz 3

12 & Lecture 24 Performance Management and Appraisal

13 Basic concepts in performance management and appraisal
Assignment 4
Lecture 25 Techniques for appraising performance
Dealing with performance appraisal problems
Quiz 4
Lecture 26 The appraisal interview
(Quiz 5)
14 Lecture 27 Pay for Performance and Financial Incentives
Money and motivation
(Assignment 5)
Lecture 28 Individual employee incentive and recognition programs
(Assignment 6)
Lecture 29
Revision and (Quiz 6)

15 Lecture 30 Managing Global Human Resources

HR and the internationalization of business
Lecture 31 Staffing the Global organization
Training and maintaining the Global Expatriate employees
(Quiz 7 & Assignment 7)
Lecture 32 Project presentation and viva for final project
(Quiz 8 & Assignment 8)
Week 17 & 18 Final Paper

10- Assessment Criteria

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 No. Assessment Percentage
1. Final Exam 45%
2. Quizzes 20%
3. Assignments/Case Studies 25%
4 Class participation 10%
Total 100%
11- Attendance Requirements
You are expected to attend all lectures, tutorials or any other classroom activity. Where
you fail to attend classes, you cannot expect the lecturer to brief you on what you have
missed. You are responsible for your attendance, not the academic staff. Attendance at
tutorials will be strictly monitored, and failure to attend will be taken into account.
12- Submission and Collection of Assignment
All assignments should be handed in at the beginning of the class sessions when they are
due. All assignments may be handed back during scheduled classes.
13- General Information
Students are required to be familiar with the university code of Conduct, and to abide by
its terms and conditions.
13.1 Copying of Copyright Material by Student
A condition of acceptance as a student is the obligation to abide by the University’s
policy on the copying of copyright material. This obligation covers photocopying of any
material using the University’s photocopying machines, and the recording off air, and
making subsequent copies, of radio or television broadcasts, and photocopying textbooks.
Students who flagrantly disregard University policy and copyright requirements will be
liable to disciplinary action under the Code of Conduct.
13.2 Academic Misconduct
Please refer to the Code of Conduct for definitions and penalties for Academic
Misconduct, plagiarism, collusion, and other specific acts of academic dishonesty.
Academic honesty is crucial to a student's credibility and self-esteem, and ultimately
reflects the values and morals of the University as a whole. A student may work together
with one or a group of students discussing assignment content, identifying relevant
references, and debating issues relevant to the subject. Academic investigation is not
limited to the views and opinions of one individual, but is built by forming opinion based
on past and present work in the field. It is legitimate and appropriate to synthesize the
work of others, provided that such work is clearly and accurately referenced. Plagiarism
occurs when the work (including such things as text, figures, ideas, or conceptual
structure, whether verbatim or not) created by another person or persons is used and
presented as one’s own creation, unless the source of each quotation or piece of borrowed
material is acknowledged with an appropriate citation. Encouraging or assisting another
person to commit plagiarism is a form of improper collusion and may attract the same
penalties. To prevent Academic Misconduct occurring, students are expected to
familiarize themselves with the University policy, the Subject Outline statements, and
specific assignment guidelines. Students should also seek advice from Subject Leaders on
acceptable academic conduct.
13.3 Guidelines to Avoid Plagiarism
Whenever you copy more than a few words from any source, you must acknowledge that
source by putting the quote in quotation marks and providing the name of the author. Full
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 details must be provided in your bibliography. If you copy a diagram, statistical table,
map, etc., you must acknowledge the source. The recommended way is to show this
under the diagram. If you quote any statistics in your text, the source should be
acknowledged. Again full details must be provided in your bibliography. Whenever you
use the ideas of any other author you should acknowledge those, using the APA
(American Psychological Association) style of referencing.
Students are encouraged to co-operate, but collusion is a form of cheating. Students may
use any sources (acknowledged of course) other than the assignments of fellow students.
Unless your Subject Leader informs you otherwise, the following guideline should be
used: Students may work together in obtaining references, discussing the content of the
references and discussing the assignment, but when they write, they must write alone.
13.4 Referencing For Written Work
Referencing is necessary to acknowledge others' ideas, avoid plagiarism, and allow
readers to access those others’ ideas. Referencing should:
1. Acknowledge others' ideas
2. Allow readers to find the source
3. be consistent in format and
4. Acknowledge the source of the referencing format
To attain these qualities, the school recommends use of either the Harvard or American
Psychological Association style of referencing, both of which use the author/date.

13.5 Referencing Standards

APA style referencing

Approval

Designed by, Approved by,

Binte Zainab Maam Farah Khan

Lecturer (UOL-LBS) Course Incharge BSCS

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