Indian Institute of Management Ranchi

MASTER OF BUSINESS ADMINISTRATION – HRM (MBA-HRM)

AY 2022-23 Term I

TITLE OF THE COURSE: History & Philosophy of Human Management

CREDITS: 1.5

Name of the Faculty Faculty Email Telephone

Block/Room Number
No.
Sudhanshu Shekhar Suchana sudhanshu.shekhar@iimranchi.ac.in 8420781675
Bhawan

CONSULTATION TIME FOR STUDENTS

Name of the Faculty Timing

Sudhanshu Shekhar With prior appointment

COURSE DESCRIPTION

The course is designed to introduce participants to history and philosophy of different

forms of human management function in organizations. The course specifically deals with
history and philosophy of industrial relations, human resource management, strategic
human resource management and human resource development. The course endeavors to
bring an appreciation of principles underlying the human management function. It deals
with the historical changes in the human management function to emphasize the dynamic
nature of this discipline.

COURSE OBJECTIVES

One of the crucial components of organizational management is the management of

human beings. In large organizations, the human management function is usually
performed by a specialized department. Over the years the human management function
has taken different forms that includes industrial relations, personnel management, human
resource management and human resource development. The successful management of
human beings at workplace requires an in-depth understanding of the principles and
philosophies underlying these different forms. Further, an appreciation of these principles
is possible only through the study of historical necessities and contingencies that led to
the emergence and dissolution of the different forms. This course responds to these needs
and deals with the history and philosophy of different forms of human management
function.
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LEARNING OUTCOMES AND ASSOCIATED MEASURE

Course Learning Program Level Outcome Assessment Tool(s)

Outcome

1. Participants will learn 1.1 Demonstrate understanding of Case study analysis

about the principles business and HRM related problems End term examination
underlying the human 1.2 Evaluate alternative approaches to
management function solve business and HRM related
problems

2. Participants will learn 1.1 Demonstrate understanding of Case study analysis

to critically analyze case business and HRM related problems End term examination
studies related to human 1.2 Evaluate alternative approaches to
management function solve business and HRM related
problems

3. Participants will learn 4.3 Demonstrate the ability to work Contribution to team
to work in teams on well in teams projects
projects and cases related
to human management
function

4. Participants will learn 4.1 Demonstrate the use of oral and Case study and project
to write and present presentation skills report submissions
reports related to human 4.2 Demonstrate basic and advanced and presentations
management function writing techniques

PEDAGOGY

The course will be conducted through lectures, case analysis and classroom discussions.
Please note that there may be a quiz if the class attendance falls below 80% in any
session. The class coordinator has the responsibility to ensure the same. The instructor
may also declare surprise quizzes if s/he feels the preparation level of the class in any
session is below expectation. Participants are expected to come prepared for all the
sessions. Instructors’ orientation will be guide and facilitate the learning process rather
than to teach.

REQUIRED COURSE MATERIALS AND READINGS

a. Selected Articles (listed below – is a part of course handbook)

b. Selected Cases (listed below – is a part of course handbook)

a. Selected Articles

Session 01 & 02

S12_R1 – Subramanian, K.N. (1967). Labor Management Relations in India (pp. 7-

69). New Delhi: Asia Publishing House
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S12_R2 – Singh, P.N., & Kumar, N. (2011). Industrial Relations in India. In P.N.
Singh, & N. Kumar (Eds.) Employee Relations Management (pp. 22-45). Delhi:
Pearson
S12_R3 – Bhattacherjee, D., & Ackers, P. (2010). Employment Relations in India –
old narratives and new perspectives. Industrial Relations Journal, 41(2), 104-121
S12_R4 - Singh, P.N., & Kumar, N. (2011). Industrial Relations: Evolution and
Growth. In P.N. Singh, & N. Kumar (Eds.) Employee Relations Management (pp. 1-
21). Delhi: Pearson

Session 03 & 04
S34_R1 - Marciano, V. M. (1995). The Origins and Development of Human
Resource Management. Academy of Management Proceedings, 223–227.
S34_R2 - Kaufman, B. E. (2014). The historical development of American HRM
broadly viewed. Human Resource Management Review, 24(3), 196–218.
S34_R3 – Legge, K. (1995). What is HRM. In K. Legge (Ed.) Human Resource
Management: Rhetorics and Realities (pp. 62-95). London, UK: MacMillan Business
S34_R4 - Miles, R. E. (1965). Human Relations or Human Resources? Harvard
Business Review, 148–163.
S34_R5 – Balasubramanian, A.G. (1994). Evolution of Personnel Function in India –
A Re-examination. Management and Labor Studies, 19(4), 196-210

Session 05 & 06

S56_R1 - Ulrich, D. (1998). A new mandate for human resources. Harvard Business
Review, 76(1), 124–134.
S56_R2 - Bratton, J. (2012). Corporate Strategy and Strategic HRM. In J. Bratton &
J. Gold (Eds.), Human Resource Management: Theory & Practice (pp. 37–68).
London: Palgrave Macmillan.
S56_R3 – Cabrera, E.F., & Cabera, A. (2003). Strategic Human Resource
Evaluation. Human Resource Planning, 26(1), 41-50.

Session 07 & 08

S78_R1 - Pareek, U., & Rao, T. V. (2008). From a sapling to the forest : the saga of
the development of HRD in India. Human Resource Development International,
11(5), 555–564.
S78_R2 - Han, S., Chae, C., Han, S. J., & Yoon, S. W. (2017). Conceptual
Organization and Identity of HRD : Analyses of Evolving Definitions , Influence ,
and Connections. Human Resource Development Review, 16(3), 294–319.
S78_R3 – Rao, T.V. (2009). Introduction to HRD Audit and HRD Score Card. In
T.V. Rao(Ed.) HRD Scorecard 2500: Based on HRD Audit (15-26). New Delhi:
Response Books
S78_R4 – Rao, T.V. (2010). Organization Development Experiences – A Case for
Enriching HRD through OD (IIM Ahmedabad Working Paper No. 2010-01-01).
Indian Institute of Management Ahmedabad
S78_R5 – Kalra, S.K. (1997). Human Potential Management: time to move beyond
the concept of human resource management? Journal of European Industrial
Training, 21(5), 176-180
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b. Selected Cases
C1 - Automating the Paris Subway (A) (HBS)
C2 - East versus West: Armada India's Ingenious Approach to HRM (Ivey)
C3 - TRW's Information Services Division: Strategic Human Resource Management
(HBS)
C4 – Development and Promotion at North Atlantic Hospital (HBS)

Cases, course material, contents, sequence, essential and recommended readings may
be changed/modified depending upon the instructor’s evaluation of class
requirements and progress of the course.

EVALUATION

Component Mode Duration Weightage

End Term Exam (Compulsory) Closed book 120 minutes 70%
Quizzes/Group Project 20%
Class Participation/Presentation 10%
Total 100%

*The distribution of weightage across the components may be revised with prior
communication.

ACADEMIC DISHONESTY
i. It may be noted that any kind of copying/plagiarism by any student and/or malpractice in
examinations will be subject to strict disciplinary action under IIM Ranchi rules. If a
student is found guilty in any such case(s), it will be recorded in his/her personal file.

ii. The reports submitted by the students like Summer Project Reports/Term Papers/ Case
Study Report/ Project Report/CIS dissertation paper or any other report will go through
the anti-plagiarism software.

iii. In all cases where the software has reported more than 30% of plagiarism by a student
or group of students, there will be automatic conversion of the grade given in that
component into “F”.

iv. The faculty may even choose to report the matter to the PGP Committee which will
temporarily convert the course grade into “F” or an “I”, issue a show cause to the student
(s) and based upon the response of the student(s) assign any punishment or its
combination from the options below.

a.Expulsion from the Institute

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b. Suspension for a specified period

c.“F” grade in the course concerned
d. Scaling down grades obtained in the specific subject
e.Repeating the course
f. Withdrawal of placement services
g. Suspension, withdrawal or made ineligible for scholarships

For details, kindly refer to PGP Manual.

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SCHEDULE OF SESSIONS

# Topics to be covered Readings/ Assessment Criteria

Book Chapter
1&2 History & Philosophy of IR S12_R1-R4 C1 – Automating the Paris
Subway (A) (HBS)
3&4 History & Philosophy of HRM S34_R1-R5 C2 – East versus West: Armada
India’s Ingenious Approach to
HRM (Ivey)
5&6 History & Philosophy of SHRM S56_R1-R3 C3 - TRW's Information Services
Division: Strategic Human
Resource Management (HBS)
7&8 History & Philosophy of HRD S78_R1-R5 C4 - Development and Promotion
at North Atlantic Hospital (HBS)
9 & 10 Integrative Group Presentations

IR – Industrial Relations; HRM – Human Resource Management;

SHRM – Strategic Human Resource Management; HRD – Human Resource Development

DETAILS OF GROUP PROJECT

The details will be communicated in class.