The School Of Business

Semester-2

Name Of the Module: Management of Human Resource

Module Code: HRM-201

Even Semester

MBA (2021-23)

Module Leader: Dr. Kshama Sharma

 www.aurouniversity.edu.in

“The way to activate the seeds of your creation is by making choices

about the results you want to create. When you make a choice, you
activate vast human energies and resources, which otherwise go
untapped.”

 Robert Fritz quotes

“Our progress as a nation can be no swifter than our progress in

education. The human mind is our fundamental resource.”

 John Fitzgerald Kennedy quotes 

Equipment, procedures – those things can be duplicated. Human capital

is the only area where companies can really differentiate themselves.
Meldron Young
 Introduction

The functions and principles of Management have been undergoing a sea change since the
announcement of liberalisation in the country 1991. In fact, the practice of management has been
increasingly humanised in the process of globalisation of Indian economy unlike in personnel
management. The concept of human resource management (HRM) is increasingly becoming a
most vital function of a modern manager.

Human resource takes active role in the modern economic scenario of any country. The abundant
physical resource alone cannot benefit the growth of the country without human resource
component, which transform physical resource into productive resources. In fact, the differences
in the level of economic development of the countries are large reflection of the differences in
quality of their human resources. The key element in this proposition is that the values, attitudes,
general orientation and quality of people of a country that determines its economic development.

Out of the fundamental areas of management, HRM is adjudged as the most important area. In
the management four Ms, Money, Materials, Machines and Men, it is needless to be labour the
obvious point that, considering the nature of man, the management of men is not only
fundamental but also dynamic and challenging. Management of human resource includes guiding
human resource into a dynamic organisation that attains its objectives with a high degree of
morale and to the satisfaction of those conferenced with it.

The concept of Human Resource Development (HRD) assumes immense importance as HRD plays
vital role in meeting the challenging requirements of highly skilled and competent human
resources due to globalisation. Further, maintenance of industrial peace plays a vital role, as
Indian economy cannot afford industrial unrest in the context of global competition.
Human Resource plays a crucial role in the development process of modern economics. Arthur
Lewis observed “there are great differences in development between countries which seem to
have roughly equal resources, so it is necessary to enquire into the difference of human
behaviour”. It is often felt that, though the exploitation of natural resources, availability of
physical and financial resources and international aid play prominent roles in the growth of
modern economies, none of these factors is more significant than efficient and committed
manpower. It is, in fact said that all development comes from the human mind.

Objective: This module teaches us how mangers and organization change agents put personal
feeling aside, avoid anger, and resolve conflicts. Intensified completion among domestic private
and public sector companies and multinational companies consequent upon globalisation, along
with the changed demographic factors like increase in women employee, aging population,
shortage of talent employee and adapted of mind set and attitude of the people changed the
systems and structures of human resource management function and placed it at strategic level in
the organizational hierarchy. It would also cover the universal truth that “Change is only
permanent” and the resistance to change and the model related to it. Finally we would discuss
how firms have to deal with individual differences at various levels especially when firms are
moving and setting up base beyond national boundaries and the relevance of new learning or
knowledge organisation in terms of meeting long term challenges in the future. They need self-
identity to focus on what theyare trying to accomplish and keep their eyes on the big picture.

In order to achieve the learning outcomes, it is expected that will devote around 120 hours to
work on the module. This includes class attendance, weekly reading and self-study exercises,
course work assignments and examination revision.

Methodology:-

 Presentations
 Lectures
 Simulations and games
 Case Analysis and Discussion
 Group Discussions
 Individual and Group Assignments
Each week you will be expected to attend lecture, seminar/workshop, presentation of topics assigned and
also participate in group discussions. You would also complete a set of self-study exercises.

Organizing Principles & Values

In designing the course, its content, and operating procedures, we have tried to adhere to a
number of basic beliefs and values that are worth making explicit:

1. Responsibility: The students in the course are responsible, both individually and
collectively, in large measure for what goes on both in the classroom and outside of class.
The quality of class discussion depends on all of you coming to class prepared to discuss
the issues raised by the material. Learning depends on your reading and mastery of the
material. What you learn from your group project depends on the effort you and your
colleagues expend and what you do to apply the course concepts. I will do my utmost to
facilitate the learning process, but in the end, what you gain from the course is up to you.

2. Implementing the Principles We Are Learning: We have tried to organize and run the
course in ways consistent with the ideas we are teaching. These include an emphasis on
teams, mutual trust and respect, and information sharing. So, we will engage in 360
degree performance evaluation. We will do a lot of the course work in groups/teams,
including a project that counts for one-half the grade. And, in the everyday interactions
that occur in the course, we should strive to treat each other with respect and trust.

3. Fun: The material is interesting and engaging, and learning should be fun. We will do a
number of things, including using video material, stimulating debate, and relying on your
insights and examples to make the course enjoyable.

Coverage and Depth

This module is an attempt to understand the about focusing the practical application that all
mangers need to manage their HR-related responsibilities. Nowadays companies are looking at
the HR professional to hire talent and retain the new hires. HR mangers are expected to go
beyond hiring and retaining talent. They’re expected to perform and contribute to organisations
bottom-line. No more are the HR departments just cost centres and no more are HR professionals
sitting in the corners pushing and shuffling statuary files and records. They are expected to
become strategist, act as change agent and play the roles of organisational transformation lists.
HR managers are the creators of an organisational infrastructure that impacts employees,
customers, line managers and investors. This module would help the student to act as a change
agent, in future when they become managers and entrepreneurs in their respected specialization.

The module would cover the following topics:

 Introduction to Managing Human Resource

 Historical view of HR
 Human Resource Management and strategic HRM
 Human Resource Planning
 Recruitment
 Selection
 Training and Development
 Performance Appraisal
 Employee Remuneration
 Employee Welfare, Safety and Health
 Promotion, Transfers and separation
 Challenges of Managing Human resource

Learning Outcomes

All elements of this module-lecture, seminar exercises, workshops and self-study exercises will be
assessed in form of both multiple choice as well as subjective examination.
 Knowledge and Understanding

1. Understanding what HRM is and how it relates to the management process.

2. Determining what sorts of people would be needed to be hired.
3. Evaluation of the HR requirements of the job, as well as its specific duties and responsibilities.
4. Developing an insight in to the techniques to ensure that you are hiring the right people at the right
place.
5. Identifying the fundamentals of Management planning.
6. Estimating the forecast of the supply of and demand for employees.
7. Understanding the International Human Resource Management and key issues involved in it.
8. Helping in decision making, to improve the standard, skills , knowledge, ability and
discipline.
9. Understanding of the methods/techniques/sub systems of HRM.
10. Designing the HR system and also to develop HR strategies.
11. Planning and organising at the HR system.
12. Getting to know about what are potential appraisal and the steps involved in it to measure the
potential of the employees.
13. The process of creation and development of more committed resourceful teams
 WEEKWISE SCHEDULE OF THE LECTURES:

Week/ Topic for the Lecture Workshop / Seminar/ Activity

Date
Week1 Context setting for HRM Expectation Setting

Discussing the module handbook.

Week 2/ Introduction to Human  Understanding cultural environment.

Resource Management
 Evolution of HR Functions

 Goals of HRM

 The setting for Human Resource Management.

 Role of HR Managers

Week 3/ The Competitive  The competitive environment for Human

Environment Resource Management.

 The influence of organization purpose and

mission.

 The influence of the top management team.

 Corporate, Business and Functional strategies.

Week 4/ HR Planning  HRP as a source of of information.

 Methods of HRP.

a. Delphi Technique.

b. Nominal Group Technique.

c. Overview of Succession planning.

  Job Analysis Techniques.
Week 5/ Job Analysis
 Job Description and Job Specifications

Proposed Guest lecture  Job Redesign.

Week 6 Recruitment  Purpose and Importance of Recruitment

 Recruiting Employees.

 External and Internal Recruitment.

 The Selection Process

Week 7/8 Selection
 Popular selection Techniques

Proposed Guest lecture  Selection Model.

on CV-Development/  Selection Errors.
interviews.
 Interviewing candidates.

 Basic types of interview

 Orientation, Induction, Onboarding and

Placement.

Week 9/10 Internal Assessment

and class activity GD will be conducted as assessment.

 Learning, Training, Development and

Week 11 Training and Developing
Education.
Employees
 Mentoring and Coaching.

 Management Development program.

 Evaluating Training and Development.

 Why organizations conduct performance

Week 12 &13 Performance
appraisals.
Management.
 Goals of Performance Appraisal.

 Process of Performance appraisal.

Internal/ Case study 2

 Tentative case study as assessment scheduled.

 Basics of a Fair disciplinary Process.

Week 14 Managing employee
discipline.  Employee Monitoring.

 Managing Terminations and Retentions.

 Managing voluntary turnover.

Dedicated to Presentation /skit.

Week 15

Week 16 Wrap-up/revision/
Defaulter’s assessment.

DISCLAIMER: The Module Leader can bring about any change in the curriculum-content,
evaluation-assessment parameters & style, sequence of lectures without any prior information or
notice.

Note: All written work will be passed through plagiarism detector approved by the Examination
Office.

Guest Lecture: The guest lecture would be arranged according to the availability of the guest (Working
on the dates)

EXPECTATIONS FROM STUDENTS:

 Maintain Regularity and Punctuality

 Auro University norms require 80% class attendance.
 Students are requested to honour deadlines for submission of projects, reports,
assignments, etc.
 Classes will be more knowledgeable, Intellectual and Meaningful, if you do your
assignments well before the class.
 Library and VLE (Virtual Learning Environment) is your best asset. The accessing the
VLE contact VLE coordinator or the IT department for assistance.
  Attentiveness should be strictly followed.
 Come with an open mind for Assignments, Group Discussion, etc.

RIGHT OF STUDENTS:

 You can look forward to access and support from faculty but not dependence.
 You are encouraged to question and challenge views, ideas and logic of the faculty through
providing your logic. You can express your beliefs. However, beliefs without reason may be
hard to deal with.
 You are encouraged to make suggestions in the class to make the course more meaningful.
 You can seek outside class time from faculty for discussing any issue related to the course.
 You have right to disagree with the faculty on any issue. If the issue needs a decision, the
faculty’s decision will be final.
 You have right to question and seek justification for the grading of the faculty on merits of
logic.
 In the events of disagreement, a faulty decision would be final.

WEEK 1 and 2

INTRODUCTION TO HUMAN RESOURCE MANAGEMENT

Topic Overview
 Managing human resource is one of the key issues today. Human resource management
is also a management function concerned with hiring, motivating and maintaing people
in an organization. It focuses in people in organisations. Environment of HRM
compromise political-legal, economic, technological, cultural and conflict, unions,
strategy and professional bodies. Knowledge about the environment helps the HR
manger and his/her team to become proactive. The competitive nature of business
today means that all managers must defend their plans and contribution in measurable
terms and this applies to the HR manager as well, hence understanding HR from
Management perspective is impartant.

Chapter Objectives
After studying this chapter, the students will be able:

1.0 To understand the nature, scope and objectives of managing human resource
2.0 To understand the environmental factors that have a bearing on HRM
3.0 To understand that why it is important to all managers
4.0 To illustrate the HR responsibilities of line and function managers

Lecture Outline

1.0 What and why of Human Resource management

1.1 The Concept

1.2 Why HRM is important
1.3 Line and Staff aspect of HRM
1.4 Line Manager’s HR duties
1.5 HR Manager’s duties
1.6 New approaches to organising HR

2.0 The Trends shaping Human Resource Management

2.1 Globalisation and Competition

2.2 Deregulations
2.3 Technological Trends
2.4 Trends in the Nature of Work
2.5 Knowledge work and Human Capital
2.6 Workforce and Demographic trends
2.7 Unconventional Manpower
 3.0 Trends in Human Resource Management

3.1 The New HR Managers

3.2 Outsourcing of transactional Service
3.3 HRM in India
3.4 SHRM
3.5 High Performance Work System.

Learning Outcomes:
The students will be able to understand the environment in which HR
works and will be able to appreciate the importance of HR in making any
Business successful.

WEEK 3

The competitive Environment

Topic Overview
HR as a function has been at receiving end for business has been accusing HR to operate in a silo
in a organisation. The new corporate environment expects HR to assume the role of business
partnering. HR should be in a position to make an impact on and contribution to the bottom line
of the organisation. It is important for HR to align its strategies with the business strategies to help
business gain competitive advantage. This is all about the manager’s role in strategic planning,
strategic human resource management and creating high performance organisations

Learning Objectives
After studying this topic, the students will learn to:

1.0 To know strategic planning is for all managers including HR managers.

2.0 How to plan strategically.
3.0 To be able to understand strategy and goals.
4.0 The difference between generic strategies and competitive strategies.

Learning Outcome
1.0 Hierarchy of goals
2.0 Fundamentals of management Planning
 2.1 Planning Process
2.2 Putting together the business plan
2.3 Objective Setting
3.0 Strategic management Process
4.0 Strategic Human Resource Management
5.0 Managing HR in Challenging times.
6.0 Building High Performance Work System

Discussion Questions

1.0 What is the difference among a strategy, a vision and a mission?

2.0 Explain hierarchical planning in an organisation.
3.0 What is the difference leadership competitive strategies and differentiation competitive
strategy?

WEEK 4, 5

RECRUITMENT

Topic Overview
Recruitment is understood as the process of searching for and obtaining applicants for jobs, from
among whom the right people can be selected. It is the process of finding and attracting capable
applicants for employment. The process begins when new recruits are sought and ends when
their applications are submitted. The result is a pool of applicants form which new employees are
selected.

Learning Objectives
After studying this chapter, the students be able to:

1.0 Understand the process of recruitment.

2.0 Explain the main technique used in employment planning and forecasting.
3.0 explain and give example what is effective recruiting.
4.0 Describe the main sources of candidates.
5.0 Explain how to recruit more diversified work force.
Learning Outcome
1.0 Planning and forecasting
1.1 Employment Planning
1.2 Forecasting of Personnel needs
1.3 Forecasting the supply of internal candidates
1.4 Forecasting the supply of external candidates
2.0 Effective Recruiting
2.1 Challenges
2.2 Recruiting Yield pyramid
2.3 Internal Resources of Candidates
2.4 External resources of Candidates
3.0 Recruiting a more diverse workforce
4.0 Developing and Using Application Form
5.0 Using Application forms to predict job performance

Discussion Questions

1.0 Describe the different sources of candidates with their respective pros and cons.
2.0 How do you analyse the application form for the job?
3.0 What are the indicators of cost effective recruitment?
4.0 How does “Brand as Employer” play a role in recruitment?

WEEK 6, 7 and 8

Selecting and Onboarding Employees

Topic Overview
One of the agendas, where maximum resources in terms of time, money and efforts, are put by
HR is selection of the employees. The texture of the manpower in the organisation is crucial for
the roadmap of organisational success. In most of the cases, this process becomes subjective,
despite the fact that this is something which has the maximum impact on the organisation –
positive, in terms of higher productivity and negative may lead to legal battle with the employee.
The process is so vulnerable to the mood swings or preoccupation of both the interviewer and
interviewee. The efforts are made by the progressive organisations to make the technique of
selection and interviewing as objective as possible.

Learning Objectives
After studying this chapter, the students will be able to:

1.0 Understand how selection is different from Recruitment and why are recruitment and
selection important ?
2.0 Different tests/techniques used for employee selection
3.0 Types of interviews
4.0 Learn the guidelines for interview.
5.0 Tentative Assessment

Learning Outcome

1.0 Assessment Centre

2.0 Basic Types of interviews
3.0 Administering the interview
4.0 Potential barriers to effective interview.
5.0 Importance of Onboarding.

Discussion Questions

1.0 How Does Onboarding affect employee performance?

2.0 How would you explain that structured interviews, regardless of content, are more valid
than unstructured interviews?

WEEK 9 And 10

scheduled for Assessment.

WEEK 11

TRAINING AND DEVELOPMENT

Topic Overview
Training is any attempt to improve current or future employee performance by increasing an
employee’s ability to perform through learning, usually by changing the employee’s attitude or
increasing his or her skills and knowledge. The need for training and development is determined
by the employee’s performance deficiency. Development refers to the learning opportunities
designed to help employees grow.

Learning Objectives
After studying this chapter, the students will be able to:

1.0 Understand the nature of T&D

2.0 Examine the inputs in T & D
3.0 Identify the gaps for training needs
4.0 Understand that T & D is an importance source of competitive advantage
5.0 Underrated the consequences of absence of training needs assessment
6.0 Explain the impediments to effective training
7.0 Understand how to make training effective

Learning Outcome

1.0 Introduction to orienting and training employees

2.0 Analysing training needs and designing the program
3.0 Implementing training programs
4.0 Implementing Management development program
5.0 Managing organisational Change Program
6.0 Evaluating the training efforts

WEEK 12 and 13

Performance Management

Topic Overview
Performance Appraisal may be understood as the assessment of an individual’s performance in a
systematic way, the performance being measured against such factors as job knowledge, quality
and quantity of output, initiative, leadership abilities, supervision, dependability, cooperation,
judgement, versatility, health and the like. Assessment should not be confined to past
performance alone. Potentials of the employee for further performance must also be assessed.
Job evaluation seeks to determine the relative worth of each job so that salary differentials can be
established. In job evaluation only jobs are rated unlike in PA where only job holders are rated.

Learning Objective

After studying this topic, the students will be able to:

1.0 Understand the meaning of Performance appraisal

2.0 Understand the nature of PA and compare and contrast it with job evaluation
3.0 Delineate different stages in the appraisal process and describe each step in detail
4.0 Understand the different stages of job evaluation process

Learning Outcome
1.0 Basic concepts

2.0 Different Techniques for appraising performance.

3.0 Potential Problems
4.0 The appraisal interview
5.0 Performance management

Discussion Question

1.0 What is the purpose of performance appraisal?

2.0 What is the difference between performance appraisal and performance management?

Week 14 for HR Decision Making

HR Decision Making

PROMITIONS, TRANSFERS AND SEPARATIONS, Rightsizing the organization.

Topic Overview
Promotions means an improvement in pay, prestige, position and responsibilities of an employee
within his/her organisation, A mere shifting of an employee to a different job which has better
working hours, better locations and more pleasant working conditions does not amount to
promotion. The new job is a promotion for the employee when it carries increased resposibilities
and enhanced pay. Transfer involves a change in the job (along with it change in the place of job)
without change in position, pay or responsibilities. Transfers are frequent but not promotions.
Lay-offs, resignations and dismissals separate employees from their employers. Separations are
painful to both the parties and should therefore be administered carefully.

Chapter Objectives
After studying this chapter, the students will be able to:

1.Basics of a just and fair disciplinary process.

2.Employee privacy.
3.Employee Monitoring.
Understand the meaning of promotion
2.0 Explain the principles of promotion
3.0 Explain the different types of promotions
3.1 Horizontal Promotion
3.2 Vertical Promotion
3.3 Dry Promotion
4.0 What is the reason for transfers?
5.0 What is the meaning of Separations?
5.1 Lay-off
5.2 Resignations
5.3 Dismissal or Discharge
5.4 Retrenchment
5.5 VRS.

Learning Outcome:
To understand the process of Disciplinary process and various control mechanisms to
effectively manage the organizations.
WEEK 15

Dedicated to presentation and Skit.

Week 16, 17 &18

Wrap-up/ Revision/ Defaulter’s assessment (if due) and class activity.

AURO UNIVERSITY of Hospitality & Management

Marking Criteria:

ASSESSMENT PLAN
External Exam will be of 100 marks and weightage is 50 %.

Internal Assessment will be of 50% weightage .

S.No Type of assessment Max Marks

1. Two cases 10 *2=20

2. Skit/Presentation 20 marks

3. Class conduct/Discipline 10 marks

ORGANISATIONAL BEHAVIOUR Page 21

AURO UNIVERSITY of Hospitality & Management

Marking Criteria:

Marking Criteria for Assignments (group or individual)

FAIL PASS DISTINCTION

Quality of Poor or non-existent Good use of arguments to Very good use of arguments.
argument argument. Reasoning support ideas and opinions. Reasoning clear, balanced and
unclear throughout and Reasoning clear throughout fair. Argument very thorough
no justification given to & comprehensive (watertight)
ideas and opinions
offered.
Use of No theories referenced. Good use and justification in Very good use and
theory in Or some theories selection of theories. Theories justification in selection of
referenced but which do used both to support and/or to theories. Use of theories
argument not support argument explore alternative arguments demonstrates the ability to
critically evaluate and/or
demonstrate innovative use of
theory
Use of case No use of case study Good use of case study and/or + some critical evaluation of
study and and/or other examples. examples used to support, case study and/or examples
Or Some us of case study explore and justify argument used. Demonstrates ability to
other and/or other examples, and/or explore alternative critically evaluate and/or
examples in but in a way which does arguments demonstrate innovative use of
argument not support the case study and or examples
argument
Quality of No conclusion or a A well structured and balanced + demonstrates development
Conclusion Conclusion which does conclusion which addresses the of original models/ theories
not attempt to answer question with some
question development of original ideas
Structure & No apparent structure or A well written, clear and + structure/ style used to
approach confusing writing style concise style, within the word emphasise argument &
limit Approach explained/ conclusion. Approach
question refined and justified evaluated/ validity of work
discussed with reference to
relevance of work to body of
knowledge evaluated

ORGANISATIONAL BEHAVIOUR Page 22

AURO UNIVERSITY of Hospitality & Management

Marking Criteria:

Marking Criteria for Answer Scripts of PG & UG Programs/ Module

An outstanding answer, which is publishable or virtually publishable in its own right where 85-100%
appropriate. The answer should provide critical analysis of the whole range of relevant
question; critical discussion of the nature and sources of evidence; critical reflections of the
choice of arguments; presentations of conclusions where appropriate.

An excellent answer, which contains a high degree of insight, some originality and 70-84%
pertinence. The level of analysis and reflections as applied analysis should be high where
appropriate. The standard may show that the candidate has clear potential for higher order of
work.

A good or very good answer, which is well planned, well structured and pertinent. There 60-69%
should be critical reviews of relevant question and critical analysis of evidence where
appropriate. The answer written should go beyond taught material by showing evidence of
wide reading and/or personal insight. There should be some attempt at original contribution,
though this may be more limited than in the case above, or it may contain minor flaws.

An adequate and substantially correct but unimaginative response to the question, drawing 50-59%
heavily on taught material. There should be some evidence of either wide reading, critical
insight or originality, but this will be limited or somewhat flawed.

A partial and incomplete treatment of the topic, which may furthermore have a flaws in the 40-49%
argument. A mark in this range may also be awarded where there is an absence of any critical
analysis. Overall, the work would not be worthy of a pass at masters.

The work contains some material of relevance to some part of the question, but is seriously 30-39%
flawed or thin in content. There is insufficient understanding of the basics to allow any form
of critical analysis.
Little work of any relevance to the question; a missed question; analysis which is wrong and 0-29%
demonstrates fundamental lack of understanding. Little written.

ORGANISATIONAL BEHAVIOUR Page 23

AURO UNIVERSITY of Hospitality & Management

Marking Criteria:

Text Book:

K. Aswathappa. (2005). Human Resource and Personnel Management (Textand

Cases). Tata McGraw-Hill Himalaya Publishing Company Limited. New Delhi

Recommended Reading:
1. 1, S Aggarwala, Dharma Vir (1999), Manpower, Planning, Selection, Training and
Development, Deep & Deep Publications
2. Aswathappa, K. (2008), Human Resources Management (Text and Cases), Tata McGraw
Hill
3. Arun Monppa , Managing Human Resources
4. Bhatia S. K. (2005), International Human Resource Management. A Global Perspective.
Deep and Deep Publication. New Delhi
5. C. B. Mamori, Personnel Management
6. Dayal Raghubir (1996), Dynamics of Human Resource Development, Mittal
7. Dessler, Gary ; Varkkey, Biju (2010), Human Resource Management, Pearson
8. Dr. P. C. Pardeshi, Human Resource Management
9. DonaldBrown and Don Harvey, (2006), An Experimental Approach to Organizational
Development, Pearson Education Inc New Delhi.
10. French Wendell L. (1998), Organizational Development-Prentice Hall of India, new
Delhi
11. Gerhart, Barry and Rynes, Sara. L. (2008), Compensation Theory, Evidence and
Strategic

Journals
1. Journal of Organisation and Human Behaviour
2. Journal of social and Management Science

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AURO UNIVERSITY of Hospitality & Management

Marking Criteria:

3. SCMS Journal of Indian Management

4. Prabandhan: Indian Journal of Management
5. AIMS International Journal of Management
6. South Asian Journal of Management
7. NICE Journal of Business
8. Advances in Developing HR
9. The Journal of All India Management Association
10. Asian Journal of Management Cases
11. Asia pacific: Journal of Human Resource
12. International Journal for Management Research
13. International Journal of Marketing and Business Communication
14. Journal of Entrepreneurship and Management
15. Journal of Strategic Human Resource Management

Magazines
1. Human Capital
2. Forbes
3. Business World
4. Outlook
5. Business Today
6. Bureaucracy Today

MODULE LEADER: Dr. kshama sharma

Extn.215
ORGANISATIONAL BEHAVIOUR Page 25
AURO UNIVERSITY of Hospitality & Management

Marking Criteria:

E-mail: kshama.sharma@aurouniversity.edu.in

Available Between 4:00 pm to 5:30 pm. (In most cases as per schedule)

ORGANISATIONAL BEHAVIOUR Page 26