JAIPURIA INSTITUTE OF MANAGEMENT, NOIDA/JAIPUR/LUCKNOW/INDORE

PGDM M, TRIMESTER III; AY 2021-22

Course Code and title HR- 20321, Advanced Human Resource Management

Credits 3
Term and Year III Term, Ist year

Course Pre-requisite(s) As applicable

Course Requirement(s) OB/ MHR course
Course Schedule (day and time of class) Pl refer to the class schedule
Classroom # (Location)
Course Instructor
Course Instructor Email
Course Instructor Phone (Office)
Student Consultation Hours As Notified by PMC or with Prior Appointment.
Office location

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 a 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 a vast amount of data available to get insight into people-
related matters. This course aims to develop skills in the domain of strategic decision-making across HR functions.

Advanced Human Resource Management course is offered as a full credit course (24 sessions) in trimesters III where
the students would:
 Learn about the strategic role of HR
 Prepare to take strategic HR decisions
 Become an HR Business Partner
 Skills to develop HR strategy in alignment with the business strategy

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: Analyze technological HR initiatives for organizational excellence.
CLO 3: Evaluate the employee-oriented practices leading to competitive advantages.

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

 
PLO-1 PLO-2 PLO-3 PLO-4 PLO-5 PLO 6
CLO1 Emphasized
CLO2
1
 CLO3 Embedded*
*To be used in writing AOL report

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

5. Session Plan

Se
ssi Session
Reading /
on Session Topics Learning CLO Pedagogy Flipped Videos / Links
References
N Outcome
o.
Module I: HR as Strategic Positioner
https://
To define
www.personneltoday.co
SHRM at a glance: HR SHRM. Dave Flipped
Text, Ch. 1, Pp. 2- m/hr/whats-next-for-hr-
1 function as contributor Ulrich model: 1 Video &
14 the-six-competencies-hr-
to business bottom line HR in 21 Discussion
needs-for-todays-
century
challenges/
https://
Comprehend Panel
www.youtube.com/
Setting expectations for the strategic Discussion-
2 1 Text, Ch. 1, Pp. 4-8 watch?
new age HR managers role of HRM in by Industry
v=x3TmoJfHu4k&t=490
organization. expert.
s
Review the
integration of https://
HRM practices store.hbr.org/
Aligning HR with Discussion https://
with business product/infosys-a-
3 strategic intent of the 1 & Case www.youtube.com/
Porter’ & strategic-human-
organization analysis watch?v=Rh5cpIlaLxA
Miles & resource-
Snow’s management/406010
typology
Get an https://
overview of www.shrm.org/
how HR resourcesandtools/ https://
HR’s role in managing Discussion
4 challenges are 1 tools-and-samples/ www.youtube.com/
mergers and acquisitions & Exercise
met during toolkits/pages/ watch?v=D-B3xV5bq0s
mergers and mergersandacquisiti
acquisitions ons.aspx
5 Organizational Understand the 1 https:// Discussion https://
restructuring during role of HR www.shrm.org/ www.youtube.com/
change and during change resourcesandtools/ watch?v=t1OdvD1w-io
transformation management tools-and-samples/
toolkits/pages/
managingorganizati
onalchange.aspx#:~:
text=HR%20can

2
 %20play%20a
%20dual,Buy%2DIn
%20for
%20Organizational
%20Change.
bvjcvvcvdj
https://
Discussion
Identify factors www.coursera.org/
& analysis
Building a culture of that create lecture/managing- https://
of the video
6 high performance work HPWS and 1 human-resources/ www.youtube.com/
case-
systems (HPWS) observe HPWS video-external- watch?v=C-n3hyz-sSY
Southwest
in practice influences-on-hr-
Airlines
strategies-eIvH7

Module II : HR as Technology Proponent

https://
https://www.shrm.org/
www.shrm.org/
Identify resourcesandtools/tools-
resourcesandtools/
HRM’s Guest and-samples/toolkits/
7 HR audit 2 tools-and-samples/
contribution to session pages/
toolkits/pages/
the workplace humanresourceaudits.as
humanresourceaudit
px
s.aspx
Apply HR
metrics and
https:// Discussion
scorecard to
www.analyticsinhr.c & numerical
8 HR metrics & scorecard measure the 2  
om/blog/hr- based
effectiveness
scorecard/ exercises
of HR
functions
Role of HR
business
partners in a
digital age and
https://hbr.org/ https://www.youtube.co
get an
2011/08/how-ibm- Exercise & m/watch?v=KY8v-
9 HR and technology overview of 2
is-changing-its-hr- Case O5Buyc - How Google
how
gam takes Data driven
technology is
decisions
affecting HR
functions in a
big way.
Identify how https:// https://
www.emerald.com/ Students
AI and www.forbes.com/sites/
insight/content/doi/ Seminar,
AI in HR; Impact of automations jeannemeister/
10 2 10.1108/IJM-03- Discussion
automation on jobs have made an 2019/01/08/ten-hr-
2021-0173/full/html on Research
impact on trends-in-the-age-of-
paper
employees artificial-intelligence/
Module III: HR as innovator, integrator and capacity builder
https://
Draw https:// Case
www.youtube.com/
Employee engagement: contemporary www.peoplematters. Discussion,
11 3 watch?v=P8Zyve_BPh8
concept and initiatives employee in/site/interstitial? Preparing a
engagement return_to= tool to

3
 practices, %2Farticle%2Fc-
Learn to use suite%2Fmarriott-
measure
different tools international-
employee
to measure focusing-on-
engagement
employee employee-
engagement engagement-15680
https://
Exercise-
www.mckinsey.com
Research on
Discussion on /business-
impact on
Measuring employee various tools functions/
12 3 employee
engagement on employee organization/our-
engagement
engagement insights/making-
on
work-meaningful-a-
performance
leaders-guid  
https://
www.asuresoftware.
com/blog/work-life-
Comprehend
integration#:~:text=
different https://
Work life integration What%20Is Role plays/
13 approaches 3 www.youtube.com/
and wellbeing %20Work%2DLife videos
during watch?v=v12-cpLh5_4
%20Integration,wor
turbulent times
k%20and%20family
%20priorities
%20simultaneously.
Learn how
alternative
work
Alternative work Reading: Flexible Guest
14 arrangements 3  
arrangements work arrangements Session
can provide
flexibility at
workplace
https://
www.forbes.com/
sites/
Identify the
forbeshumanresourc
needs of gig
Managing the gig escouncil/ Student
15 workers to 3  
workforce 2018/08/13/its-time- Seminar
manage them
to-up-your-
successfully
management-game-
for-the-gig-
economy/

Module IV: HR as credible activist and change champion

What is Case https://www.pwc.com/

diversity at Discussion- gx/en/industries/
Diversity & Inclusion: workplace? Case will be given The Rise financial-services/
16 3
Concept and initiatives Diversity and to students and Fall of assets/pwc-diversity-
inclusion Erin Callan and-inclusion-making-
priorities (HBR ) diversity-a-reality.pdf

4
 Prepare a plan
for managing
diversity and
inclusion at
Simulation https://
D & I: Developing a workplace,
17 3   based www.cultureamp.com/
plan simulation
activity simulation
based activity,
workforce
segmentation
model
https://www.adidas-
Develop group.com/media/
Handling employee competencies filer_public/ https://hbr.org/2018/05/
18 redundancies & exit in handling 3 2013/07/31/2009_ja Role play layoffs-that-dont-break-
during turbulent times layoffs and n_guidance_note_ha your-company
turnover ndling_redundancy_
layoffs_en.pdf
Agile Workforce
How to stay Planning with IBM
agile and Buzz group Planning Analytics-
https://
Developing agile future-ready, activity- https://www.youtube.co
19 3 www.cultureamp.co
workforce How to create student m/watch?
m/simulation
an agile reflection v=uX0MhLOecPE;
workforce https://www.cultureamp.
com/simulation
https://
How www.shrm.org/hr-
organizations today/trends-and-
are forecasting/special-
Sustainability oriented Corporate
20 participating in 3 reports-and-expert-  
HR practices examples
achieving views/Documents/
sustainability Corporate-Social-
goals. Environmental-
Sustainability.pdf

6. Assessment Tasks

Assessment criteria set out the details by which performance in each task will be judged.

Assessment Item Assessment Type Weightage CLO Week Due

Case Analysis Analysis of integrated case studies linking with business 20% CLO 2 7th session
strategies
Classroom assignments Simulation exercise to propel decision making 20% CLO 3 20th session

Viva-voce Project based Viva 20% CLO 3 18th session

End term exam Questions based on the course content will be asked in a 40% CLO 1 Week 12
hall examination. Students to give adequate responses &2
with suitable illustrations and examples.

Assessment Task 1: Case analysis

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1) Assessment Details: 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
presentation on the same.
2) Task Assessor: Internal Faculty.
3) Criteria used to grade this task: Application of relevant HR strategy in a specific business situation. (100%).
4) Suggested time to devote to this task: 2 Weeks.
5) Feedback and return of work: Immediate on Viva Voce and after correction in case of reports.

Assessment Task 2: Classroom assignments

Assessment Details: Group Project
Description: Culture and Diversity simulation
The student will embark on an immersive journey as the Head of Diversity and Inclusion at Silicon Valley Solutions.
He/She will make complex decisions that diversity and inclusion practitioners face, while exploring how their own
experiences shape your perspective.
1. The simulation can take about 15 to 25 minutes to complete.
2. Students will be required to submit report on the experience issues related to diversity, justification for decision
and implication of their decisions on the desired outcomes.
3. Task Assessor: Internal Faculty
4. Suggested time to devote to this task: 30-35 hours minimum.
5. Submission details: On or before the notified deadline on Moodle.
6. Feedback and return of work: One week after the submission date.

Assessment 3: Viva-voce

1) Assessment Detail: Individual viva

2) Description: A comprehensive, individual viva based on the individual, group assignments and class activities to be
conducted.
3) Criteria used to grade this task: Comprehension (30%), application (30%) and skill (40%)
4) Task Assessor: Internal faculty
5) Suggested time to devote to this task: 2-3 hours.
6) Submission details: Individual interaction.
7) Feedback and return of work: Immediately after assessment.

Assessment Task 4: End-Term Examination

1) Assessment Details: Questions based on the theoretical backdrop with sound application along with suitable
illustrations and examples, will be administered.
2) Criteria used to grade this task: Comprehension (30%), Analysis (30%) and Application (40%)
3) Task Assessor: Internal faculty
4) Suggested time to devote to this task: End of term
5) Feedback and return of work: Feedback on answer scripts shall be given to the students by showing them answer
scripts after the exams.

Rubric for CLOs

CLOs Below Expectations Meets Expectations Exceeds Expectation

CLO 1: Explore the Not able to comprehend the Partially able to comprehend Able to comprehend the
partnership of HR partnership of HR with the partnership of HR with partnership of HR with business
with business strategy business strategy business strategy strategy.

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 CLO2: Comprehend Not able to apply Able to apply sustainability Able to apply sustainability
sustainability issues sustainability concepts to concepts to address concepts to address
for productive & address contemporary HR contemporary HR issues contemporary HR issues
employee oriented issues
work environment.

CLO3: Apply Not able to apply suitable HR Somewhat able to apply Able to apply suitable HR
relevant conceptual strategy in alignment with suitable HR strategy in strategy in alignment with
frameworks to business environment. alignment with business business environment
business situations. environment.

Rubrics for Assessment Tasks

Rubrics for Group Project – Case Analysis (20 marks)

CLO 2: Analyze technological HR initiatives for organizational excellence.

Competencies Traits/Performance Indicators (PI)
Apply knowledge of disciplinary or interdisciplinary 3.1 Gather relevant information about business situations.
theory and frameworks to business situations. 3.2 Select and use relevant concepts and frameworks to business
situations.

Traits Below Expectations Meets Expectations Exceeds Expectation

(BE < 35%)
Gather Relevant Struggles to pinpoint the
Information information needed.
Gathers information
from one source.
Minimal evidence of
search/selection criteria.
Select and Use Has limited knowledge
Relevant HR on selecting HR strategy
strategy and and using relevant
Frameworks concepts and
frameworks. Requires
extensive assistance in
selecting relevant HR
strategy and frameworks.
(ME 35-70%)
Clearly identifies the
information required. Gathers
information from multiple
valid and reliable sources.
Evidence of search/selection
criteria.
Selects and uses relevant HR
strategy and frameworks.
Requires minimal assistance in
choosing relevant HR strategy
and frameworks.
(EE > 70%)
Demonstrates a sophisticated
understanding of what
information is needed.
Gathers extensive information
from a variety of valid and reliable
sources including journals, texts,
etc., specific to the subject. Clear
evidence of
Search/selection criteria.
Shows exemplary behavior in
selecting and using relevant HR
strategies and frameworks.
Needs no assistance in selecting
relevant HR strategies and
frameworks.

*To be used in writing AOL report

Rubrics for Group Project – Classroom assignments (20 marks)

CLO 3: Evaluate the employee oriented practices leading to competitive advantages

PLO4: Comprehend sustainability issues
Competencies
Be able to discuss diversity as an issue of sustainability
Traits/Performance Indicators (PI)
Comprehend scenario and clarity in justification for decision taken.
Implications of decision taken on meeting desired outcomes related
to diversity as a sustainability issue.

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 Criterion
Comprehend scenario and
clarity in justification for
decision taken
Below Expectations
(Below 35%)
Has limited comprehension of
the factors influencing
diversity. Can discuss
justification for decision taken
to a limited extent
Meets Expectations
(35%-below 70%)
Good comprehension of
factors influencing
diversity. Fairly
proficient at discussing
justification for decision
taken.
Exceeds Expectation
(Above 70%)
Has high level of
comprehension and can
discuss at length
justification for decision
taken.

Implications of decision
taken on meeting desired
outcomes related to
diversity as a sustainability
issue
Negative or Neutral impact of
decision taken on meeting
desired outcomes related to
diversity as a sustainability
issue
Moderate positive High positive impact of
impact of decision taken decision taken on meeting
on meeting desired desired outcomes related to
outcomes related to diversity as a sustainability
diversity as a issue
sustainability issue

RUBRICS FOR VIVA- VOCE (20 marks)

CLO 3: Evaluate the employee oriented practices leading to competitive advantages

PLO 4: Comprehend sustainability issue
Competencies Traits/Performance Indicators (PI)
Be able to discuss and reflect on employee oriented Discuss and reflect issues of sustainability
practices leading to sustainability

Traits Below Expectations Meets Expectations Exceeds Expectation

(Below 35%)
Discuss with Has limited
conviction about the comprehension of the
practices leading to concept of sustainability.
sustainability Can discuss issues of
sustainability to a limited
extent
(35%-below 70%)
Good comprehension of the
concept of sustainability.
Fairly proficient at discussing
issues of sustainability with
proficiency
(Above 70%)
Has high level of comprehension
and can discuss at length on
issues of sustainability

Rubrics for End Term Exam (40 marks)

CLO 1: Outline the partnership of HR with business strategy.
CLO 2: Analyze technological HR initiatives for organizational excellence.
Competencies Traits/Performance Indicators (PI)
Apply knowledge of Strategic HR and its frameworks 1.1Gather relevant information about business situations.
to business situations for decision making 1.2Select and use relevant concepts and frameworks to business
situations.

Traits Below Expectations Meets Expectations Exceeds Expectation

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 (BE < 35%) (ME 35-70%) (EE > 70%)

Gather relevant Struggles to pinpoint the Clearly identifies the Demonstrates a sophisticated
information about factual information of functional knowledge understanding of functional
business situations. strategic HR. Gathers required. Gathers information knowledge of strategic HR.
information from one from multiple valid and
source. Minimal evidence reliable sources. Evidence of Gathers extensive information
of search/selection criteria. search/selection criteria. from a variety of valid and
reliable sources including
journals, texts, etc., specific to
the subject. Clear evidence of
search/selection criteria.

Select and use relevant Has limited knowledge on
concepts and selecting and using relevant
frameworks to business strategic HR concepts and
situations frameworks. Requires
extensive assistance in
selecting relevant concepts
and frameworks.
Selects and uses relevant Selects and uses relevant
strategic HR concepts and strategic HR concepts and
frameworks. Requires frameworks. Needs almost no
minimal assistance in assistance in selecting relevant
choosing relevant concepts concepts and frameworks.
and frameworks.

*To be mapped with AOL

*Max- Maximum Points, BE- Below Expectations, ME-Meets Expectations, EE-Exceeds Expectations

Academic Conduct:
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 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.

Plagiarism:

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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 penalized equally; an exception will be if the student can demonstrate the work is their own and they took reasonable
care to safeguard against copying.

PLO1: Communicate effectively

PLO2: Demonstrate the ability to work in teams to achieve desired goals
PLO3: Reflect on business situations applying relevant conceptual frameworks
PLO4: Comprehend sustainability issues
PLO5: Apply relevant technological tools for marketing decisions
PLO6: Exhibit innovative and creative thinking

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