Course Title: Human Resource

Management
PGDM 2021-2023 | Term I | Credits 3

Dr. Mousumi Sengupta Course Introduction

Professor Employees are very crucial resource of any organization and termed as
SDM Institute for human capital or human resource (HR). Without the contribution from
Management Development the employees, no company can achieve its performance target and
competitive advantage. Human resource management is the system of
(SDMIMD), Mysore
managing employees in an organization, effectively. HRM system
www.sdmimd.ac.in therefore needs to be planned to optimize employee performance.
Human resource management (HRM) is the practice of several
9880602436 functions. The major functions include recruiting, hiring, deploying and
managing an organization's employees. Though companies have
separate HR department, the managers of the other departments
essentially need to manage the people working in the respective teams
mousumi@sdmimd.ac.in and the departments. Therefore, every manager has to practice
effective management of human resource, with the support from the HR
department. The HRM function today is very different due to volatile
business environment, changing job market, regulatory demands and
Sdmimd.ac.in/mousumisen compliance issues. It is, therefore, crucial for management students to
gupta understand and appreciate the various trends, shaping the human
resource functions within organizations. This is also important for them
to have a basic knowledge of the key human resource management
functions. The course is aimed at sensitizing students who would be
taking up management positions in various organizations about the
human resource management functions, and the latest trends in the
related context.
.

Institute Mission Objectives

• Business Leadership
• Organizational excellence
• Social responsibility
• Dealing with change
• Value creation.

Program Educational Objectives [PEOs]

PEO 1. To become a leader and a manager with a blend of generalist
 knowledge and specialized skills with an eye on social responsibility.
PEO 2. To understand current trends, practices, opportunities and
challenges in the area of chosen specialization.
PEO 3. To acquire the ability to readily understand the practical aspects
in the domain area.
PEO 4. To develop a personal value system which balances the social side
as well as the corporate value-creation process.
PEO 5. To become a well-rounded professional grounded in
management concepts, well versed with contemporary topics from the
industry, society and technology.

Intended Course Learning Outcomes (ICLOs)

ICLO 1 – To sensitize the students with the latest trends in the area of
HRM, and in turn, helping them to lead the business.
ICLO 2 - To generate better understanding about HRM, recognize and
develop individual talents and reward employees, which leads to
organizational excellence.
ICLO 3 - Continuous up-gradation of the knowledge, skills and abilities
will lead to greater employee-commitment, leading to value creation
within the organization.
ICLO 4 - Bringing awareness among students about the responsibility of
the companies towards society by adopting the ethical people
management practices, leading to value creation.
ICLO 5 - Bringing awareness about the significant issues of healthy
industrial relations, leading to organizational excellence.

PEO -1 PEO – 2 PEO- 3 PEO- 4 PEO- 5

ICLO 1 High High High Medium High
ICLO-PEO Matrix
ICLO 2 High High High Medium High
ICLO 3 High High High Medium High
ICLO 4 High High Medium Medium Medium
ICLO 5 High High High Medium Medium
Overall ICLO* High High High Medium Medium
Please fill [xxxxx] with High/Medium/Low

Evaluation Component/ Class Descriptive Assignmen

Vision & Mission Element Participation and Quiz ts
Assessment Rubrics and Presentations Examinations and
(Course & its Evaluation Case
Components with the Chosen Studies
Mission objective Elements. Business Leadership Yes Yes Yes
Faculty may change the Organizational Excellence Yes No Yes
Social responsibility
component head for the Dealing with Change
rubrics as relevant) Value Creation No Yes Yes
Please fill [xxxxx] with Yes/No

Business Leadership – Students will learn how to lead a company, by ensuring

Mission Objectives
the sustainable culture. Organizational excellence - Students will learn how
addressed by the Course to manage people and help them contributing in organizational performance.
Value Creation – Students will learn how to bring positive change in the
organizational strategy for organizational growth.

The classroom activities will consist of lectures, quizzes, case analysis, project
Pedagogy Description
report submission and presentation. A recommended text book is prescribed.
Apart from the same, a number of reference book are prescribed. Students
are instructed to read the respective chapters of the books. In addition,
students need to read contemporary articles, from website, journal,
magazines, and so on. Students also require to read cases from various
resources. This will help the students to make an attempt to implement the
learning in analyzing a given real-life situation, relevant to the field of HRM,
and gather knowledge about the current practices in this field of study.
Emphasis are given at both individual learning and team activities. Students
need to work in designated teams which help them in distribution of
workload, coordination among team members, team leadership and team
performance. Also, individual activities make the students learn the subject
and take individual accountability for performing.

Session Plan

Session 1 Managing Human Resources : An overall perspective, Meaning

of HRM and its relation to management

Session 2 Responsibilities of Line and Staff ( HR) Managers, Trends in

HRM in recent times

Session 3 case 1 : Micromanager (HBR Case Study) by Bronwyn Fryer

Session 4 Recruitment and selection : Job analysis, employment
planning and forecasting
Session 5 Sourcing of candidates : Internal and external Tests for
selecting candidates
Session 6 Interviewing candidates, Placement and induction
Session 7 Case 2: Is the Rookie Ready? (HBR Case Study). By Sarah Green
Carmichael
Session 8 Compensation Management : Components of compensation,
Linking performance and pay
Session 9 Individual employee incentives, Employee benefits
Session 10 Case 3: After the Layoffs, What Next? (HBR Case Study). By
Suzy Wetlaufer, Bob Peixotto, Jim Emshoff, Richard Manning, Gun
Denhart, Saul Gellerman
Session 11 Training & Development: Steps in training process,
Identifying training requirements
Session 12 Management development programs, E-Learning
Session 13 Case 4: Recipe for Success: Growth and Evolution at Café
Cupcake. By Anthony J. Mayo, Heather Beckham
Session 14 Performance Appraisal: Appraisal process, Appraisal tools,
Session 15 Appraisal interview
Session 16 Case 5: What More Evidence Do You Need? (HBR Case
Study). By Anthony R. Kovner
Session 17 Collective Bargaining: Meaning, Bargaining stages,
Impasses, mediation, strikes, The contract agreement
Session 18 Case 6: The Knowledge Workers' Strike (HBR Case Study) by
Jon Healey
Session 19 Managing employee discipline and grievance:
Discipline situations , Managing disciplines
Session 20 Managing grievances, model grievance procedure
Session 21 Case 7: Amanda Tremblay at Citrine Solutions. By
 Christopher A. Bartlett, Paul S. Myers
Session 22 Presentation
Session 23 Presentation
Session 24 Presentation

• The instructor will be maintaining a detailed record of what each student is

Brief note on the
Evaluation Scheme
contributing to each session with respect to Class Participation, individual and
group Presentations.
• The instructor has 7 letter gradings viz., A, B+, B, C+, C, D & U under which the
attainment levels of Exceptional, Excellent, Accomplished and Unacceptable
will be accommodated. This is done based on the norms as per the
normalization such that not more 20% of the class and not more than 65% of
A, B+ and B in total in the class.

Component % marks Remarks

Case analysis 20 Application of concepts and theories in various
Component wise and discussion situations.
Evaluation Scheme Quiz 20 A set of MCQs to comprehend conceptual clarity
Project report 10 Submission of written report on a given topic
through collection of data to assess students’
learning in the field of study
Project report 10 Presentation of the report and findings
presentation
Midterm Exam 20 Descriptive test of knowledge as well as ability to
relate concepts and theories in given situation
End term Exam 20 Descriptive test of knowledge as well as ability to
relate concepts and theories in given situation
Total 100

Component wise assessment rubrics

[Faculty are expected to provide evaluation rubric for each component type and may replace the respective
rubric table accordingly and also add additional tables if necessary]

Quiz

Attributes Exceptional Excellent Accomplished Unacceptable

Business Answers 90 – Answers 71 – Answering 50 – Answers 35-49%
Leadership 100% questions 89% questions 70% questions questions
 correctly correctly correctly correctly
Organizational Answers 90 – Answers 71 – Answering 50 – Answers 35-49%
Excellence 100% questions 89% questions 70% questions questions
correctly correctly correctly correctly
Value Creation Answers 90 – Answers 71 – Answering 50 – Answers 35-49%
100% questions 89% questions 70% questions questions
correctly correctly correctly correctly

Term Examinations

Attributes Exceptional Excellent Accomplished Unacceptable

Business Explains relevant Explains relevant Explains some No relevant
Leadership concepts and concepts and relevant concepts concepts and
theories, provides theories, and theories theories are
relevant provides relevant explained
illustrations, illustrations
provides own
interpretation of
the concept &
own concluding
remark
Organizational Explains relevant Explains relevant Explains some No relevant
Excellence concepts and concepts and relevant concepts concepts and
theories, provides theories, and theories theories are
relevant provides relevant explained
illustrations, illustrations
provides own
interpretation of
the concept &
own concluding
remark
Value creation Explains relevant Explains relevant Explains some No relevant
concepts and concepts and relevant concepts concepts and
theories, provides theories, and theories theories are
relevant provides relevant explained
illustrations, illustrations
provides own
interpretation of
the concept &
own concluding
remark
Project Report

Attributes Exceptional Excellent Accomplished Unacceptable

Business Reviews literature, Reviews Reviews Reviews
Leadership collects primary data, literature, literature, literature, no
provides own collects primary collects primary data collection
interpretation and data, provides data
conclusion, provides references
references
Organizational Reviews literature, Reviews Reviews Reviews
Excellence collects primary data, literature, literature, literature, no
provides own collects primary collects primary data collection
interpretation and data, provides data
conclusion, provides references
references
Value Creation Reviews literature, Reviews Reviews Reviews
collects primary data, literature, literature, literature, no
provides own collects primary collects primary data collection
interpretation and data, provides data
conclusion, provides references
references

Project presentations

Attributes Exceptional Excellent Accomplished Unacceptable

Business Structured Structured Structured Unstructured
Leadership presentation presentation presentation presentation
maintaining the time maintaining the exceeding time
limit, explaining the time limit, limit
data collection explaining the
method, explaining data collection
the barriers of data method,
collection, explaining explaining the
how the findings may barriers of data
be relevant for collection
leaders in creating
organizational
excellence
Organizational Structured Structured Structured Unstructured
Excellence presentation presentation presentation presentation
 maintaining the time maintaining the exceeding time
limit, explaining the time limit, limit
data collection explaining the
method, explaining data collection
the barriers of data method,
collection, explaining explaining the
how the findings may barriers of data
be relevant for collection
leaders in creating
organizational
excellence
Value Creation Structured Structured Structured Unstructured
presentation presentation presentation presentation
maintaining the time maintaining the exceeding time
limit, explaining the time limit, limit
data collection explaining the
method, explaining data collection
the barriers of data method,
collection, explaining explaining the
how the findings may barriers of data
be relevant for collection
leaders in creating
organizational
excellence

Case Analysis and Discussion

Attributes Exceptional Excellent Accomplished Unacceptable

Business Explains relevant Explains relevant Explains relevant Incoherent
Leadership concepts and concepts and concepts and explanation of
theories, interprets theories, theories, theories and case
the case facts, own interprets the interprets the facts
concluding remark, case facts, case facts
provides additional concluding
information relevant remark
to the case.
Organizational Explains relevant Explains relevant Explains relevant Incoherent
Excellence concepts and concepts and concepts and explanation of
theories, interprets theories, theories, theories and case
the case facts, own interprets the interprets the facts
concluding remark, case facts, case facts
 provides additional concluding
information relevant remark
to the case.
Value Creation Explains relevant Explains relevant Explains relevant Incoherent
concepts and concepts and concepts and explanation of
theories, interprets theories, theories, theories and case
the case facts, own interprets the interprets the facts
concluding remark, case facts, case facts
provides additional concluding
information relevant remark
to the case.

This is the space for indicating any specific instruction to the students
Course specific instructions
pertaining to the course
to students if any

Text book: Human Resource Management. By R. C. Sharma & Nipun

References Sharma. Sage Publications. 2018.
[Reference books: Human Resources Management – Text and Cases by V S P
Rao ; Human Resource Management – Aswathappa, TMH ; Human
Resource Management - Scott Snell and George Bohlander Cengage
Learning

Cases :

1. Micromanager By Bronwyn Fryer. Sep 1, 2004. Harvard Business Review Case Discussion.
2. Is the Rookie Ready? By Sarah Green Carmichael. Dec 1, 2009. Harvard Business Review Case Discussion.
3. After the Layoffs, What Next? By Suzy Wetlaufer, Bob Peixotto, Jim Emshoff, Richard Manning, Gun
Denhart, Saul Gellerman. Sep 1, 1998. Harvard Business Review Case Discussion.
4. Recipe for Success: Growth and Evolution at Café Cupcake. By Anthony J. Mayo, Heather Beckham. Nov
6, 2018. Harvard Business School.
5. What More Evidence Do You Need? By Anthony R. Kovner. May 1, 2010. Harvard Business Review Case
Discussion.
6. The Knowledge Workers' Strike. by Jon Healey. Jul 1, 2009 .Harvard Business Review Case Discussion.
7. Amanda Tremblay at Citrine Solutions. Christopher A. Bartlett, Paul S. Myers. Feb 24, 2020. Harvard
Business School.