GITAM SCHOOL OF BUSINESS BENGALURU

Subject : Strategic Human Resource Management

Semester - IV
Emp Id: 40014

S.No Regdno Name

1 BP22MGMT0100011
MALLE BHANU PRAKASH
2 BP22MGMT0100013
SUSHMITA BS
3 BP22MGMT0100156
ANGALAKURTHI PREM KUMAR
4 BP22MGMT0100165
BHOGADI NAVYA SRI
5 BP22MGMT0100172
RAMYA SREE Y
6 BP22MGMT0100197
ALLA SAI SHANKAR
7 BP22MGMT0100212
O M SANTHOSH
8 BP22MGMT0100292
VULINDALA LAVANYA
9 BP22MGMT0100356
V VENKETA PRABHADITYA
10 BP22MGMT0100357
KOTTAKOTA SRINATH
11 BP22MGMT0100361
NAOMI YOHANA MALODA
12 BP22MGMT0100363
PATTA SAI PRASANNA SAILESH
13 BP22MGMT0100388
CHIRANTH B
IMBA
14 121933601002 AVALLURU NAGA YASWANTH
15 321933601012 HANNA EYASU ERMIAS
OF BUSINESS BENGALURU

Moodle Course code: HRMG7051

Faculty Name : Dr.P.Anitha Kumari

 Overall course attendance report
Regd # My course classes Present Absent Per(%) Overall classes
121933601002 40 29 11 72.50 % 249
321933601012 40 36 4 90.00 % 249
nce report
Overall present Overall absent Overall per(%)
186 63 74.70 %
215 34 86.35 %
 GITAM GSBB
Lesson Plan

Semester : IV
Course : Strategic Human resource Management
Course Code : HRMG 7051
Credits : 3
Class : MBA II Year
Faculty : Dr.P.Anitha Kumari

Session Topic(s)/Activiti Identified Cases Source Reference Additional Learning Outcomes

number es to Readings/Questi
ons for
PTB Discussion

UNIT 1 Definition of - Armstrong, M Strategic PPT 1 • Understand the meaning of

SHRM,Needs of 2000, strategic Human SHRM
SHRM Human Resource • Definition of SHRM
Resource Manageme
management: nt, Tanuja
A guide to Agarwal
Action, Kogan
page, London
pp, 44-45

Importance of Managing the http://www.e Strategic PPT 1 • The importance of SHRM

SHRM challenges of mcc.eurofoun Human • Role of HR in managing
Ageing d.eu.int Resource organizational change and
Workforce: Manageme transformation
Siemens nt, Tanuja
 Agarwal

Traditional HR managing the Athreya M,.B, Strategic PPT 1 • Meaning of traditional

Vs. Strategic HR challenges of integrated Human HRM
Ageing HRD system – resource • Meaning of Strategic HRM
Workforce: Intervention Manageme • The differences between
Deustsche Bank Strategies, nt traditional and strategic
AG T.V.Rao, HRM
K.K.Verma Charles R
Greer

Types of strategy - Armstrong, M Strategic PPT 1 • Meaning of strategy

2000, strategic Human • Meaning of corporate
Corporate Human Resource strategy
strategy Resource Manageme • Meaning of business
management: nt, Tanuja strategy
Business and HR
strategy
A guide to Agarwal • Meaning of HR strategy
Action, Kogan • Differences between the
page, London three strategies

Unit II Integration of 3 integrated HR https://blog.hrp Strategic PPT 2 • Diverse teams are great for
HR Strategy strategies that s.org/blogpost/ Human business
with corporate drive business 3-Integrated- resource • Health and well-being are
and business performance HR-Strategies- Manageme vital to sustaining a
strategies That-Drive- nt productive and engaged
Business- workplace
Performance Charles R
• Investing in future leaders
Greer
SHRM is key
approaches :
The Indian
Context

Different - https://www.re Strategic PPT 2 • Concept of HR

approaches to searchgate.net/ Human Philosophy
integration post/How_can_I Resource • Concept of HR Policies
_understand_th Manageme • Concept of HR Program
The 5p model e_content_of_5 nt, Tanuja • Concept of HR Practices
for linking - Agarwal • Concept of HR Process
people with Ps_model_of_H
strategic needs RM_Schuler_19
of business 922

Role of HRM in US Automobile Case : p 96 - Strategic PPT 2 • The importance of HRM in

strategy Manufacturing in 97 Human strategy formulation
formulation and the Twenty first Resource • The importance of HRM in
implementation century Strategic Manageme strategy implementation
Human nt, Tanuja
resource Agarwal
Management
Charles R
Greer

HR as a strategic - Armstrong, M Strategic PPT 2 • The evolution of HR

partner 2000, strategic Human professional
Human resource • When HR collaborates with
Resource Manageme every division of the
management: nt company, the potential of
A guide to human capital is unlimited.
Action, Kogan Charles R
page, London Greer
Unit III Impact of North American Strategic Strategic PPT 3 • Meaning of technology
technology, Free trade Human Human • Importcane of technology
changing nature Agreement – resource Resource • The changing nature of
of work International Management Manageme technology
Development and nt, Tanuja
global sourcing of Charles R Agarwal
labor Greer

Demographic Positionality – Source Strategic PPT 3 • The importance of

changes and cultural and Human demographic changes
workforce socially bound PP 60 – 61 resource • The importance of work
diversity on HR nature of Strategic Manageme force diversity
positionality Human nt
requires an in resource
depth analysis on Management Charles R
how social factors Greer
Charles R
have affected
Greer
employees
identity – a case

HR planning Human Teneyck, Strategic PPT 3 • Meaning of HRP

resource Planning Gretchen, Human • Various strategic issues in
Strategic issues – United Airlines Software Resource strategic HRP
in Staffing Purchase: A to Manageme
Z, Personnel nt, Tanuja
Journal 1990 p Agarwal
72 -79,

Performance CEO Chapter 7- Strategic PPT 3 • Meaning of performance

management, Compenstion – a strategy, Human management
meaning and Critcal case implementatio resource • The importance of
importance analysis n, Reward and Manageme performance management
Development nt in an Organization
• The importance of
 sytems Charles R performance management
Greer for employees’

Performance Case 360 – degree https://empxtra Strategic PPT 3 • Meaning of performance

appraisal system Feedback on ck.com/blog/cas Human appraisal
and their Internet e-study- resource • The limitations of
limitations performance- Manageme performance appraisal
appraisal- nt
saksoft/
Charles R
Greer

Unit IV Cross cultural A Cross-Cultural https://journals. Strategic PPT 4 • Meaning of training

training, multi Case Study of a sagepub.com/d Human • Meaning of cross cultural
skilling and Multinational oi/abs/10.1177/ resource training
succession Training Program 0741713604263 Manageme • What is multi skilling
118
planning in the United nt • Concept of succession
States and Taiwan planning
Charles R
Greer

Creating a To understand the Management & Strategic PPT 4 • What is a learning

learning interlinkages Change, Volume Human organization
Orgasnaition, between the 4, Number 1 Resource • Meaning of compensation
strategically performance (January-June Manageme • Meaning of rewards
2000)
oriented appraising nt, Tanuja • Effective rewards system
compensation strategy, training Agarwal • Difference between
and rewards and development compensation and reward
system strategy,
compensation
strategy, and
deployment
strategy is very
vital for HR
managers for
 attracting,
motivating and
retaining good
employees –
Review
Skill based pay, Case – Rewards Strategic Strategic PPT 4 • What is skill based pay
variable pay, systems of a Human Human • Meaning and importance
profit sharing University Resource Resource of variable pay
and ESOP, p 569 Management, Manageme • Meaning and the concept
Executive Tanuja nt, Tanuja of profit sharing
compensation Agarwal Agarwal • Concept of employee stock
option scheme

Unit V Human Resource Case – Strategic Strategic PPT 5 • Meaning of evaluation of

Evaluation Assessment of Human Human HR
Human Resource resource Resource • How to make an effective
Utilisation Management Manageme evaluation of the work
nt, Tanuja force
Charles R Agarwal
Greer
Human
Resource
Developme
nt theory
and practice
by
David Mc
Guire

Measures of Case western https://case.ed Strategic PPT 5 • Concept of Evaluation

evaluation Reserve u/hr/sites/case. Human • Methods of Evaluation
University, edu.hr/files/201 Resource
Performance Manageme
 Management 8-12/SalRev.pdf nt, Tanuja
Salary Review Agarwal
Addendum – an
analysis
HR Audit Case – Career Strategic Human PPT 5 • Concept of HR audit
Development and Human Resource • How remarks are given on
managing careers Resource Developme the performance of the
at Dataware Management, nt theory employees
services and Tanuja and practice • How remarks are given on
systems Agarwal by HR practices being
followed by the HR
David Mc
department in an
Guire
organization

References:

1. Charles.R.Greer., Strategic Human Resource Management – A General Managerial Approach. Pearson Education(Singapore)
Pvt. Ltd, 2013
2. Rajib Lochan Dhar., Strategic Human Resource Management, Excel Books. New Delhi, 2013
3. TAnuja Agarwla., Strategic Human Resource Management, Oxford University Press, New Delhi, 2013

Evaluations:

1. Mid Exam – 20 Marks

2. Case Analysis – 20 Marks
3. Presentations – 10 Marks
4. Quiz – 10 Marks

Internal evaluation – 60 Marks

External Evaluation – 40 marks

 GITAM SCHOOL OF BUSINESS-BENGALURU
GANDHI INSTITUTE OF TECHNOLOGY & MANAGEMEN
TIMETABLE FOR MBA IV Semester (2022-23AB)
Start 8:00 9:00 10:00 11:00
End 8:50 9:50 10:50 11:50
Monday Business Simulations Financial Markets and Financial Derivatives Strategic Human Resource
Tuesday Comprehensive Viva Compensation Compensation Management Financial Markets and
Wednesday Marketing Analytics Marketing Analytics B2B Marketing B2B Marketing
Thursday Strategic Human Resource Strategic Human International Financial International Financial
Friday Big Data Analytics Marketing Analytics Product and Brand Product and Brand

S. No. Course Code Title of the Course Credits

1 MKTG7061 B2B Marketing 3
2 HRMG7051 Strategic Human Resource 3
3 MKTG7071 Marketing Analytics 3
4 FINA7051 Financial Derivatives 3
5 HRMG7041 Compensation Management 3
6 BUAN7061 Big Data Analytics 3
7 FINA7041 International Financial 3
8 MKTG7051 Product and Brand 3
9 FINA7001 Financial Markets and Services 3
10 BUAN7071 Business Simulations 1
11 VIVA7999 Comprehensive Viva 3
12 HRMG6091 Student Club Activity -2 1
OF BUSINESS-BENGALURU
TECHNOLOGY & MANAGEMENT
MBA IV Semester (2022-23AB)
12:00 13:00 14:00 15:00 16:00
12:50 13:50 14:50 15:50 16:50
Compensation B2B Marketing International Financial
Financial Markets and Big Data Analytics Big Data Analytics
Club Activity
Lunch Financial Derivatives Financial Derivatives
B9
Product and Brand

Course Faculty Room Number

Prof.Sukesh Kumar 304
Dr Anitha Kumari 304
Dr. Anupam 304
Dr Atif Ghayas 304
Dr Chitra Kesavan 304
Dr Manindra Rajak 304
Dr.Peerzadah Mohammad 304
Prof M V Rama Prasad 304
Dr Mohd Sarim 304
Dr.Peerzadah Mohammad 304
Dr.Peerzadah Mohammad 304
Dr. Anupam 304
 Overall course attendance report
Regd # My course classes Present Absent Per(%)
BP22MGMT0100011 49 35 14 71.43 %
BP22MGMT0100013 49 44 5 89.80 %
BP22MGMT0100156 49 37 12 75.51 %
BP22MGMT0100165 49 38 11 77.55 %
BP22MGMT0100172 49 37 12 75.51 %
BP22MGMT0100197 49 39 10 79.59 %
BP22MGMT0100212 49 44 5 89.80 %
BP22MGMT0100292 49 31 18 63.27 %
BP22MGMT0100356 49 44 5 89.80 %
BP22MGMT0100357 49 34 15 69.39 %
BP22MGMT0100361 49 41 8 83.67 %
BP22MGMT0100363 49 32 17 65.31 %
BP22MGMT0100388 49 36 13 73.47 %
Overall course attendance report
Overall classes Overall present Overall absent Overall per(%)
323 267 56 82.66 %
321 283 38 88.16 %
321 261 60 81.31 %
327 271 56 82.87 %
327 275 52 84.10 %
327 278 49 85.02 %
321 295 26 91.90 %
292 222 70 76.03 %
325 290 35 89.23 %
327 269 58 82.26 %
327 280 47 85.63 %
321 239 82 74.45 %
321 270 51 84.11 %
 GITAM SCHOOL OF BUSINESS BENGALURU

Subject : Strategic Human Resource Management

Semester - IV
Emp Id: 40014 Faculty Name : Dr.P.Anitha

S.No Regdno Name Max marks Total marks Mid

1 BP22MGMT0100011 MALLE BHANU PRAKASH60 38 12
2 BP22MGMT0100013 SUSHMITA BS 60 50 13
3 BP22MGMT0100156 ANGALAKURTHI PREM KUMAR
60 55 15.5
4 BP22MGMT0100165 BHOGADI NAVYA SRI 60 46 13
5 BP22MGMT0100172 RAMYA SREE Y 60 37 13.5
6 BP22MGMT0100197 ALLA SAI SHANKAR 60 41 12.5
7 BP22MGMT0100212 O M SANTHOSH 60 46 11
8 BP22MGMT0100292 VULINDALA LAVANYA 60 31 5
9 BP22MGMT0100356 V VENKETA PRABHADITYA60 37 13
10 BP22MGMT0100357 KOTTAKOTA SRINATH 60 30 12
11 BP22MGMT0100361 NAOMI YOHANA MALODA 60 54 17
12 BP22MGMT0100363 PATTA SAI PRASANNA SAILESH
60 38 13
13 BP22MGMT0100388 CHIRANTH B 60 38 12

Dr.P.Anitha Kumari
SS BENGALURU

Moodle Course code: HRMG7051

Faculty Name : Dr.P.Anitha Kumari

Case Studies Presentation Quiz

11 8 7
19 9 9
20 9 10
14 9 10
6 7 10
12 7 9
18 8 9
10 8 8
9 7 8
6 7 5
18 9 10
8 8 9
10 7 9

Director
 GITAM SCHOOL OF BUSINESS BENGALURU

Subject : Strategic Human Resource Management

Semester - X
Emp Id: 40014

S.No Regdno Name Max marks Total marks

1 121933601002 AVALLURU NAGA YASWANTH 60 38
2 321933601012 HANNA EYASU ERMIAS 60 54

Dr.P.Anitha Kumari
OF BUSINESS BENGALURU

Moodle Course code: HRMG7051

Faculty Name : Dr.P.Anitha Kumari

Mid Case Studies Presentation Quiz

10 10 8 10
16 20 9 9

Director
 Rubric for the Evaluation of Assignment (Individual - Summative Assessment)
Max.
Criteria Emerging Proficient Advanced
Points
Student is clear
Complete
about the topic
Student needs understanding of
Knowledge & but failed to
more clarity on the the topic and 2
Understanding carry it
topic. (1) carries throughout
throughout the
the writing. (2)
writing. (1-2)
Complete Scientific
No Scientific
Analyzed Analysis is
Analysis and
Analysis & logically with exhibited, and the
applied some 4
Application related applied concepts
concepts
concepts. (2-3) are more
mechanically. (1-2)
appropriate. (4)
Analysis and Analysis and
Analysis and Results are Results are strongly
Critical Thinking
Results are loosely strongly connected with 4
& Evaluation
connected. (1-2) connected. alternative
(2-3) approaches. (4)
Total Points 10

Rubrics for the Case Analysis (Individual – Summative Assessment)

Does Not Meet the Partly Meets Fully meets

Criteria Points
standard Standard Standard
Students did not
Understanding Partly understood Understand the
understand the topic 6
of the Topic the topic (3-4) topic (5-6)
(1-2)
highly competent in
Analysis & Significantly lacks in
Shallow analysis and analyzing and
Application of terms of clarity and 6
lack of depth (3-4) identifying the
the topic depth (1-2)
applications (5-6)
Significantly lack
Not interested in the Students have come
preparation despite
presentation, prepared, discussed
Teamwork having the potential 8
coming without any with the members,
to perform better
preparation (1-3) help each other (7-8)
(4-6)
Total Points 3-7 10-14 17-20 20
 CO PO ATTAINMENT
Strategic Human Resource management HRMG 7051
MBA 2nd Semester 2023 - 24
Even Semester

Course Objectives :

1. Explain various aspects of the entrepreneurial process and trends in entrepreneu

2. Interpret the sources of business opportunities and differentiate types of innovat
3. Examine the process of new venture and the legal issues relating to entrepreneu
4. Design and develop a business model and prepare a business plan
5. Appraise the entrepreneurship process in the family business and social enterpr

Step 1 Formula applied version

Po1 Po2 Po3 Po 4 Po 5 Po 6
Co1 1 2 1 2 1 1
Co2 2 1 2 1 1 1
Co3 2 1 1 2 1 1
Co4 1 2 1 1 1 2
Co5 1 2 2 1 1 1
Average
Or,
1.4 1.6 1.4 1.4 1 1.2
Po Target
values
Count 5 5 5 5 5 5

step 2
Percentage

Of students
scoring Evaluation
Max.Marks CO1 CO2 CO3 CO4
more than Component
60% of
Total
marks
10 66% Surprise Quiz 1 1 1 1
Mid
20 10.00% 1 1 1 1
Examination
20 100.00% Case Analysis 1 1 1 1
10 100.00% Presentation 1 1 1 1
69% 69% 69% 69%
Count 4 4 4 4

Column 2 Column 4
{Internal {Term
Column 1 Column 3 Column 5 Column 6
component end/Externals
s} }
 Percentage
of students Percentage of
scoring Internal students External
CO
Cos more than Weightage scoring over Weightage
60% of average
total marks marks
{Exhibit 2}

0.4 0.6 Attainment

CO1 69% 2 60% 3 2.6
CO2 69% 2 60% 3 2.6
CO3 69% 2 60% 3 2.6
CO4 69% 2 60% 3 2.6
CO5 69% 2 60% 3 2.6

Internal:
Grade PointGrade Criteria
3 70% or more students scoring more than 60% marks of the total marks
2 between 50% -70% students scoring more than 60% marks of the total marks
1 less than 50% students scoring more than 60% marks of the total marks

External:
Grade Point Grade Criteria
3 50% or more students scored more than average marks
2 between 40% - 50% or more students scoring more than average marks
1 less than 40% or more students having more than average marks

step 4
CO
Course Attainment
PO 1 PO 2 PO 3 PO 4 PO 5
Outcome
{From
Exhibit 3}
CO 1 2.6 0.9 1.7 0.9 1.7 0.9
CO 2 2.6 1.7 0.9 1.7 0.9 0.9
CO 3 2.6 1.73 0.87 0.87 1.73 0.87
CO 4 2.6 0.87 1.73 0.87 0.87 0.87
CO 5 2.6 0.866666667 1.733333333 1.733333333 0.866666667 0.866666667
Averages
Or, Po 2.60 1.21 1.39 1.21 1.21 0.87
attainment
count 5 5 5 5 5 5

The above cell values of POs ascertained based on CO-PO mapping targets multiplied by course attainment values out of ma

That is
Cell value = (Course Attainment/3) * CO-PO Correlation Value from the corresponding cell

Step 5
 Po Targets {Last row from Exhibit Table 1}
Subject
S.No Po1 Po 2 Po 3 Po4 Po 5
Name
Strategic
Human
1 Resource 1.4 1.6 1.4 1.4 1.0
Manageme
nt
Po Attained {Last row from Exhibit Table 4}
Subject
S.No Po1 Po 2 Po 3 Po4 Po 5
Name
Strategic
Human
1 Resource 1.21 1.39 1.21 1.21 0.87
Manageme
nt
 rocess and trends in entrepreneurship.
and differentiate types of innovation
gal issues relating to entrepreneurial ventures.
are a business plan
mily business and social enterprise.

PO 7
2
1
1
1
1

1.2
Munipriya batch
5

CO5

1 mid-12 80

1 case-7 46
1 quiz -13 86
1
69% presentation - 15 100
4
 PO 6 PO 7

0.9 1.7
0.9 0.9
0.87 0.87
1.73 0.87
0.866666667 0.866666667

1.04 1.04

5 5

d by course attainment values out of maximum of 3.

PO 6 PO 7

1.2 1.2

PO 6 PO 7

1.04 1.04
 CO PO ATTAINMENT
BUSINESS LAWS - MMB 713
MBA 1st Semester 2021 - 23

Course Objectives :

1. To understand the basic concepts of Contracts, Sale of goods, Agency, etc.

2. To acquaint with special legislation dealing with business transactions
3. To evaluate with special Case laws dealing with business transactions
4. To analyze the recent amendments dealing with business Legislation
5. To elucidate the process of formation and winding up of a company

Step 1 Formula applied version

Po1 Po2 Po3 Po 4 Po 5 Po 6 PO 7
Co1 3 1 1 3 2 2 1
Co2 2 2 1 1 1 1 2
Co3 2 2 1 2 1 1 1
Co4 3 3 1 2 1 1 1
Co5 1 1 1 1 1 1 1
Average
Or, 2.2 1.8 1 1.8 1.2 1.2 1.2
Po Target
values
Count 5 5 5 5 5 5 5

step 2

Percentage

Of students
Evaluation
Max.Marks scoring CO1 CO2 CO3 CO4 CO5
Component
more than
60% of
Total marks

Surprise
10 58% 1 1 1 1 1
Quiz
Mid
20 50.00% Examinatio
n 1 1 1 1 1

10 92.00% Assignment 1 1 1 1 1
Presentatio
10 84.00% 1 1 1 0 0
n
 0% 0% 0% 0% 0%
Count 4 4 4 3 3

Column 2 Column 4
Column 1 {Internal Column 3 {Term Column 5 Column 6
components end/Externa
} ls}
Percentage Percentage
Internal External
of students of students CO
Weightage Weightage
Cos scoring scoring
more than over Attainmen
0.4 0.6
60% of average t
CO1 0% 1 58% 3 0
CO2 0% 1 58% 3 0
CO3 0% 1 58% 3 0
CO4 0% 1 58% 3 0
CO5 0% 1 58% 3 0

Internal:
Grade PointGrade Criteria
3 70% or more students scoring more than 60% marks of the total marks
2 between 50% -70% students scoring more than 60% marks of the total marks
1 less than 50% students scoring more than 60% marks of the total marks

External:
Grade Point Grade Criteria
3 50% or more students scored more than average marks
2 between 40% - 50% or more students scoring more than average marks
1 less than 40% or more students having more than average marks

step 4

CO
Course Attainment
PO 1 PO 2 PO 3 PO 4 PO 5 PO 6 PO 7
Outcome
{From
Exhibit 3}
CO 1 0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
CO 2 0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
CO 3 0 0.00 0.00 0.00 0.00 0.00 0.00 0.00
CO 4 0 0.00 0.00 0.00 0.00 0.00 0.00 0.00
CO 5 0 0 0 0 0 0 0 0
Averages
Or, Po #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!
attainment
count 0 0 0 0 0 0 0 0
The above cell values of POs ascertained based on CO-PO mapping targets multiplied by course attainment values out of
maximum of 3.
That is
Cell value = (Course Attainment/3) * CO-PO Correlation Value from the corresponding cell
Step 5
Po Targets {Last row from Exhibit Table 1}
Subject
S.No Po1 Po 2 Po 3 Po4 Po 5 PO 6 PO 7
Name
1 XXXXX 2.2 1.8 1.0 1.8 1.2 1.2 1.2
Po Attained {Last row from Exhibit Table 4}
Subject
S.No Po1 Po 2 Po 3 Po4 Po 5 PO 6 PO 7
Name
1 XXXXXX #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!
ainment values out of
 Bengaluru School of Management Studies
GITAM (deemed to be University)
MBA IV Semester Mid Examination
HRMG 7051 - Strategic Human Resource Mangement
Time : 50 Minutes Max Marks : 20
Section A 5x1=5
Answer any five of the following
S.No. Question CO PO BT Marks
1. Why is HR referred as business partner? 1 2 4 1
2. What is corporate strategy? 1 1 1 1
3. How is HR integration beneficial? 2 1 2 1
4. What is business strategy? 1 1 1 1
5. Define SHRM 1 1 1 1

Section B 5 x 2 = 10
Answer two questions
S.No. Question CO PO BT Marks
1. Explain the role of HR as a source of competitive 2 1 2 5
advantage with examples.
OR
2. Differentiate strategic HRM from traditional HRM. 1 1 1 5
3. Why 5 P model integrates people with strategic needs 3 2 4 5
of the business. Explain in detail.
OR
4. What is HR strategy? Why it has to align with 3 4 4 5
business and corporate strategies

Case Study 5x1=5

 3 4 4 5
Jim Delaney, president of Apex Door Company, has a problem. No matter how often he tells his
employees how to do their jobs. they invariably "decide to do things their way", as he puts it, and
arguments ensue between Delaney, the employee, and the employee's supervisor. One example is
in the door-design department; the designers are expected to work with the architects to design
doors that meet the specifications. Although it's not "rocket science", as Delaney puts it, the
designers often make mistakes-such as designing in too much steel a problem that can cost Apex
tens of thousands of wasted dollars, especially considering the number of doors in say, a 30-story
office tower.
The order processing department is another example. Although Jim has a specific, detailed way
he wants each order written up most of the order clerks don't understand how to use the
multipage order form, and they improvise when it comes to a question such as whether to
classify a customer as "industrial" or "commercial".
The current raining process is as follows. None of the jobs have training manuals per se,
although several have somewhat out-of- date job descriptions. The training for new employees is
all on the job: Usually, the person leaving the company trains the new person during the one or
two week overlap period, but if there's no overlap, the new person is trained as well as possible
by other employees who have occasionally filled in on the job in the past. The training is
basically the same throughout the company for machinists, secretaries, assemblers and
accounting clerks, for example.
Questions:
a) What do you think of Apex's training process? Could it help to explain why employees "do
things their way", and if so, how?
b) What role do job descriptions play in training?
c) Explain in detail what you would do to improve the training process at Apex. Make sure to
provide specific suggestions
 SHRM Course Committee Minutes Of Meeting

Zoom meeting was scheduled on 29-11-23 at 10.30 Am which lasted for more than one hour.
The meeting covered the following discussion points:

Agenda :

1. Verifying CO’s
2. Mapping CO – PO
3. Teaching Hours for the course
4. Preparation of Material / PPTs and identification of case
5. Identifying internal evaluation components
6.

Members attended the meeting:

1. Pro.VaraPrasad
2. Dr.Duman Babu
3. Dr.P.Anitha Kumari

Meeting Discussions :

1. All the members agreed with the course objectives.

2. All the members discussed and finalized the CO – PO Mapping for the course.
3. Members agreed for 45 hours to complete the course work and decided the hours
required for each unit ( 9 hours ) on the basis of weightage of the topics including the
evaluations.
4. Prof. Vara Prasad will prepare 1 Unit, Dr.Anitha will be preparing 2 Units & Dr.Suman
Babu will prepare – 2 Units. All the three faculty will identify cases and will recommend.
5. Internal evaluation distribution for 60 marks :
Mid Exam : 20 marks
Presentation : 10 marks
Case Discussions : 15 Marks
Quiz : 15 Marks