SEMESTER III

Course Title: Recruitment, Selection and Retention

Course Code: HR 703
Course Objectives:
This course aims to equip students with knowledge and skill in carrying out recruitment and
selection duties in an organization. This course is intended to provide you with an understanding
of recruitment and selection methods and processes as well as give you an opportunity to develop
a critical approach to R&S. This critical approach is necessary because choosing who to employ
is an important way in which employers pursue their interests in the workplace.

Course Contents/Syllabus:
Module I : Human Resource Planning
The planning process: Indicators and trends. Ascertaining demand and supply in human resource.
Causes of demand, forecasting techniques and human resource
requirements. Staffing models. Linking human resource planning with strategic human resource
management.
Module II: Job Analysis
Job analysis and design. Job analysis information and use. Collection of job analysis information.
Application of job analysis information. Factors influencing job design methods. Job analysis
techniques. Assessing job analysis methods.
Module III : Recruitment of Employees
Recruitment Challenges. Recruitment Sources. Methods of recruitment. Assessing recruitment
methods. Legal Compliances in Recruitment and selection
Module IV : Selection of Employees
Influences on recruitment and selection. Pre employment Testing. Background and Reference
Checks. The Selection Process. Ethical issues in the selection process. Role of HR analytics in
effective R&S.
Module V Retention Strategies for Employees
Retention of Manpower-Models of Retention. Succession Planning. Retention Strategies -
Executive education- Flexi timing- Telecommuting Quality of work, Work life balance- Employee
empowerment –Employee involvement –Autonomous work teams
Text Reading:

• Gary Dessler, Varkkey, Human Resource Management, Pearson Education India

References

• Diane Arthur, Recruiting, Interviewing, Selecting & Orienting New Employees, PHI
Learning Private Limited, New Delhi
Course Title: INTERNATIONAL HUMAN RESOURCE MANAGEMENT
Course Code: HR 711
Course Objectives:
The main objective of this course is to explore the dynamics of global business environment and
to prepare the students about examining the maximization of returns in context with human
resources. The paper would familiarize the students about the implications of the globalization
process, challenges that changes in the international economy and manage the diversity of HRM
in an international context and the key HR challenges facing organizations working
internationally.
Course Contents/Syllabus:
Module I : Globalization and Human Resource Management:
Introduction to IHRM Definition, Features, elements Approaches to IHRM, Globalization and
International HRM. Domestic Vs international HRM Internationalization of firms. Case Study.
Module II : The diffusion of International HRM in MNCs:
Global versus local strategy and structure in MNCs. Transfer of HR practices in MNCs.
Knowledge management and international HRM. Cross cultural management. Global work life
management. Case Study.
Module III : The management of international HR practices in MNCs:
Talent Acquisition , retention of international managers; Women Expats; Repatriation,
International management training and Development. International pay, key components of
international compensation, Approaches to international compensation, Global
compensation: emerging issues. issue of double taxation, Performance management of
international Employees, Rewards and Recognition strategy. Global talent management. Case
Study
Module IV : Employee relations:
International perspective of Industrial relations IHRM trends and future challenges. Corporate
social responsibility and sustainability in HR Labour regulation in a global economy. Diversity
and diversity management. Case Study.
Text:

• Dowling, Peter; Title: International human resource management - Managing people in a

multinational context; Publisher: Thompson.
• Bhatia S K,Title :International Human Resource Management-a global perspective:
Publisher: Deep & Deep Publications Pvt. Ltd.
• International Human Resource Management- Tony Edwards & Chris Rees: Pearson, 2008.
References:

• Monir H. Tayeb International Human Resource Management: A Multinational Company

Perspective, Oxford University Press.
 • Paul Sparrow, Chris Brewster, Hilary Harris; Pub. Taylor and Francis, Globalizing Human
Resource Management; Oxford University Press.
• Human Resource Management – Wayne Mondy: Pearson, 2010
• Human Resource Management- David Lepak & Mary Gowan: Pearson, 2009
• Human Resource Management- Snell & Bohlander: Cengage, 2007
• Managing Human Resource- Cynthia D. Fisher, Lyle F. Schoenfeldt and James B. Shaw:
Cengage, 2006
• In Search of The Right Personnel- Manas K. Mandal: Macmillan, 2008.
• Strategic Human Resource Management- Jeffrey A. Mello: Thomson, 2007.
Any other Study Material:

• Briscoe R. Dennis , Schuler S. Randall :International Human Resource Management:

Policy and Practice for the Global Enterprise.
• Mathew Mary, Jain C. Harish :International human resource management in the Indian
information technology sector: A comparison of Indian MNCs and affiliates of foreign
MNCs in India
Course Title: COMPENSATION AND REWARD MANAGEMENT
Course Code: HR712
Course Objectives:
The Objective of the course is to equip students with the development and maintenance of
internally equitable and externally competitive wage and salary programs. To educate students in
compensation with sufficient role of compliance along with discretionary organizational
requirements in the matter. In addition to learning contemporary concepts, approaches, techniques
and terms, students will be taught the use of technology and measurement in compensation and
benefits.
Course Contents / Syllabus:
Module I : Foundation of Compensation Management
Introduction to Pay Model, Defining Compensation, Concept of Wage, Economic Theory of
Wages, Strategic Perspectives of Compensation, Internal Alignment, Concept of Equity, Job
Evaluation and Methods of Job Evaluation, Hay Guide Chart
Module II : Designing Pay Level
Defining External Competitiveness, Concept of Base Pay, Salary Progression, Contextual
Influences on Pay – Allowances: Legal and Unrestricted, Legal Compulsions in Compensation -
Labor Laws Applicable to Compensation, Pay Commission, Wage Board and Wage Agreements
Module III: Benefits and Social Security
Defining Benefits, Mandatory Benefits, Benefit Determination Process, Discretionary Benefits,
Flexible work schedule, Employee Stock Option Plans, Factors affecting the Benefit Package,
Administration of Benefits and Services
Module IV: Pay for Performance
Individual Incentive – Merit Pay, Commission, Team / Group Incentives , Gain sharing and Profit
Sharing, Concept of Bonus
Module V: Total Salary Structure and Administration
Analyzing Salary Surveys, Designing a Salary Structure, Ethics in Compensation, Deductions,
Severance Pay, Flexi and Customized Compensation, Competency Based Compensation
Module VI: Extending the Structure and Latest Trends
Perspectives on Reward, Person focused Pay, International Pay Systems, Metrics in
Compensation, Technology enablers in Compensation, Latest Trends in Compensation and
benefits.
Text:

• Milkovich T. G., Newman M. J., Venkata Ratnam C.S. (2017) ‘Compensation’, 9th
Edition, Tata Mc Graw Hill, ISBN: 007015158X
References:
• Martocchio Joseph (2018) ‘Strategic Compensation – A Human Resource Management
Approach’, Ninth Edition, Pearson. ISBN: 9332584834

• Henderson, Richard I (2007) ‘Compensation Management in a Knowledge-Based World’,

10th Edition, Prentice Hall, ISBN: 8131711102
Course Title: Strategic Human Resource Management
Course Code:HR709
Course Objectives:
This course is an attempt in the direction of understanding the dimensions related to strategic HRM
activities which contributes to an organization competitive edge and examine the irrelevance in
the current globalized scenario with special reference to organizations operating in India and
abroad.
Course Contents/Syllabus:
Module I The Concept of Strategic Human Resource Management
The Concept of Strategic Human Resource Management (SHRM), Strategic HRM Defined, The
evolutionary stages of Strategic HRM, Objectives of SHRM,, An Investment Perspective of HRM,
Competencies of HR Professional in a SHRM Scenario, Emerging Issues in SHRM,HRM
Environment, The Evolving Strategic Role of HR
Module II Models of SHRM
Value proposition through HR, General models-The Best practice approach, Best fit approach and
The Universalistic, Contingency and Configurational approaches, The Resource based Strategic
HRM, Resource based models-The high performance management, High commitment
management and High-involvement management.
Module III Human Capital Management
Human Capital Management Defined, The Concept of Human Capital, Intellectual Capital, Social
Capital and Organizational Capital, Human Capital Measurement and Approaches to
Measurement
Module IV Strategic HRM in in Action
HR Strategy defined, Purpose, Types of HR Strategies, Formulating HR Strategy, Criteria for an
Effective HR Strategy, Strategy formulation propositions, key concept and process issues,
Implementing HR Strategy, SHRM: Aligning HR with Corporate Strategy, Integrating the
Business strategies and HR Strategies for competitive advantage, Corporate Restructuring and
SHRM, Corporate Ethics, Values and SHRM
Module V Impact of SHRM on Business Performance
The strategic impact of Human Resource Practices, Human Resource Evaluation-Definition and
Overview, Rationale for HR Evaluation, Measures of HRM Performance, Approaches to HR
Evaluations, Evaluating the Effectiveness of SHRM.
Text & References:

• Mello Jeffrey A., (2008),Strategic Human Resource Management, Thompson Press

Publishing.
• Agarawala Tanuja (2007) Strategic Human Resource Management, Oxford University
Press.
• Armstrong Michael (2007), Strategic Human Resource Management: Strategy and Action,
Kogan Page
• MaheyC and SalmanG.,(1996),Strategic Human Resource Management, Oxford
Blackwell.
• Srinivas R. Kandula,(2002),Strategic Human Resource Development, Prentice Hall India.
Course Title: Measurement in HR
Course Code: HR720
Course Objectives:
Enable students to understand the techniques of identification and measurement of costs and
expenses associated with various HR functions. Help students practice the tools and techniques of
measuring HR which can be subsequently used to quantify several parameters for effective
management of human capital. Enable students to pitch HR as a strategic business partner and
develop skills to communicate with and influence key decision- makers within an organization.
Course Contents/Syllabus:
Module I: Introduction and The Challenges of Measurement
Introduction: Meaning & Definition of HR Measurement – Importance; Development of Concept.
HR Measurement for HR Professionals; Investment in Human Resources. Efficient use of Human
Resource, Adopting the Right Perspective: Understanding the Role of Workforce in Strategy
Implementation
Module II: Developing Measurement Metrics
Understanding and Developing The Right Metrics: Tools to Manage The Implementation Of
Strategy, Implementing The Metrics. Benchmarking HR, Different Types of Scorecards- Balance
Score Card, HR Score Card. Case studies on benchmarking HR
Module III: Principles of Good Measurement. Cost-Benefit Analyses for HR Interventions
Measuring HR Alignment. Measuring Hiring and Staffing, Measuring the Value of Compensation
and Benefits. Measurement of Training and Development. Case study on calculation of ROI
Module IV: Specific Topics in Measurement
Measuring the Value of Employee Relations and Retention Program, Models for Assessing Return
on Investment, Assessing Value of Outsourcing and Call Centers. Case study on outsourcing of
HR
Module V: TQM and HRIS
Role of TQM in HR Measurement. HR Audit, Implementing HR Audit, Methodology and Issues,
HRD Scorecard, HRD Audit – The Indian Experiences and Cases, People Capability Maturity
Model (PCMM), Measuring Intellectual Capital and Web Based HR Systems Human Resource
Information System
Role of Information System in Human Resource Decision Making, Designing and Implementation
of HRIS, Organizing Data, Personnel Audit and Personnel Research, Computer Applications in
HRM Functions (uses and trends). Case study on HR Audit and Accounting.
Text & References:

• Fitz-Enz Jac,(2001), How to Measure Human Resource Management, McGraw Hill

• Mello Jeffrey A., (2008), Strategic Human Resource Management, Thompson Press.
 SEMESTER IV

Course Title: Training and Development

Course Code: HR715
Course Objectives:
Organizations today function in a dynamic and complex environment. Faced with increased
competition, expanded regulations, sophisticated technology, and limited resources, organizations
must respond to extraordinary demands for quality, productivity, and cost efficiency.
Organizations must implement processes to continuously train and develop their most important
resource – their people. Through the learning experiences provided in the Training and
Development, students master the concepts, knowledge, and skills necessary to manage a training
and development function within an organization.
Course Contents/Syllabus:
Module I : Introduction to Training and Development
• Overview and Trends in training • Important concepts and meaning of training • Difference
between Training and Development • Aligning Training with strategy • Strategic Training and
Development Process
Module II: Need Assessment
• Why is Needs Assessment necessary? • Who should participate in Needs Assessment? • Methods
used in Needs Assessment • The Needs Assessment Process • The TNA model Need assessment
methods and techniques
Module III: Design and Development
• Principles of Training Design • Design Process • Models of Training Design
Module IV: Training Methods
• Introduction • Presentation Methods: Lecture, Audio visual techniques • Hands- on Methods;
On- the job training, simulations, case studies, Business games, Role plays, Behavior Modeling •
Group Building Methods: Adventure Learning, team training, action learning • Choosing a
training Method • E- Learning and use of Technology in Training
Module V: Evaluation of training
• Meaning • Models of Training Evaluation • Data Collection for Training Evaluation • Designs
for training Evaluation
Text
• Noe, R. A. (2008). Employee Training and Development (4th Ed). McGraw-Hill • P. Nick
Blanchard and James Thacker, Effective Training: Systems, Strategies and Practices
References:
Course Title: MANAGERIAL COUNSELLING
Course Code: MHR 404
Course Objectives:
To understand the concept and process so as to develop the professional counseling skills among
the students.
Course Contents/Syllabus:
Module I: Introduction
Self-Development of Managers as Counselors, Barefoot Counseling, Assertiveness and
Interpersonal Skills for Counselors, Counseling Relationship.
Module II: Approaches to Counseling
Development of Counseling Skill, Introduction to the Important Schools of Counseling,
Psychoanalytic Foundations, Transactional Analysis, Gestalt Therapy, Rational Emotive Therapy,
Person-Centered Approach to Counseling, An Integrated Model, Essentials of Skills, Nonverbal
Clues.
Module III: Counseling Process
Counseling Interventions in Organizations, Empathy, Listening and Responding, Effective
Feedback.
Module IV: Counseling at Work
Performance Counseling, Counseling in Problem Situations, Interpersonal Conflicts, Midlife
Blues, Integration and Action Plan.
Text

• Welfel E.R. and Patterson Lewis E (2007), The Counselling Process, Thomson

• Singh Kavita (2010), Counselling Skills for Managers, Prentice Hall India
References

• Rao. S.N (2010), Counselling and Guidance, Tata McGraw Hill

• Felthman C. and Dryden W (2010), Brief Counselling- A Practical Integrative Approach, Tata
McGraw Hill
Course Title: Leadership and Motivation in Organization
Course Code: HR 733
Course Objectives:
This course provides students with the social science tools needed To solve organizational
problems and influence the actions of individuals, groups and organizations. To prepare managers
to understand how to best organize and motivate the human capital of the firm, manage social
networks and alliances, and execute strategic change. In addition, to explore the challenge of
managing personally the inevitable stresses and dangers of leadership.
Course Contents/Syllabus:
Module 1: Introduction to Motivation
• Definition – Motivation; Motivating Others;
• Work related aspects of Motivation: Extrinsic and intrinsic aspects of motivation,
• Factors affecting Motivation in the Business World;
• Self Assessment Questionnaire and Case Studies
Module 2: Power and Leadership
• Introduction, Definition of power, Difference among Power, Authority and Influence
• Sources of Power
• Bases of Power in the organization
• Application of Contingency model of power based on French and Raven’s and Kelman
Theory
• Power Tactics used in Organization –Individual and Intergroup Strategies, Situational
Influences, Intergroup Power tactics
• Self Assessment Questionnaires and Case Study
Module 3:Organisational Politics and Leadership
• Organizational Politics-The Political Sub system
• Pfeffer rational versus Political model of Organization
• Controlling Political Behavior in Organizations
• Self Assessment Questionnaires and Case Study
Module 3: Leadership and Management
• What is leadership; Importance of Leadership;
• Difference between Leadership and Management
Introduction to:
• Servant and Spiritual leadership
• Authentic and Ethical Leadership;
• Charismatic and transformational Leadership
• Self Assessment Questionnaires and Case Study
Module 4: Introduction to Leadership Theories:
Discussion on different Leadership theories-Great Man Theory, Trait Theory ,Behavioral Theory,
Contingency Theory, Situational theory.
Module 5: Beyond the theory:
The dark side of leadership. Self Assessment Questionnaire and Case Studies

Text & References:

• Leadership: Enhancing the Lessons of Experience by Richard Hughes (Author), Robert
Ginnett (Author), Gordon Curphy (Author)Published by Publisher: Tata-McGraw-Hill.
• Leadership and Management Development, Carmichael J., Collins C., Esmell P. and
Haydon J., Oxford, 2011, ISBN 9780199699230
• Leadership in Organizations, 8/E, Gary A. Yukl, Pearson.
• Leadership and Team Building, 1/e Uday Kumar Haldar, Oxford University Press.
• Leadership and Management Development, 1/e by Jan L. Carmichael, Chris Collins, Jon
Haydon & Peter Emsell, Oxford University Press.
• Leaders and the Leadership Process: Jon L. Pierce and John W. Newstrom.
• Organizational Behavior Text and Cases, Kavita Singh, Pearson.
• Organizational Behavior, An Evidence Based Approach, Fred Luthans, McGraw-Hill