DEPARTMENT OF SOCIAL WORK SARDAR PATEL UNIVERSITY …

DEPARTMENT OF SOCIAL WORK

SARDAR PATEL UNIVERSITY

VALLABH VIDYANAGAR

SYLLABUS EFFECTIVE F

MASTER OF SOCIAL WORK (HR)

PA01CSHR21 Principles of Management

Learner Objectives

Understand the concept of scientific management .

Understand the current trends and practice in management in corporate

Demonstrate understanding of management principles and techniques

Unit : I Introduction to Management

Definition, Need

Nature of management,

Process of management,

Significance of management, Different levels of

management.

Managerial Skills, Types of managers,

Unit : II Development of Management thought

Introduction, Classical

Modern theories, Behavioral Approach, Quantitative School

of Management, Systems management theory, Contingency

School of Management, Quality School of Management

Modern Management Concepts

Senge:, Gary Hame

Michael Hammer, ", C. K. Prahalad, Michael E. Porter.

Unit : III Functions of Management

Planning: Introduction, Nature, Factors affecting

planning, Myths about Planning , Tools for Planning:

Importance/Need/Of Planning: Benefits of planning/

disadvantages of Planning, Steps in Planning

Function,Types of Plans, MBO

Organizing: Organizing

principles, centralization, decentralization, organization

structures,, line a

matrix, geographical, customer, virtual,

asnetworks, -

change and innovation.

Unit IV Functions of Management

Staffing: Nature and Importance

in Staffing Process: Manpower planning, Need of

Manpower Planning, Types of Recruitment, Selection,

Placement, Training, Remuneration, Concept of Knowledge

Directing: Concept , Nature/Characteristics , importance,

Role of a supe

Page 1 of 37



VALLABH VIDYANAGAR

SYLLABUS EFFECTIVE FROM: 2017-18


Semester - I

Principles of Management Credits : 3

Understand the concept of scientific management .

Understand the current trends and practice in management in corporate

Demonstrate understanding of management principles and techniques

Introduction to Management

Definition, Need and Scope, Key terms in management,

Nature of management,

Process of management,

Significance of management, Different levels of

Managerial Skills, Types of managers,

Development of Management thought

Introduction, Classical Theories: F. W. Taylor,

Modern theories, Behavioral Approach, Quantitative School

of Management, Systems management theory, Contingency

School of Management, Quality School of Management

Modern Management Concepts – Peter Drucker: , Peter

Senge:, Gary Hamel, " M Alvin Toffler, Tom Peters, "

Michael Hammer, ", C. K. Prahalad, Michael E. Porter.

Functions of Management -I

Planning: Introduction, Nature, Factors affecting

planning, Myths about Planning , Tools for Planning:

Importance/Need/Of Planning: Benefits of planning/

disadvantages of Planning, Steps in Planning

Function,Types of Plans, MBO

Organizing: Organizing – concept, name , importance,

principles, centralization, decentralization, organization

structures,, line and staff authority, functional, product

matrix, geographical, customer, virtual, - Organizations

types of network , Organizational design for

change and innovation.

Functions of Management –II

Staffing: Nature and Importance of Staffing Function, Steps

in Staffing Process: Manpower planning, Need of

Manpower Planning, Types of Recruitment, Selection,

Placement, Training, Remuneration, Concept of Knowledge

Directing: Concept , Nature/Characteristics , importance,

Role of a supervisor, Functions of a supervisor Leadership,

Credits : 3

20%

20%

20%

20%

Page 2 of 37

Motivation - Supervision and communication

Controlling: Concept: Features, nature, importance, process,

techniques, Co-ordination , Planning and Controlling

Unit V Case studies on Decision Making: 20%

Introduction to decision making, meaning, nature,

Components , steps in decision making, Decision making

Recommended Readings:

Harold Koontz & Heinz Weihrich :Essentials of Management, Tata

McGraw Hill

Principles & Practice of management: L.M.Prasad.

Management Concepts & Practices – HannaganManagement, 11/E Stephen P.

Robbins, San Diego State

University, Mary Coulter, Missouri State University – Pearson

Principles of Management – Tony Mordem, Ashgate Publishing,

Ltd

Peter Drucker, Widely recognized as the father of modern

management. "Concept of the Corporation"

Gary Hamel, author of "Leading the Revolution"

Michael Hammer, co-author of "Reengineering the Corporation" .

C. K. Prahalad, co-author of "Competing for the Future:

Breakthrough Strategies for Seizing Control of Your Industry and

Creating the Markets of Tomorrow"

Michael E. Porter, author of "Competitive Strategy: Techniques for

Analyzing Industries and Competitors"

Edgar Schein, inventor of the term "Corporate Culture"

Peter Senge, MIT professor and author of The Fifth Discipline:The Art and Practice of

the Learning Organization

Page 3 of 37

PA01CSHR22 Social Science Study for HR Professional Credits : 3

Learner Objectives

1. Understand the role of individual in the society and importance of various social

institutions and their impact.

2. Get a scientific insight about the social structure, stratification and issues related to caste,

class and gender

3. Understand the socio-economic and political factors and their impact on society.

4. The various social problems and its impact on the society, various issues and challenges.

5. Develop the clarity about social issues and challenges in the social work field.

Unit : I Sociological perspective and importance of sociology for

social work practice

20%

Contribution of thinkers - Durkheim K. Mark, Auguste

Comte, Max Weber, Talcot Parson, Mahhomad Unus.

Unit : II Individual, society, culture, Social Structure and

Functioning

20%

i. Society as system of relationships;

ii. Concept of Culture, traditions, customs, values

and norms;

iii. Socialization- meaning, theories of socialization,

process and agents; iv. Social institutions–

marriage, family, religion, education

iv. v. Social control– concept of social control,

conformity and deviance; agents of social control.

Unit : III Social Movements, Social Processes, Social Change 20%

i. Nature and characteristics of social movements;

factors contributing and restricting social

movements. Child Advocacy Campaign,

Campaign for Communal Harmony,

Environmental Movements, Literacy and Basic

Education Campaign, Women’s Movements,

Social work and social change..

ii. Concepts, processes, agents of social change and

theories of social change; Social structure and

anomy; Conflict theory, conformity and deviance;

Culture lag.

Unit IV Social Disorganization and Social Problems 20%

Page 4 of 37

i. Social disorganization: Meaning, nature and factors

responsible for social disorganization;

ii. Classification of social disorganization - individual,

family, community and societal disorganization;

Marital conflict, family violence, divorce, dowry

deaths, suicide; Superstitions; Generation gap;

Ageing; Orphan hood, destitution, child abuse,

juvenile deviance, child labour, commercial sex work

and human trafficking; Addictions and drug peddling;

Beggary; Un-employment;Squatter settlement and

slums; Caste conflicts.

Unit V Case studies on 20%

Violence against women

Human Trafficking

Ageing Issue


1. Adinarayan, S. P. (1964) Social Psychology, New Delhi: Allied Publishers Pvt. Ltd.

2. Ali, A.F. Iman (1992) Social Stratification Among Muslim-Hindu Community, New

Delhi : Commonwealth Publishers.

3. Bhatnagar, Ved (1998) Challenges to India’s Integrity: Terrorism, Casteism,

Communalism,New Delhi: Rawat Publication.

4. Bhusan, Vidya & Sachdeva, D. R. (2000) An Introduction to Sociology, Allahabad :

Kitab Mahal.

5. Desai, A. R. (1978, Reprinted 1994) Rural Sociology in India, Bombay: Popular

Prakashan.

6. Flippo, Osella and Katy, Gardner (2003) Contraventions to Indian Sociology,

Migration Modernity and Social Transformation in South Asia, New Delhi : Sage

Publication

7. Gandhi P. Jagadish (1982) Indian Economy – some issues, Institute of Social

Sciences and Research, Vellore.

8. Madan, G.R. 2002 (revised edition) Indian Social Problems, Mumbai : Allied

Publishers Pvt. Ltd.

9. Mohanty, Manoranjan (2004) Class, Caste, Gender – Readings in Indian

Government and Politics, New Delhi : Sage Publication.

10. Puniyani, Ram (2003) Communal Politics : Facts Versus Myths, New Delhi : Sage

Publication.

11. Shah, Ghanshyam (2001) Dalit Identity and Politics: Cultural Subordination and

Dalit Challenge, New Delhi : Sage Publication.

12. Singh, Yogendra : Ideology and Theory in Indian Sociology, New Delhi : Rawat

Publication.

Page 5 of 37

PA01CSHR23 MANAGING INDIVIDUAL BEHAVIOUR

LEARNER

OBJECTIVES:

1 Understand the importance of Individual behavior in Environment.

2 Understand the concept of Recording, Relationship and

communication.

3 Understand the importance of case work.

UNIT 1. FOUNDATION OF INDIVIDUAL BEHAVIOUR

Introduction and Meaning of individual behaviour

Factors affecting individual Behaviour:

Environmental Factor

Personal factors

Psychological Factor

20%

UNIT 2. INTRODUCTION TO CASE WORK

Components of case work

Principles of case work

Process of case work

20%

UNIT 3. RELATIONSHIP AND RECORDING IN CASE WORK

Meaning and Characteristics

Purpose and Principles

Nature and techniques of recording

20%

UNIT 4. COMMUNICATION AND INTERVIEW

Communication Concept, Nature Types & Techniques of

communication.

Principles of communication

Process of Communication

Interview and its importance.

Types of Interview.

20%

UNIT 5. CASE STUDY ON INDUSTRIAL PROBLEM.

Absentisam

Individual differences culture and personality

20%

RECOMMENDED READINGS

1. Organisational Behaviour, By shakshi k.gupta

2. Organisational behaviour, Fred Luthans

3. Organisational Behaviour, L.M.Prasad

4. Social Work Profession in India, P.D.Mishra

5. Social Case work, R.K.Upadhyay

6. Principles of Management,B.S.Shah

Page 6 of 37

PA01CSHR24 MANAGING GROUP BEHAVIOUR

UNIT – I UNDERSTANDING GROUP [20%]

� Meaning & Classification of group

� Group structure

� Formal and Informal groups

� Theories of Group Formation

� Methods of integration of individual and group

UNIT – II DECISION MAKING & PROBLEM SOLVING

[20%]

� Decision Making: Concept, Types and process of Decision Making

� Group Decision Making: Concept, methods of Group Decision Making, Technique to

improve group Decision Making

� Problem Solving : Concept & Approaches for problem solving

� Group Dynamics: Concept, Definition, Need & Significance of Dynamics

UNIT – III UNDERSTANDING TEAM WORK & LEADERSHIP

[20%]

� Concept, definition, importance and types of team, characteristics of an effective team

� Cooperation & competition

� Leadership : Concept, Definition and theories of leadership ( Trait Theory,

behavioural theory, situational Theory, System Theory)

UNIT – IV CONFLICT MANAGEMENT

� Concept of Conflict Management

� Individual level Conflict: Interpersonal & intrapersonal Conflict

� Group Level Conflict: Intergroup & Intragroup Conflict

� Conflict Resolution

UNIT – V Case Study on Team work, Leadership, Conflict Management, problem-solving ,

Decision Making

[20%]

RECOMMENDED READINGS

1. Prasad L.M., Organizational Behaviour

2. K Ashwathappa 2008. Organizational Behaviour . Himalaya Publishing House,

Mumbai

Page 7 of 37

3. Pareek Uday 2007. Understanding Organizational Behaviour. Oxford University Press

4. McDermott, F. 2002 Inside Group Work: A Guide to Reflective Practice. NSW: Allen

and Unwin.

5. Alissi, A.S. (ed.) 1980 Perspectives on Group Work Practice. New York: Macmillan.n

Corey, G. 1997 Groups: Process and Practice. Pacific Grove. CA: Brooks/Cole

Publishing.

Page 8 of 37

PA01CSHR25 Social Research Methods Credits : 3

Learner Objectives

Formulate researchable questions

Define a research strategy and design a research project to answer a research question

Discuss the practice and principles of qualitative and quantitative social research s in the

social work field.

Unit : I Science & Scientific Method 20%

Science – Concept & Meaning

Meaning and characteristics of scientific method

Unit : II Social Research: Nature & Concept & Types 20%

Meaning and definition of Social Research

Nature scope and importance of Social research

Types of research: Historical, Descriptive, Analytical, Experimental,

Interdisciplinary, Participative, actionand evaluative research.

Concepts used in research: Variables, Attributes, Universe, Sample,

Hypothesis, matching, Measurement, Control

Social Research Process

Unit : III Research Design 20%

Research design: Concept, Meaning and importance of research

Design

Types of Research Design:

Experimental Design: After only, Before-After, Ex-post facto

experimental Design

Non Experimental Design: Exploratory, Descriptive and Diagnostic

Unit IV Problem Formulation and Hypothesis Testing 20%

Problem formulation: Identifying probable issues for research,

selecting specific research issue,

Formulation of objectives, clarifying the objective.

Concepts and relevance of Hypothesis formulation..

Unit V Case studies on :

Qualitative and Quantitative Research Project

Governmental and Non Governmental Research Projects on Social

Issues


1. Kothari, C. R 2004 Research Methodology: Methods & Techniques, New Delhi, New

Age International

2. Krishnaswamy, O. R. 1993 Methodology for Research in Social

Science,Himalaya,Bombay

3. Laldas, D. K. 2000 Practice of Social Research, Jaipur: Rawat

4. Mikkelsen, Britha 2005 Methods for Development Work and Research- A New Guide

forPractitioners, New Delhi : Sage publication

5. Ramchandran, P. 1968 Social Work Research and Statistics, Bombay : Allied

Publishers

6. Rubin, Allen & Babbie Earl 1968 Research Methods for Social Work, USA

Wadsworth, West,Brooks/Cole and Schirmer

Page 9 of 37

PA01CSHR26 Fieldwork Practicum (New)

(With effect from : June 2017)

Credits : 8

Unit Description in detail Weightage

(%)

Basic Text & Reference Books : ----

PA01SSHR21 Skill Laboratory Credits : 2

Unit Description in detail Weightage

(%)




VALLABH VIDYANAGAR



PA02CSHR21

LEARNER

OBJECTIVE

1. Understand the

2. Discuss the Concept of Disinvestment, Privatization and

economic Reform and role of Public sectors units in Business

and Hrm.

3. Get familiar with the use of corporate Governance

UNIT 1. Business environment and

Types Of environment : Internal environment & External

Environment, Micro and Macro

Nature and Scope of Business

Nature of Business Ethics and Sources of Ethics

Case study related to Business ethics.

UNIT 2. Political & Government En

Functions of state Ideal and real state functions

Solutions of the Problems of Poverty

The Constitutional Environment. Fundamental rights. Duties,

Directive principles.

UNIT 3. Disinvestment of Public Enterpr

Concept and Methods of Disinvestment , emergence of

Disinvestment Policy

Critique Of disinvestment

Methodology for Disinvestment

Changing Profile of PSU’s.:

Evolution of Public sectors in India

Role of Public sector in India.

Shortcomings of

UNIT 4. Privatization & Economic Reforms

Meaning and Scope of Privatization

Concept of De Regulation and De Reservation

Economic Reform in India : Fiscal Policy and industrial reform

Review of 55 years planning in India

Accomplishmen

UNIT 5. Case Study on Corporate GovernanceRECOMNENDED READINGS

• Aswathappa (Himalaya)

• Prasad L.M. - Organizational Behavior & Principal of Management.

• S Chand, Ruddar Datt, K.P.M.Sundharam

• Ashwani Mahajan

• A.N.Agrawal - Problems of Development and Planning (New age international

Publication).

Page 10 of 37



VALLABH VIDYANAGAR



Syllabus - IIst Semester

BUSINESS AND HRM

1. Understand the importance of Business Environment

2. Discuss the Concept of Disinvestment, Privatization and


3. Get familiar with the use of corporate Governance

Business environment and Business Ethics

Types Of environment : Internal environment & External

Environment, Micro and Macro

Nature and Scope of Business

Nature of Business Ethics and Sources of Ethics

Case study related to Business ethics.

Political & Government Environment

Functions of state Ideal and real state functions

Solutions of the Problems of Poverty


Directive principles.

Disinvestment of Public Enterprises

Concept and Methods of Disinvestment , emergence of

Disinvestment Policy

Critique Of disinvestment

Methodology for Disinvestment

Changing Profile of PSU’s.:

Evolution of Public sectors in India

Role of Public sector in India.

Shortcomings of Public Sectors

Privatization & Economic Reforms

Meaning and Scope of Privatization

Concept of De Regulation and De Reservation


Review of 55 years planning in India

Accomplishment of Planning

Case Study on Corporate Governance

Aswathappa (Himalaya) - Essentials of Business Environment.

Organizational Behavior & Principal of Management.

S Chand, Ruddar Datt, K.P.M.Sundharam - Indian Economy, 61th Revised Edition.

Ashwani Mahajan - Indian Economy.

Problems of Development and Planning (New age international

3


20%


20%

20%


20%

20%

Indian Economy, 61th Revised Edition.

Problems of Development and Planning (New age international

Page 11 of 37

PA02CSHR22 Principles of Human Resource Management Credits : 3

Learner Objectives To develop an understanding of how to effectively manage people

To understand and carry out HR related responsibilities

To become conversant with latest trends as well as the basics of the theory of human resource

management

Unit : I Understanding Concept of Human Resource Management 20%

Human Resource Management: Definition, nature, scope and

importance, Evolution of HRM, Objectives and functions.

HRM

and its Environment.

PM & HRM: Difference between PM and HRM, Role of HR

Professional/ Manager, Qualities of successful HR.

Organization of HR Department: Structure of HR Dept., line

and staff aspects of HRM, relationship and linkages with

other functional depts.., personnel policies and principles.

Model of HRM: Fombrun model, Harvard model, Guest

model, Warwick model.

HR’s Strategic role: SHRM, HR’s role as a strategic partner

,HR’s role in executing strategy, HR’s role in formulating

strategy, HRIS, Human Capital Management, HR and

Employee Performance and Commitment, Managing global

HR

Unit : II Procurement of Human Resources 20%

Job Analysis: Nature and need of Job Analysis, steps in Job

Analysis, methods of collecting information for Job Analysis,

Quantitative Job Analysis techniques, Define Job

Descriptions,Writing JD’s, Define Job Specification, writing

JS’s.

HRP: Meaning and significance of matching right abilities to

the right job, importance of HRP, its Objectives and Process,

factors

affecting HRP, HR estimation- HR demand forecast.

Recruitment: Definition and Meaning, Need, planning of

Recruitment, Process and sources of Recruitment, recruiting

yield pyramid, study of live recruitment process, Succession

planning.

Selection: Define selection, Process of selection , types of

tests and selection, work sampling technique, test of cognitive

ability,achievement tests, situational testing.

Interview: Types Interview techniques, Designing and

conducting an effective interview, matching the candidature

to the job, Activity on Mock interview.

V Induction & Placement: Define Induction, Techniques

requisites and evaluation of induction programmer, define

placement, problems in placements

Unit : III Training, Developing, Appraising Employees and Managing

Performance.

20%

Training: Define Orientation, Definition and importance of

training, objective and needs, training process, gaps in

Page 12 of 37

training, training programme and its evaluation, analysis of

training needs, methods of training, training for special

purposes

Development: Define Development, need and importance of

development, what is management development,

EDP’s/MDP’s

Performance Management System: Define PMS, Explain self

appraisals, Performance appraisals, objectives and methods of

performance appraisals, Performance counseling,

Performance coaching, Performance Mentoring, Performance

interviews, Edward Deming’s view on PA, Legal issues

associated with PA.

Job Evaluation: Define Job evaluation, Scope and process of

JE, methods of JE

Managing Careers: Career Management process Career

planning, Career path, Career development roles, managing

promotions and transfers, types of promotion and transfer.

Unit IV Compensation and Productivity Management 20%

Wage & Salary Administration: Define reward,

compensation, wage, salary, establishing pay rates,

compensation trends, factors affecting employee

remuneration, wage and salary structure, minimum fair and

living wage, wage policy in India,preparation of salary

structure.

Benefits and Services: Nature and need of B & S, types

ofemployee B & S, fringe benefits, administration of B &

S,insurance – retirement-flexible benefits programmers.

Incentive schemes: nature of incentive schemes, scope and

type of incentive schemes, wage incentive schemes and plans

in India, team or group variable plans, incentive schemes for

operation employees, managers & executives, salespeople.

Productivity Management: Performance

productivitymanagement-through TQM, Kaizen, Quality

circles.

Unit V Case studies on :

Training practice in Corporates

Performance System in MNC

Wage and Salary


1. Human Resource Management by Gary Dessler

2. Human Resource Management by K Aswathappa

3. Personnel Management by C.B. Mamoria

4. Human Resource Management by R.S. Dwivedi

5. Human Resource Management by L.M.Prasad

6. Recent experiences in HRD by Rao T V

7. Designing and Managing HRS by Udai Pareek

Page 13 of 37

PA02CSHR23 INTEGRATION OF HRM AND SOCIETY Credits : 3

Learner Objectives

To orient the learners to the profession of Social Work

To understand the emerging trends in social work practice

To understand Corporate Social Responsibility

To develop an understanding of workers and workplace with special emphasis on women at

workplace

Unit : I SOCIAL WORK PROFESSION 20%

Social Work : Concept, Values, Methods

Similarities between HR and Social Work Profession

Labor Welfare as a major area of Social Work Practice

Unit II EMERGING TRENDS IN SOCIAL WORK PRACTICE 20%

Industrial Social Work

Present scenario of social work practice in industries in

India.

Occupational social work in India – concept and meaning

Employee assistance program in India

Unit : III CORPORATE SOCIAL RESPONSIBILITY AND ETHICS 20%

CSR - Concept, Definitions, Models of CSR

Role of stakeholders in CSR

Unit : IV WORKERS AND WORK PLACE 20%

Characteristics of workforce,

Migration and problems of workforce,

I.L.O and recent work-a new agenda,

Social Security programmes for HIV/ Aids, Disabled

workers

Unit : V WOMEN AT WORKPLACE AND CASE STUDY 20%

Changing employment scenario

Policies governing women – National Policy for

Empowerment of Women

Vishakha Judgment - A case study

Page 14 of 37

PA02CSHR24 RESEARCH ANALYSIS AND APPLICATION Credits : 3

Learner Objectives 1To acquaint the students with methods of conducting systematic inquiry in the social science

2. To equip students with skills and knowledge needed to undertake the research project.

3. Use of Software in the basic requirement of the subject.

Unit : I Hypothesis 20%

1. Concept and significance

2. Types of Hypotheses

3. Type I and Type II Erros

4. Hypothesis Testing: Logic and Importance

Unit : II Measurement and Attitude of Scaling Technique 20%

(A) Measurement

1. Concept of Measurement

2. Levels of Measurement

3. Reliability and Validity

B. Attitude of Scaling Techniques

Concept of Scale – Rating scales viz. Likert

scales, Semantic differential scales,

constant sum scales, graphic rating scales-

Ranking scales- paired comparision and

forced comparision

Unit : III SAMPLING 20%

Purpose of sampling

Concepts relating to sampling – Population, Universe,

sampling frame and Sampling Unit.

Meaning of Probability and Non-Probability Sampling

Types of Probability and Non-Probability Sampling

Techniques and Procedures in sample selection.

Unit IV REPORTING RESEARCH 20%

Research Proposal

Research Synopsis

Research Report: Planning outline of Report, Editing for

accuracy and neatness, standard formats for referencing,

footnotes and bibliography, preparing research abstract,

dissemination of research findings.

Unit V APPLICATION OF CASE STUDY METHODOLOGY:

ILLUSTRATION FROM THE FIELD

20%

Page 15 of 37

PA02CSHR25 Communication Skills for Manager CREDIT: 3

Unit

Description in details

Weightage

1

INTRODUCTION:

Role of communication, defining and classifying communication,

purpose of communication, process of communication, importance

of communication in management, Communication and

organization, Communication and manager, communication

structure in organization &, 7 C’s of communication.

20%

2 Barriers to Communication

Concept, Nature of Barriers, gateway in communication, How to

overcome barriers?

20%

3 Being a good writer:

Managing Meetings: Agenda. Minutes, Effective Presentation

Skills: Concept. Importance,

Negotiation, Interview Techniques, Format of a Letter, Report

writing, minutes and their process

20%

4 Writing: summaries, and abstracts and technical definitions:

Objectives, Introduction, Executive Summary, Abstract Summary,

Technical Definitions, Definitions, Informal Definitions, Formal

Definition, Extended Definitions

20%

5 Communication skills for managers:

Listening skills, Writing Skills, Telephone Skills, Career Skills,

Soft Skills

20%

Reference: -KoneruAruna, Professional Communication McGraw Hill Pub. 1998, New Delhi

-Murphy Herta, Herbert W Hidderbrandt, Jane P Thomas

-Effective Business Communication, 1997, McGraw Hill

-Petit Lesikkar, Business Communication, 1994, McGraw Hill

-.Willey, Communication Skills Handbook, Summers Willey Pub. India

-Rai and Rai, Business Communication, 1999,Himalaya Publishing House, Mumbai.

-Sharma R C and Krishna Mohan, Business Correspondence and Report Writing, 1994,Tata

McGraw Hill, Delhi.

-HanegaveSatyawan, Business Communication,2008, Rishabh Publishing House, Mumbai.

- Messages: The Communication Skills Book Paperback – March 3, 2009 by Matthew

McKay PhD (Author), Martha Davis PhD (Author), Patrick Fanning (Author)

PA02CSHR26 Fieldwork Practicum (New)

(With effect from : June 2017) Credits : 8

Unit Description in detail Weightage (%)


PA02SSHR21 Skill Laboratory Credits : 2

Unit Description in detail Weightage (%)



VALLABH VIDYANAGAR


(


PA03CSHR21 Organizational

Learner Objectives To prepare the students as organisational change facilitators using the knowledge and

techniques of behavioural sciences.

Case studies involving the learning from the course and to understand the applicability of OD

interventions are required to be discus

Unit : I Unit 1- Introduction to Organisation development

Concept and process; Assumptions and values underlying

Organisation development (OD); Foundations of organisation

development, Emergence of OD as an applied behavioural science;

Role of top management and organization development

practitioners.

Unit : II Organisational Diagnosis

Techniques of organisational diagn

workshops, task

diagnostic information; feeding back

diagnostic information.

Unit : III Organisational Change, Renewal, and Development

Planned change;

its implication for change; Kurt Lewin’s model of change; Force

field analysis; Change cycles

Organisational renewal and re

Creativity and innovation.

Unit IV OD Interventions:

Change agents-

with the client system; Designing interventions; Evaluating and

institutionalizing interventions; Action research; Structural

interventions- Work redesign, work modules

(QWL), Quality circles(QC); Behavioural interventions

Management by objectives (MBO), Sensitivity training,

Transactional analysis; Career planning; Inter

team building, survey feedback, Grid OD;

Techno-structural interventions

Employee involvement

Unit V Case studies with reference to

OD-HRD interface

OD in global settings

OD research and practice in perspective;

Page 16 of 37


VALLABH VIDYANAGAR


(�� . 03/05/2017)


SEMESTER – III

Organizational Development Credits : 3

To prepare the students as organisational change facilitators using the knowledge and



interventions are required to be discussed.

Introduction to Organisation development

Concept and process; Assumptions and values underlying

development (OD); Foundations of organisation



Organisational Diagnosis

Techniques of organisational diagnosis- Questionnaires, interviews,

workshops, task -forces and other methods; Collecting and analysing

diagnostic information; feeding back

diagnostic information.

Organisational Change, Renewal, and Development

Planned change; Organisational growth and


field analysis; Change cycles- Power and participative types;

Organisational renewal and re –energising; Institution building;

Creativity and innovation.

Interventions:

Role, skills and styles of change agents; Relation



Work redesign, work modules, Quality of work life

(QWL), Quality circles(QC); Behavioural interventions


Transactional analysis; Career planning; Inter-group interventions

team building, survey feedback, Grid OD;

ral interventions- Restructuring organizations,

Employee involvement

Case studies with reference to

HRD interface

OD in global settings

OD research and practice in perspective;

Credits : 3

To prepare the students as organisational change facilitators using the knowledge and


20%

development (OD); Foundations of organisation



20%

Questionnaires, interviews,

forces and other methods; Collecting and analysing

20%


Power and participative types;

energising; Institution building;

20%

Role, skills and styles of change agents; Relation



, Quality of work life

(QWL), Quality circles(QC); Behavioural interventions-


group interventions-

Restructuring organizations,

20%

Page 17 of 37

Challenges of OD


French, W.L. and Bell, C.H., Organisation development, Prentice-Hall, New Delhi.

Hackman, J.R. and Senttle, J.L., Improving life at work: Behavioural science approach to

organisationalchange, Goodyear, California.

Harvey, D.F. and Brown, D.R., An experimental approach to organization development,

Prentice-Hall,Englewood Cliffs, N.J.

Hersey P., and Blanchard, H.B., Management of organisational behaviour: Utilising human

resources, PrenticeHall, New Delhi.

Pareek U., Rao, T.V. and Pestonjee, D.M., Behavioural processes in organisations, Oxford

and IBH., NewDelhi.

Kurt Lewin (1958). Group Decision and Social Change. New York:Holt, Rinehart and

Winston.

Cummings, Thomas G.; Worley, Christopher G., Organization Development & Change,

Thomson South-Western

Western, S. (2010), What do we mean by Organizational Development, Krakow: Krakow:

Advisio Press

Page 18 of 37

PA03CSHR22 Human Resource Development Credits : 3

Learner Objectives Introduce the students to the basic concepts and practices in the area of Human

Resource Development tools.

Introduce the students to the foundational frameworks in the area of organizational

psychology and their implications on designing and using some HRD tools

Enhance the knowledge of the students on application of such tools in the context

of modern HR challenges facing organizations

Unit : I Introduction to Human Resource Development 20%

Concept; Relationship between human resource management and

human resource development; HRD mechanisms, processes and

outcomes; HRD matrix; HRD interventions; Roles and

competencies of HRD professionals; Challenges in HRD.

Unit : II HRD Process 20%

Assessing need for HRD; Designing and developing effective

HRD programs; Implementing HRD programs; Evaluating

effectiveness of HRD Programs; HRD audit; HRD culture and

climate

Unit : III HRD Activities 20%

Employee development activities- Approaches to employee

development, leadership development, action learning,

assessment and development centres; Intellectual capital and

HRD;HRD mechanisms for workers; Role of trade unions;

Industrial relations and HRD; Influence of motivation on

development activities.

Unit IV HRD Applications and Trends 20%

Coaching and mentoring; Career management and development;

Employee counselling; Competency mapping; PCMM, Balanced

Score Card, Appreciative inquiry; Integrating HRD with

technology, Employer branding and other emerging trends.

Unit V Case studies with reference to 20%

HRD practices in government organisations,

manufacturing and service industries and MNCs;

International experiences of human resource development


Werner J. M., DeSimone, R.L., Human resource development, South Western.i.

Nadler, L., Corporate human resources development, Van Nostrand Reinhold.

Mankin, D., Human resource development, Oxford University Press India.

Haldar, U. K., Human resource development, Oxford University Press India

Rao, T.V., Future of HRD, Macmillan Publishers India..

Rao, T.V., HRD Score Card 2500: Based on HRD audit, Response Books, SAGE

Publications.

Rao, T.V., Hurconomics for talent management: Making the HRD missionary

business-driven, Pearson

Curtis, B., Hefley, W. E., Miller, S. A., The people capability maturity model:

Guidelines for improving workforce, Pearson Education.

Kaplan, R.S., and Norton, D.P. 1992, The Balanced Scorecard: Measures that drive

performance, Harvard Business Review

Page 19 of 37

PA03CSHR23 Employment Law-I Credits : 3

Learner Objectives To acquaint with professional understanding of labour legislations

To acquaint the students with Legal provisions of Labour Laws in India

To develop implementation skills of various Industrial and labour laws

Unit : I Introduction to Labour Legislations 20%

Need for Labour Legislations, Indian Perspective, Labour Laws

and Rapid Changing Industrial scenario, Implementation of

Labour Laws, Role of ILO. National Labour Commissions.

Unit : II Laws on Working Conditions & Dispute 20%

The Factories Act, 1948

Industrial Dispute Act, 1947

Unit : III Laws on Wages 20%

The Minimum Wages Act, 1948

The Payment of Wages Act, 1936

The Payment of Bonus Act, 1965

The Equal Remuneration Act, 1976

Unit IV Laws on Social Security 20%

The Workmen’s Compensation Act, 1923

The Employee’s State Insurance Act, 1948

The Maternity Benefit Act, 1961

The Employee’s Provident Fund and Miscellaneous Provisions

Act, 1952

The Payment of Gratuity Act, 1972

Unit V Case studies 20%

Case discussion on Laws related to working condition, wages

and social security


1. Industrial and Labour Law – P. L. Maliki.

2. Industrial Law – J. K. Bareja

3. Industrial & Labour Laws – S. P. Jain

4. Labour laws for Managers – B.D. Singh

5. Industrial Relations, Trade union and Labour Sinha , Pearson Publication

6. Labour and Human Resource Management Forms and Precedents, by S.D Puri

and Sundeep Puri, Snow White Pub, Mumbai (4th Edn, 2011.)

7. Labour Laws for Everyday made easy; S.D .Puri and Sundeep Puri, Snow

White Pub, Mumbai.( 3rd edn, 2011.)

Page 20 of 37

ELECTIVE COURSE

Group A

PA03ESHR21 Management Functions And Behaviour Credits : 3

Learner Objectives Introduce students about basic concepts of Management and its recent practices.

To acquaint students about different organizational structure and its processes.

To familiarise students about how to take crucial decisions in corporate with different

practical case studies.

To make them learn some managerial and leadership skills.

Unit : I Introduction to Management 20%

Meaning and nature of Management

Management Systems and Processes

Task and Responsibilities of a Professional Manager

Managerial skills

Unit : II Orgnisational Structure and Process 20%

Organisational Structure and Design

Planning Process

Centralization and decentralization

Delegation of authority and Interdepartmental

Controlling

Unit : III Decision Making 20%

Organisational Context of Decisions

Decision Making-Techniques and Processes

Management by Objectives

Unit IV Organisational Climate And Change 20%

Organisational Structure and Managerial Ethos

Management of Organisational Conflicts

Managing Change

Unit V Behavioural dynamics 20%

Leadership

Theories of Leadership

Case study on Leadership

Group Dynamic


Management Functions & Behaviour Ms: 01 Gph Book, Saini Ak, Dinesh Verma

Principles of Management, B.S.Shah publication

Organisational Behaviour, Freud Luthans

Essentials of Management, Koontz O Donnell & Weihrich

Management, Stoner, Freeman & Gilbert

Organisational Behaviour, Stefen. P. Robbins

Page 21 of 37

PA03ESHR22 Corporate Social Responsibility Credits : 3

Learner Objectives Introduce the students to the basic concepts and practices in the area of CSR

Introduce the students to the foundational frameworks and operationalisation of CSR

Enhance the knowledge of the students policy, challenges and issues of CSR in the Indian

context

Unit : I Introduction to CSR 20%

Concept and Philanthropy & Charity’

Meaning and Importance of CSR

Evolution of CSR in India

Principles and Ethics and CSR

Unit : II Approaches of CSR 20%

The Triple Bottom-line Approach

Obstructionist

Defensive

Accommodative

Proactive

Unit : III Operationalisation of CSR 20%

CSR Provisions under Companies Act, 2013,

Companies (Corporate Social Responsibility Policy) Rules,

2014, The Role Of Business In Society -Different stakeholders,

different perspectives

Unit IV Issues in CSR 20%

Environmental and Social issues

Labour and related issues

Ethical and Governance issues


CSR – Indian Story

CSR- Global Context

Page 22 of 37

PA03ESHR23 MANAGEMENT OF HUMAN RESOURCES Credits : 3

Learner Objectives

To develop an understanding of how to effectively manage people.

To understand and carry out HR related responsibilities.

To become conversant with the latest trends in management of human resources in an

organisation.

Unit : I Human Resource Management: Context, Concept And Boundaries 20%

The Concept and Functions of Human Resource Management

Changing Role of HRM

Emerging Trends in HRM

Unit : II Maintaining & Retention Of Human Resources 20%

Socialization, Separation

HR Outsourcing

Absenteeism: Concept, causes, effects of Absenteeism, Control

over Absenteeism

Labour Turnover: Concept, causes, Measurement & effects of

Labour Turnover

Unit : III Performance management, potential assessment & compensation 20%

Competency Mapping

Performance Planning and Review

Potential Appraisal

Assessment Centers

Career Planning & Succession Planning

HR Audit

Compensation: Concept, types of Compensation, Pay Structure

Unit IV Industrial relations 20%

Industrial Relations : Concept, Definition and Importance

Laws Pertaining to Industrial Relation ( Trade Union Act,

Industrial Dispute Act)

Grievances: concept, causes of grievances and understanding of

Employees grievances, grievances settlement procedure

Discipline & Disciplinary Action: Concept, aims & objectives of

Discipline, Procedure for Disciplinary Action


Industrial Relation

Compensation

Grievance Procedure


Mamoria C.B. & Gankar S.V., (2008). Personnel Management- Text and Cases.

Himalaya Publishing House: Mumbai

Mamoria C.B. & Gankar S.V., (2008). Dynamics of Industrial Relations. Himalaya

Publishing House: Mumbai

Jain S.P., (2008-09). Industrial and Labour Laws. Dhanpat Rai & CO: Delhi

Gupta C.B., Human Resource Management. Sultan Chand & Sons: New Delhi

Haldar U., Human Resource Development: Oxford University Press Bhatia S K.,

(2008). Emerging HRD. Deep and Deep Publications Pvt. Ltd.: New Delhi

Page 23 of 37

PA03ESHR24 Employment Relations Credits : 3

Learner Objectives To acquaint students about industrial disputes and its Redressal machinery.

To familiarise students about grievance handling procedure and disciplinary action.

To make them learn how to develop better Employment Relations in industry with effective

case studies.

To promote the understanding of new trends in employment relations in India and Abroad.

Unit : I CONCEPTUAL FRAMEWORK OF EMPLOYMENT

RELATIONS

20%

Concept, Scope and Approaches to Industrial Relations

Evolution of Industrial Relations and Current Developments

Constitutional and Legal Framework of Industrial Relations:

Conventions, ID

Act, Trade Union Act

Unit : II TRADE UNIONISM 15%

Trade Union Development and Functions

Trade Union Structure and Recognition

Managing Trade Unions

Managerial Unionism

Employer’s Organisations

Unit : III COLLECTIVE BARGAINING 15%

Nature and Content of Collective Bargaining

Negotiation Skills

Issues and Trends in Collective Bargaining

Unit IV EMPLOYEE INVOLVEMENT 15%

Evolution, Structure and Process

Design and Dynamics of Participative Forums

Strategies for Implementing Participation

Unit V GRIEVANCE HANDLING AND DISCIPLINE 20%

Grievance Function in Industrial Relations

Conciliation, Arbitration and Adjudication

Discipline in Industry

Unit VI TRENDS IN EMPLOYMENT RELATIONS 15%

Strategic Employee Relations : Emerging Trends

Cultural Aspects of Employment Relations

Basic Text & Reference Books: Mamoria, Mamoria and Gankar, Dynamics of Industrial Relations, 2005

Contemporary Industrial Relations: A Critical Analysis by Ian Beardwell.

K. Ashwathappa. Human Resources Management and Personnel Management, 2007

Krishna Arora, 2005, Labor and Industrial Law, Manual Professional Book Publishers, New

Delhi

Page 24 of 37

PA03ESHR25 Organizational Dynamic Credits : 3

Learner Objectives To prepare the students as organisational dynamic facilitators using the knowledge and



dynamic are required to be discussed.

Unit : I Group Dynamics 20%

Understanding Groups

Phases of Group Development

Group Cohesion and Alienation

Conformity and Obedience

Unit : II Role and Power Dynamics 20%

The Concept and Systems of Roles, Role Analysis,

Organisational Stress and Burnout, Coping with Stress and

Burnout

Bases of Power, The Process of Empowerment

Decentralisation and Delegation& Transformational

Leadership

Unit : III Organisational Dynamics 20%

Organisational Culture

Social Responsibilities of Organisations

Organisational Ethics and Values

Process of Learning Organisations.

Unit IV Inter-Organisational Dynamics 20%

Cross Cultural Dynamics

Management of Diversity

Strategic Alliances and Coalition Formation


Organisational Culture

Decentralisation process in corporate sector

Leadership practice in corporate sector


Strategic Management & Organizational Dynamics [Paperback] Ralph D. Stacey, 2009

The Change Handbook: The Definitive Resource on Today's Best Methods for

Engaging Whole Systems [Paperback] Peggy Holman Author), Tom Devane, 2009

Process Consultation Revisited: Building the Helping Relationship (Prentice Hall

Organizational Development Series) [Paperback] Edgar H. Schein, 2007

Bateson, M.C. (1994), Peripheral Vision, New York, Harper Collins

Page 25 of 37

PA03ESHR26 Wage And Salary Administration Credits : 3

Learner Objectives Promote understanding of the nature of industrial employees wage and compensation

package, principles, regulating different components and their role in the compensation

package.

Impart skills in formulating a wage/ compensation policy and planning suitable package on

principles of equity and efficiency.

To identify the problem area and scope for rationalising wage and compensation policies.

Unit : I Introduction to Wage and Salary 20%

Concept of Wages

Theories of Wages

Types of Wages

National Wage Policy

Unit : II Introduction to Compensation 20%

Definition and Objectives of compensation

Types of compensation management

Factors influencing Compensation

Components of compensation programme

Unit : III Legal Frame Work Of Wage And Salary Administration 20%

Regulation of Minimum wages and Equal Remuneration

Law relating to payment of wages and bonus

Wage : Determination , Components and Survey

Unit IV Pay Structure –Dearness Allowance 20%

Different pay structure, pay roll management deductions,

issues involving pay increases, cost to company

compensation (CTC)

Computation of CPI, Exerceise,

Wage Incentives : Concept, Different kinds of wage

incentives plans and their application


Wages and Compensation Management


Wage and Salary Administration, V.V. Giri, Himalaya Publishers, 2003

Wage And Salary Administration In India, Alka Gupta, Anmol Publishers, 2000

Compensation Management, Dr. Kanchan Bhatia. Himalaya publishers.

Compensation Management, Dipak kumar Bhattacharya.

Industrial Labour Laws, S.P.Jain.

Page 26 of 37

PA03ESHR27 Human Resource Planning Credits :

3

Learner Objectives To develop an understanding of how to effectively plan work force

To understand how to carry out Human resource planning related responsibilities

To become conversant with latest trends as well as the basics of the theory of human resource

planning

Unit : I Basics Of Human Resource Planning And Strategic Plannin 20%

Introduction to HRP-Meaning Nature and importance

Factors affecting Human Resource Planning

Process of Human resource Planning

Methods of Human Resource Demand forecast and Human

Resource Supply forecast

Barriers to Human Resource Planning

Strategic Planning- Meaning, Importance and Process

Unit : II Approaches To Analysing Job 20%

Job Analysis - Meaning , Process and Methods of collecting Job

data

Job Design Approaches

Job Evaluation : Concepts and Methods

Unit : III Key HR practices 20%

Recruitment –Meaning and Process

Selection –Meaning and Process

Dislocation and Relocation of Employees

Orientation

Career and Succession Planning

Unit IV Intellectual capital accounting 20%

Human Resource Information System – Concept ,Need And

Importance

Human Resource Audit – Concept ,Need And Importance

Human Resource Accounting – Concept ,Need And Importance


Human Resource Planning and Strategic Planning


Page 27 of 37

PA03ESHR28 Human Resource Information System Credits : 3

Learner Objectives To create awareness in upcoming managers, of different types of information

systems.

To increase student understanding of IT and their application for human resource.

To explore the use of some common Information Systems development tools

Unit : I Introduction to Human Resource Information System 20%

Different types of computer based information systems:

Computers and Computer Based Information Systems /

Introduction to Computer

Based Information Systems -TPS/MIS/EIS/ES/DSS/OA

HRMS Planning

Human resource & HRMS

Planning an HRMS

Designing an HRMS

Software for HRMS

Hardware for HRMS

Unit : II Management Information Systems 20%

Functional Applications / Exercise

HRIS Life Cycle/HR responsibility in each phase of HRIS

development

Pre implementation stage of HRIS:

HRIS planning

HRIS expectation

HRIS cost-benefit value analysis

Getting Management support for HRIS

Limitations of computerization of HRIS

Unit : III Implementation of HRIS 20%

Tools in HRIS development

Unit IV HRIS Applications 20%

Applicant and employment management

EEO and affirmative action

Compensation

Benefits

Employee and industrial relations

Training and development

Human resource planning

OSHA

Payroll


HRIS implication in corporate sector

Page 28 of 37


1. Rampton, G. M., Turnbull, I. J., & Doran, J. A. (1999). Human Resource

Management Systems: A Practical Approach (2nd ed.). Carswell Legal

Publications.

2. Ceriello, V. R., & Freeman, C. (1998). Human Resource Management Systems:

Strategies, Tactics, and Techniques. San Francisco, Calif: Jossey-Bass

Publishers, Pfeiffer & Company. / New York: Lexington Books.

3. Haag, S., Cummings, M. & Dawkins, J.P. (2007) Management

4. information Systems for the Information Age U.S.A.: McGraw-Hill

5. Kavanagh and Thite.(2008), Human Resource Information Systems: Basic,

Applications, and Future Directions, Sage Publications

6. Kavanagh, M. J., Gueutal, H. G., & Tannenbaum, S. I. (1990).Human Resource

Information Systems: Development and Application. Boston, Mass: PWS-Kent

Publishing Company.

7. Lederer, A. L. (Ed.). (1993). Handbook of Human Resource Information

Systems. New York: Warren, Gorham and Lamont

8. Groe. G.M., Pyle. W.J.J.J. (1996) “Information technology andHR” Human

Resource Planning 19 (1) 56 – 61.

9. Hubbard.J.C, Forcht. K.A. (1998) “Human resource information systems: An

overview of current ethical and legal issues” Journalof Business Ethics. 17 (12)

1319 – 1323.

10. Kovach, K.A, Cathgart.E.J. (1999) “Human resource informationsystems

(HRIS) Providing business with rapid data access,information exchange and

strategic advantage” Public PersonnelManagement. 28 (2) 275 – 282.

11. Targowski, A..S.; Desphande, S.P. (20001) “The utility and selection of an

HRIS,” Advances in Competitiveness Research


VALLABH VIDYANAGAR


(


PA04CSHR21 Organisational

Unit : I Unit 1- Foundations of Organizational Behaviour

Historical Background ; Hawthorns Studies ;

Nature and critical bases of organizational behaviour ;

Organizational behavior model ;

Emerging organizations ; Information base ; total quality and

organizations.

Unit : II Global and cultural diversity:

Contemporary challenges; diversity and ethics ;

Managing diversity ;

Ethics and ethical behaviour in organizations.

Unit : III Micro- Perspective of Organizational behaviour :

Perceptual processes Impression management ;

Personality attitudes and values ;

Motivation ;Needs, Content and processes ;

Motivation performance through job design and goal setting ;

Learning processes, Reward System and Behavioural

Management

Unit IV Macro perspective of organizational Behavoiour

Communication Technology and Interpersonal Process;

Decision making ;

Organizational theory and design ;

Organizational Culture.

Unit V Case studies with reference to components of organizational

behavior

Reference 1. Luthans, Fred (1995) Organizational Behaviour (VII ed)New

Delhi : Mc Graw

2. Organizational Behavior (13th Edition) by Stephen P. Robbins

and Timothy A. Judge

3. Organizational Behaviour: Understanding and Managing Life

at Work by Gary Johns and Alan M. Saks

4. Organizational Behavior by Michael A. Hitt, C. Chet Miller,

and Adrienne Collela

Page 29 of 37


VALLABH VIDYANAGAR


(�� . 03/05/2017)


SEMESTER – IV

Organisational Behaviour Credits : 3

Foundations of Organizational Behaviour

Historical Background ; Hawthorns Studies ;

Nature and critical bases of organizational behaviour ;

Organizational behavior model ;

Emerging organizations ; Information base ; total quality and

Global and cultural diversity:

Contemporary challenges; diversity and ethics ;

Managing diversity ;

Ethics and ethical behaviour in organizations.

Perspective of Organizational behaviour :

Perceptual processes Impression management ;

Personality attitudes and values ;

Motivation ;Needs, Content and processes ;

Motivation performance through job design and goal setting ;

Learning processes, Reward System and Behavioural

Macro perspective of organizational Behavoiour

Communication Technology and Interpersonal Process;

Decision making ;

Organizational theory and design ;

Organizational Culture.

Case studies with reference to components of organizational

1. Luthans, Fred (1995) Organizational Behaviour (VII ed)New

Delhi : Mc Graw -Hill


and Timothy A. Judge


at Work by Gary Johns and Alan M. Saks

4. Organizational Behavior by Michael A. Hitt, C. Chet Miller,

rienne Collela

Credits : 3

20%

20%

20%

20%

20%



Page 30 of 37

PA04CSHR22 Compensations Management Credits : 3

Unit : I Role of Compensations and Rewards in the Organisations 20%

Compensation: The Concept

Indirect Compensation

Role of Compensation

Compensation Structure

The Compensation Prograuune:Functions & Responsibilities

Corporate Compensation Policy

Issues and Current Trends

Unit : II Job Evaluations 15%

Introduction : Objectives: Principles and Advantages- Disadvantages

Methods of Job Evaluatons

Unit : III Framework of Compensations Policy 15%

Introduction

Macro Policy Framework & Micro Policy Considerations

Divergent Perspectives of Management and Labour

Unit IV Incentives 10%

Meaning and Definition

Classification of Incentives

Merits and Demerits

Pre-requisites of Effective Incentive Scheme

Incentive Systems

Wage Incentive Plans

Working of Incentive Schemes

Unit V Pay-Packet Composition 10%

The concept of Wages, Salary and Pay-Packets

Basic Wage Component of Pay Packet

Dearness Allowance Component of Pay-Packet

Payment by Result or Incentive Payment

Statutory Bonus

Allowances Fringe Benefits and Social Security

Paternalistic or humanistic consideration, Statutory requirements

Concern for security & Hazard of Industrial life

Tax considerations

Competitive consideration

Understanding the Trends of Pay-Packets

Unit VI Design of Performance linked Reward System

Significance of PLRS

Forms and Choice of Performance-linked Reward System

Steps in Designing

Issues and Trends

10%

Unit : VII Comparative Internal Compensations

Introduction

Emerging Trends

Limitations of the Job Related Compensation

Paradox of Performance Related Compensation

Compentency Based Compensation

10%

Page 31 of 37

Unit : VIII Managerial Compensations

Recent trends in Managerial Compensations in Indian Organisations

and MNCs

Role of HR department in Compensations Management

Reference 1. Compensation Management in a Knowledge-Based World (10th

Edition) - Hardcover (June 24, 2005) by Richard I Henderson

2. The Compensation Handbook - Hardcover (May 19, 2008) by

Lance Berger and Dorothy Berger

3. Solving the Compensation Puzzle: Putting Together a Complete

Pay and Performance System (Practical Hr Series) - Paperback (Apr.

1, 2008) by Sharon K. Koss

10%

Page 32 of 37

PA04CSHR23 Employment Law II Credits : 3

Learner Objectives 1) To understand various labor legislations prevailing in the country

2) To understand legislations pertaining to different industries

3) To understand concept and act pertaining to various labor welfare fund

Unit : I Legislations Pertaining To Different Industries (20%) 20%

The Plantations Labor Act, 1951

The Mines Act,1952

The Shops and Establishments Law

The Working Journalists and other Newspaper Employees

(conditions of Service ) and Miscellaneous Provisions Act, 1955

Unit : II Legislations Pertaining To Labor Employment 20%

The child labor (prohibition and regulation) Act,1986

Bonded labor system (abolition) Act,1

Unit : III Legislations Pertaining To Industrial Conflict and Labor Welfare 20%

The Bombay industrial relations act,1946

Non statutory bodies for conflict resolution

Concept and sources of labor welfare funds

Mica Mines Labor Welfare Funds Act,1946

Iron Ore, Manganese Ore, And Chrome Ore Mines Labor

Welfare Funds Act,1976

Limestone And Dolomite Mines Labor Welfare Fund Act,1972

Beedi Workers Welfare Funds Act,1976

Cine Workers Welfare Fund Act,1981

Unit IV Other Labor Legislations

The Employment Exchanges (Compulsory Notification of

Vacancies) Act, 1959

The Apprentices Act, 1961

Employers Liability Act

20%

Unit V Case Study

Conflict resolution through Non Statutory Machineries

Bombay Industrial Relations Act

20%

References :-

1) C. B. Mamoria and Gankar: Dynamics of Industrial Relations.

2) S. P. Jain: Industrial Labor Laws

Page 33 of 37

ELECTIVE COURSE

PA04ESHR23 Strategic Management Credits : 3

Learner Objectives

Unit : I INTRODUCTION TO STRATEGIC MANAGEMENT 20%

Definition, Nature, Scope of Strategic Management

Process Of Strategic Management

Importance Of Strategic Management

Strategic Framework

Unit : II STRATEGY FORMULATION 20%

Characteristics of environment appraisal

Environmental sectrors

Methods and techniques for organizational appraisal

Unit : III BUSSINESS LEVEL STRATEGIES 20%

Cost & Differentiation

Tactics For Business StrategIes

Business strategies for industry life cycle

Business strategy & digitalisation

Unit IV CORPORATE LEVEL STRATEGIES 20%

Expansion Strategies

Stability Strategies,

Retrenchment Strategies

Combination Strategies

Unit V STRATEGIC EVALUATION AND CONTROL 20%

Evaluation techniques for strategic control

Case study of strategic management

Page 34 of 37

PA04ESHR26 Project Management Credits : 3

Learner Objectives

Unit : I PROJECT FORMATION AND APPRAISAL 25%

Project Management - An Overview

Feasibility & Technical Analysis

Market and Demand Analysis

Economic and Financial Analysis

Formulation of Detailed Project Reports

Unit : II PROJECT PLANNING AND SCHEDULING 25%

Planning Time Scales — Network Analysis

Material and Equipment

Human Resource

Project Costing and Financing

Project Organisation

Unit : III IMPLEMENTATION AND CONTROL 25%

Project Management Information System

Material and Equipment

Human Resource

Financial Aspects

Unit IV PROJECT COMPLETION AND EVALUATION 25%

Integrated Project Management Control System

Managing Transition from Project to Operations

Project Review

Reference :

1. Project Management: A Systems Approach to Planning,

Scheduling, and Controlling, 7th Edition by Harold Kerzner

2. Breakthrough Technology Project Management (E-Business

Solutions) by Bennet P. Lientz

3. Applied Project Management: Best Practices on Implementation

by Harold Kerzner

4. Effective Project Management, 2nd Edition by Robert K. Wysocki

5. Planning, Performing, and Controlling Projects: Principles and

Applications (2nd Edition) by Robert B. Angus

Page 35 of 37

PA04ESHR25 HRM in International Settings Credits : 3

Learner Objectives 1) To understand internationalization of human resource management

2) To understand hr management practices at global level

3) To understand employment laws and labor standards in various countries

Unit : I The Internationalization of Human Resource Management 20%

The Drivers of the Internationalization of Business

The Growth and Spread of Internationalization

Different Settings of International Human Resource Management

The Development of International Human Resource

Management

Unit : II Design and Structure of the Multinational Enterprise 20%

International Organizational Design and Structure:

Designing the Multinational Enterprise

International Organizational Structure Choices

IHRM and International Organizational Design and Structure

Formal Structure and Beyond

Unit : III International Mergers and Acquisitions, Joint Ventures and

Alliances

20%

International Combinations: An Introduction

IHRM and International Mergers and Acquisitions

IHRM and International Joint Ventures

IHRM and International Alliances

Unit IV International Employment Law, Labor Standards and Ethics and

comparative IHRM

20%

The Institutional Legal Context of International Business (IB)

Establishment of Labor Standards by International Institutions

The Global Legal and Regulatory Context of MNEs

Comparative Law

The International Framework of Ethics and Labor Standards

Comparative IHRM

HRM Issues in Europe

HRM Issues in North America

HRM Issues in Asia

Unit V Case Study 20%

Case 1.1: Capitalizing on Complexity: Insights from the 2010

IBM Global Chief Executive Officer Study (US)

Case 1.2: Harry Ramsden’s goes International (UK)

Case 4.1: Comex Group: A Mexican Firm goes International

(Mexico)

Case 4.2: BCE’s Acquisition of Teleglobe International (Canada)

Case 14.1: Performance Evaluations at Indian OQT-

Pharmaceuticals(India)

Case 14.2: The Impact of HR on Innovation: A Six-Country

Comparison (Global

References International Human Resource Management Policies and

Practices for Multinational Enterprises 4th Edition Dennis

Briscoe Randall Schuler Ibraiz Tarique

Page 36 of 37

PA04ESHR28 Organizational Effectiveness & Change Credits : 3

Learner Objectives

Unit : I Organisational Effectives 20%

Definitions and Meanings

Characteristics

Models of Organisational Effectiveness

Unit : II Organisational Climate and Culture 20%

Definitions and Meanings

Characteristics of Organisational climate and culture

Differences and Similarities

Unit : III An overview of concept of organisational change

effectiveness and developments

20%

Unit IV Power and Politics : The process of empowerment 20%

Unit V Organisational learning : Creativity and Innovations 20%

Page 37 of 37

PA04ESHR24 Competency Mapping and Career Development Credits : 3

Learner Objectives To appreciate the importance of career strategies in a rapidly changing environment

To develop an awareness of various career orientations and strategies of individual career

planning

To develop an understanding in designing appropriate of competency mapping &

organizational development

Unit : I History & Origin of competency – KSA v/s Competency

Reasons for Popularity of competency – Competency & EVA,

Views Against Competency – Definitions Confusion about

Competency

20%

Unit : II Components of Competency 20%

Skill, Knowledge & Motive – Trait & Self – Concept, Iceferg

Model of Competency – Operant & Respondent Traits of

Competency, Competency models – Causes for Resistance and

Recommended Actions to Address – Delphi Technique

Competencies & Generic Indicators – 360 Degree Feedback –

HR Generic Competency Model – Supervisory Generic

Competency Model

Unit : III Competency Categories 20%

Threshold Competencies – Differentiating Competencies –

Generic or Key Competencies – Functional or Technical

Competencies – Leadership or Managerial Competencies, steps

in Developing Competency Model – Determining the objective

& scope – Clarifying implementation Goals & Standards – Crate

an Action Plan – Define Performance, Effectiveness Criteria –

Identify a Criterion Sample – Date Gathering & interim

competency Model – Finalize & Validate Competency Model

Unit IV Career Development 20%

Theoretical Foundations, Objectives ,Definition of Career

Development, Process of Career Planning

Reasonability for Career Planning & Career Development

Methods of Career development (Management) Competency

Approach to Development, Career Paths, Career Transition,

Competency Approach to Development

Unit V Innovative Employer Career Initiatives 20%

Different methods used by employer to enhance employee

career, Special issues in career development, Mentoring for

Employee Development Reference books :

Calvin S, Theories of Personality, Hall Et AI, Wiley Publication

John. W. Newstrom and Keith Davis Tata, Organizational Behavior –

Human Behavior at work, McGraw Hill, 1/e2003

Robert N Lussier, Human Relations in organizations, 6th edition,

McGrarw Hill Education

Stephen Robbins, Training in Interpersonal Skills – tips for managing

people at work, Et al, person, PHI

Udai Parek, Understanding OB, Oxford University Press

Whetten & Cameron, Development Management Skills, 7th Ed.

Pearson, PHI

Documents

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