Human Resource Management. PDF

GMSI309: Human Resource Management

Semester - II

PGDBM

Module Handbook: 2013

Module Leader: Seema Bhatt

Email: [email protected]

Phone Extn: 3113

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Contents

Module Objectives: ............................................................................................................ 3

Educational Aims .............................................................................................................. 4

Learning Outcomes ............................................................................................................ 4

Contact hours: ................................................................................................................... 5

Assessment structure: ......................................................................................................... 6

Week 01: Introduction to Human Resource Management ....................................................... 9

Week 02: The Context of Human Resource Management ....................................................... 9

Week 03: Strategic Human Resource Management and HR Scorecard................................... 10

Week 04 Job Analysis ...................................................................................................... 10

Week 05: Human Resource Planning and Recruitment......................................................... 11

Week 06: Employee Testing and Selection ......................................................................... 11

Week 07: Interviewing Candidates .................................................................................... 11

Week 08: Training and Development ................................................................................. 12

Week 09: Performance Management and Appraisal ............................................................. 12

Week 10: Managing Careers, Submission of Assignment 1 .................................................. 13

Week 11: Establishing Strategic Pay Plans ......................................................................... 13

Week 12: Pay for Performance and Financial Incentives ...................................................... 13

Week 13: Employee Relations ........................................................................................... 14

Week 14: Managing Global Human Resources ................................................................... 14

Week 15: Exam Support, Submission of Assignment II ....................................................... 15

Grade Descriptors ............................................................................................................ 15

Regulations ..................................................................................................................... 16

Using unfair means in assessments .................................................................................... 18

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Module Objectives: This module is essential to anyone planning a career in management. The module covers all key elements of personnel and development in the main areas of resourcing, development, relations, and reward. The module provides knowledge, understanding, and skills for all future managers to: give informed advice and solutions at the workplace and establish level; contribute to improvements in organisational performance; undertake basic human resources processes across the board.

The module defines the theoretical approaches to Personnel and Human Resource Management and considers the current context for practitioners * Human Resource Management: An introduction and the context, Strategic HRM, HR Models,

differences between HRM and Personnel Management * Human Resourcing; Job Evaluation, HR planning, HR Scorecard

* Recruitment and Selection- Internal and External sources of recruitment, techniques of

selection. * Performance management- Managing appraisals, techniques, biases * Learning and Development; Training and Development, needs analysis, training process,

techniques, use of internet in training.

* Reward- equity issues, compensation, incentives and benefits

* Employee Relations- Employee involvement and Participation

* A brief introduction to International HRM

Select Bibliography:

1. Dessler, G. and Varkkey, B. (2011), Human Resource and Personnel Management, New

Delhi, Prentice Hall. Core Text Book.

2. Aswatthappa, K. (2010), Human Resource and Personnel Management, Tata McGraw

Hill. 3. Bratton, J. and Gold, J. (2010) Human resource Management: Theory and Practice,

Palgrave Macmillan. 4. Kaplan, R.S. and Norton D.P. (1992) The balanced scorecard: Measures that drive

performance, Harvard Business Review, 83:7/8, 172-180. 5. Marchington, M. And Wilkinson A. (2004 2nd Edition) People Management And

Development: Human Resource Management At Work, Cipd Publications 6. Rao T.V. (2006) Reading in Human Resource Development, Oxford and IBH. 7. Redman, T. And Wilkinson, A. (2001), Contemporary Human Resource

Management, Pearson Education. 8. Rubery, J. And Grimshaw, D. (2003) The Organization Of Employment, Palgrave. 9. Storey, J (Ed.) (2007) 'Human Resource Management: a critical text, 3rd edition',

London, International Thomson. 10. Torrington, D., Hall, L. and Taylor, S. (2005) Human Resource Management, Prentice

Hall.

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Educational Aims

Subject Specific: Knowledge, Understanding and Skills:

By the end of this module, students will be able to:

Distinguish between the concepts and techniques of the essential elements of Human

Resource Management

recognise of contemporary HR concerns.

Understand of role and activities of Personnel and Human Resource Management in

organisations.

Appraise the relevance of HRM theory in real life and vice versa

General: Knowledge, Understanding and Skills:

By the end of this module, students will be able to:

Recognize the coordination required with other organization departments in

implementing HR policies.

Be able to interpret for own career development a range of HRM issues like selection,

performance appraisal, training, etc.

Apply their knowledge to practical tasks as part of their learning process.

Critique theoretical models and constructs.

Learning Outcomes

Subject Specific: Knowledge, Understanding and Skills:

On successful completion of this module students will be able to:

To identify the significance of effective planning and utilisation of human resources in

the delivery of organisational and business objectives.

To identify the changing/dynamic institutional, professional framework within which

personnel and HR practitioners are required to work

To understand and apply best practice in a range of core personnel and HRM activities.

To examine the ways in which effective personnel and HRM policies can be put into

practice, including the use of information and control systems using computerised and

other information systems.

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General: Knowledge, Understanding and Skills:

On successful completion of this module students will be able to:

To gain knowledge of how human resource and personnel management can contribute to

the effective management of people, and the achievement of an organisation’s goals

To develop an understanding of how knowledge translates into good human resource and

personnel practices, which will further add value to an organisation's products or services

To develop a basic level of competence in a range of Personnel and HR activities e.g. HR

Planning, Recruitment and Selection, Training and Development, Performance

Management, Reward, Employee Participation and Involvement.

Develop reflective skills by applying theory to personal career development. (taught (T); practiced (P); assessed (A))

Self Management P

Problem Solving

Research Skills

Communication (written) P A

Communication (oral) T P A

Team working T P A

IT Skills T P

Case study analysis P

Independent learning P

Model Formulation

Critical Thinking T P A

Contact hours:

45 hours – 15 Lecture and 15 Tutorials

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Assessment structure:

Assessment 1- (Weighting- 25%) - Case study Analysis and presentation (20%), Work progress

(The students are expected to meet the module leader and brief him/her of the progress of their

work week by week)-(5%) (Week 10)

10 minute presentation, 10 minute discussion

Assessment 2 – Individual Research Report (Weighting- 25%, 3000 words), (Week 15)

50% - End Term Exam (Duration- 2 hrs)

Assessments (detailed instructions):

Assignment 1- Group Assignment: Case Study Analysis and Presentation (20%

presentation, Work Progress (5%) (Week 10) Group Work

Please read the case in "Performance management at Bolts' convenience stores", Emerald

Emerging Markets Case Studies Collection, (2012), ISSN: 2045-0621, DOI (Permanent

URL): 10.1108/20450621211228419

Your presentation should focus on the following questions:

What are the major issues with the current performance appraisal system?

What are your recommendations towards installing a new performance appraisal system?

Instructions

All the groups have to use audio-visual aids for presentations.

The time limit for the presentation is 30 minutes; 20 minutes for presentations and 10

minutes for question and answer session.

The groups would be declared in the class in Week 3. Groups cannot be changed without

written permission from the Dean/Registrar.

Remember what you have read about groups? Groups go through various formation

stages.

In case there are issues with the working of the groups please try to manage them

professionally. However, if unable to do, please approach your module leader at an early

date.

Start working early so that you can deliver your best.

Your presentation has to be referenced.

Assessment would be based on understanding of theory as well as practical application.

The use of message board will be discussed in the seminar class every week.

If you do not participate in the weekly progress meetings activities we will call you

for a viva to assess your contribution to the group work. In this case you may get a mark

that is different from the group.

http://dx.doi.org/10.1108/20450621211228419

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If you are absent during the actual week 10 presentation, your case will be referred to

the exam office.

If we feel there is a need, we can call you for a viva to assess your contribution to the

group work. In this case you may get a mark that is different from the group.

All the group members have to actually present a part of the presentation.

Assignment II- Individual Report (25%), Week 15

1. Choose one company that operates in India and undertake secondary research to identify

HRM activities.

You may only use secondary sources in accessing information about this firm. You may

NOT make direct contact. The company information can be obtained via company

documents, websites and electronic data bases or through published case studies in journals,

books, reports etc.

2. Prepare a 3000 word report and answer the following questions:-

Part one: Evaluate the data you have collected against HRM literature and identify its

current approach to HRM.

Choose either Recruitment & Selection or Training & Development and discuss the

implications for that HRM activity that the firm should consider as part of any future

decision on the functioning of the firm.

It is essential that your report be clearly references relevant literature and theories and that you

are up to date on the guidance for referencing websites and company documents – if not ASK!

The bibliography should not be included in the word count.

End Semester Exam (50%, Exam Week)

Answer 2 unseen questions (Choice of 5 questions), two hours, closed-book. Each student is

allowed to bring one page (two sides of A4) HAND WRITTEN notes into the exam, no

photocopies please.

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Week Coverage

Week 1 Introduction to Human Resource Management

Week 2 The context of Human Resource Management

Week 3 Strategic Human Resource Management and HR Scorecard

Week 4 Job Analysis

Week 5 Human Resource Planning and Recruitment

Week 6 Employee Testing and Selection

Week 7 Giving Interviews/Interviewing Candidates

Week 8 Training and Development

Week 9 Performance Management and Appraisal

Week 10 Managing Careers, Submission of Assignment 1

Week 11 Establishing Strategic Pay Plans

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Week 12 Pay for Performance and Financial Incentives

Week 13 Employee relations

Week 14 Managing Global Human Resources

Week 15 Exam Support, Submission of Assignment II

Week 01: Introduction to Human Resource Management

Lecture outcomes

Explain what human resource management is and how it relates to the management

process.

Analyse the human resource responsibilities of line and staff (HR) managers.

Illustrate HR’s role in formulating and executing company strategy.

Understand why metrics and measurement are crucial to today’s HR managers.

Readings for Week 01

Chapter 1, Dessler, G. and Varkkey, B (2009) Human Resource Management, Pearson

Education.

Chapter 1, Aswatthappa, K. (2008) Human Resource and Personnel Management, Tata McGraw

Hill.

Seminar Week 01

A discussion on the assessment of the module

Week 02: The Context of Human Resource Management

Lecture outcomes

Become familiar with the changing, dynamic, institutional, professional and legal

framework, within which personnel and HR practitioners are required to work.

Understand the development of the major frameworks in the HRM

Analyse the strengths and weaknesses of the various HR models

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Chapter 1, Bratton, J. and Gold, J. (2003) Human Resource Management, Pearson Education.


Hill.

Week 02 Seminar

Groups discussion 1: what do staff want from the people management strategies, policies and

processes in their organisations?

Groups discussion 2: what do organisations want from its people and how should it management

strategies, policies and processes support this?

Week 03: Strategic Human Resource Management and HR Scorecard

Lecture outcomes

Analyse the steps in the strategic management process

Gain in dept understanding of competitive strategies

Explain what a strategy oriented human resource management system is and why it is

important

Understand the HR scorecard approach to creating human resource management systems



Education.

The New ROI, Return on Individual, available from http://hbswk.hbs.edu/archive/3648.html

Seminar Week 03

A closer look at the balanced scorecard.

Week 04 Job Analysis

Lecture outcomes

Discuss the nature of job analysis, including what it is an how it is used

An understanding of the methods of collecting job analysis information

Develop ability to write job descriptions

Develop ability to write job specifications



Education.


Hill.

Week 04 Seminar Using the theoretical concepts, write a job description for the job that you intend to take after

completing your PGDBM. Remember you will have to do that job!

http://hbswk.hbs.edu/archive/3648.html

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Week 05: Human Resource Planning and Recruitment

Lecture Outcomes

Explain the main techniques used in employment planning and forecasting

List and discuss the main outside sources of candidates

Effectively recruit job candidates

How to recruit a more diverse workforce



Education.


Hill.

Week 05 Seminar

Students are supposed to go out to the library and find out five news stories that relate to the real

life examples of human resource planning.

Week 06: Employee Testing and Selection

Lecture outcomes:

Develop an understanding of the concepts of reliability and validity in content of testing

and selection

Ethical and legal considerations in testing

Key issues in conducting background investigation

Readings for Week 06 Chapter 6, Dessler, G. and Varkkey, B (2009) Human Resource Management, Pearson

Education.


Hill.

Week 06 Seminar Case study

Week 07: Interviewing Candidates

Lecture outcomes

Understand the main types of selection interviews

Usefulness of interview as a selection technique

Elements of effective interviewing

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Education.

Week 07 Seminar Role Plays on conducting interviews

Week 08: Training and Development

Lecture outcomes

Develop an understanding of the basic training process

How to identify training requirements

Strengths and weaknesses of various training techniques



Education.


Hill.

Week 08 Seminar Using the theory from the lecture, in groups develop an orientation program for the new PGDBM

batch of GD Goenka

Week 09: Performance Management and Appraisal

Lecture outcomes:

Develop an understanding of the appraisal process

An understanding of the techniques of performance appraisal

Familiarity with the elements of an effective appraisal interview



Education.

Chapter 10, Aswatthappa, K. (2008) Human Resource and Personnel Management, Tata

McGraw Hill.

Week 09 Seminar Support for the Assignment 1

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Week 10: Managing Careers, Submission of Assignment 1

Lecture outcomes

Compare employers’ traditional and career planning oriented HR focuses

Analyse the employee’s, manager’s and employer’s career development roles

Important issues to consider when making promotion decisions



Education.

Week 10 Seminar

Assessed Student presentations

Week 11: Establishing Strategic Pay Plans

Lecture outcomes

Understanding of the basic factors in determining pay rates

Ability to understand the pricing of managerial and professional jobs

Analyse competency based pay and other trends



Education.


McGraw Hill.

Week 11 Seminar

Research the entry level basic salaries for the job that you wish to do after your PGDBM

Week 12: Pay for Performance and Financial Incentives

Lecture outcomes

Understanding the main incentives for individual employees

Pros and cons for incentives for salespeople

Appreciate the organisation wide variable pay plans

Incentives for executives



Education.

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Excessive executive pay- What is the solution, available from

http://hbswk.hbs.edu/item/6290.html

Week 12 Seminar

A student led discussion on the article Excessive executive pay- What is the solution, available

from http://hbswk.hbs.edu/item/6290.html

Week 13: Employee Relations

Lecture outcomes

Familiarity with the history of Indian labour movement

Role of unions, union drives and elections

Understanding of the grievance procedure



Education.


McGraw Hill.

Week 13 Seminar Case Study- Off side

Week 14: Managing Global Human Resources

Lecture outcomes

Appreciate the HR challenges of the global business

Form a viewpoint on the convergence vs. divergence debate

A basic understanding of international assignments

Develop a basic understanding of international training



Education.

Chapter 1, Harris H., Brewster C. and Sparrow P. (2003) International Human Resource

Management, CIPD

Week 14 Seminar Support for Assignment II



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Week 15: Exam Support, Submission of Assignment II Please submit the assignment II to the program office by 10.00 am.

Grade Descriptors:

Broad

Descriptor

Grade Primary verbal descriptors for attainment of intended

Learning Outcomes

Excellent

Above 80%

Below with particular strength

Exemplary range and depth of attainment of intended

learning outcomes, secured by discriminating command of a

comprehensive range of relevant materials and analyses, and

by deployment of considered judgement relating to key

issues, concepts and procedures

Above with some weakness

Good

70-79%


Conclusive attainment of virtually all intended learning

outcomes, clearly grounded on a close familiarity with a wide

range of supporting evidence, constructively utilised to reveal

appreciable depth of understanding


Satisfactory

60 - 69%


Clear attainment of most of the intended learning outcomes,

some more securely grasped than others, resting on a

circumscribed range of evidence and displaying a variable

depth of understanding


Weak

55-59%-

50-54%


Acceptable attainment of intended learning outcomes,

displaying a qualified familiarity with a minimally sufficient

range of relevant materials, and a grasp of the analytical

issues and concepts which is generally reasonable, albeit

insecure


Marginal fail

45-49%

Attainment deficient in respect of specific intended learning

outcomes, with mixed evidence as to the depth of knowledge

and weak deployment of arguments or deficient

manipulations

Fail

40-44%

Attainment of intended learning outcomes appreciably

deficient in critical respects, lacking secure basis in relevant

factual and analytical dimensions

Poor fail

30-40%

Attainment of intended learning outcomes appreciably

deficient in respect of nearly all intended learning outcomes,

with irrelevant use of materials and incomplete and flawed

explanation

Very poor

fail

Below 30% No convincing evidence of attainment of any intended

learning outcomes, such treatment of the subject as is in

evidence being directionless and fragmentary

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Regulations

Penalties for late submissions

Prior to the submission deadlines there are published procedures for the granting of

extensions.Work submitted after a deadline but within the time limit of an approved extension

shall not be subject to penalty. Work submitted late without an approved extension shall

normally bepenalised as follows:

Failure to submit by the published deadline without securing an agreed extension will result in an

automatic reduction of 10% points for up to three working days (72 hours) late and a mark of

0(non-submission) thereafter for the assessment, subject to any consideration of mitigating

circumstance.Extensions for medical reasons or extenuating circumstances must be agreed with

the Module Leader in advance of the deadline where possible and supported by medical evidence

where appropriate. Problems with printing and binding will not normally be accepted as valid

reasons for lateness.

Incomplete assessment and mitigating circumstances

Where an incomplete assessment may be the result of good cause, it will be the responsibility of

the student concerned to make the circumstances known to the Programme Office and to provide

appropriate evidence. Notification later than forty-eight hours after the examination, or after the

date at which submission of the work for assessment was due, will not normally be taken into

account unless acceptable circumstances have prevented the student from notifying the

Programme Office within this time.

Main Exams/Tests

If a student is medically unfit at the time of a written examination properly authorised medical

certificates must be presented to Programme Office in order for alternative arrangements to be

made. Without such documentation a fail will be recorded and any further examination will be

treated as a re-sit. (If you are unable to take any written exam/test assessment then the same must

be communicated, either by a telephone call or an email to the Programme Office, before the

commencement of the assessment followed by submission of medical documents within seven

days of the date of the exam/test.). A student who provides evidence of illness may be permitted

to be reassessed as a candidate of first sitting, in which case the restriction on marks shall not

apply. A student who fails an examination (taken along with the resit students) under these

conditions shall be permitted to resit in the next iteration of its examination only.

Resit Exams

Where a candidate is absent from a resit examination and presents no valid documented evidence

for the reason for absence, or the evidence does not constitute good cause, the fail mark from the

original examination shall stand. Where a candidate is absent from a resit examination but

provides a well-documented and acceptable case for the absence, he or she shall be offered a

further opportunity to resit in the next iteration of its examination (ie – in the following academic

year). Where a candidate is due to sit a substantial number of resit examinations (two or more

units) but

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fails to attend without explanation or good cause, they shall be assumed by the Student Registry

to have withdrawn from the Programme /University. The principles above also apply where the

reassessment is a coursework assignment that has either not been submitted or has been

submitted but not by the specified dates, as part of the reassessment, or first sitting requirement.

Attendance and Progress Monitoring

The Institute/University operates a progress monitoring system and will contact any student who

it considers is falling behind in his/her work. Our assessment is based on performance in tutorial

workshops, theory classes etc. Attendance is taken at lectures as well as workshops/seminars and

tutorials. If there is persistent non-attendance students will be contacted. To remain in good

standing a student needs to attend most of the compulsory elements (all lectures, tutorials and

workshops - 70% is the minimum), and submit most of the coursework (80% minimum).

Students who do not meet these criteria may find themselves referred to the Standing Academic

Committee, possibly with a recommendation that they should be excluded from the University.

A student's attendance record is maintained and recorded on the Universities central database

LUSI (Lancaster University Student Information). If you are absent for a good reason, the

Programme Office must be informed.Where you are absent from your studies for medical

reasons, documentary evidence must be provided within 7 days of the date of your first absence.

Any evidence presented beyond this period will not be considered as grounds for mitigation at

examination boards or other hearings.

FAQ's- What does this mean for me?

That you must keep your attendance up, there is a trend of absence vs. performance. Most of the

students with poor attendance tend to have a high failure rate - Students who have good

attendance seem to do a lot better! It seems obvious, but sometimes we may need to give you a

poke, it’s part of our job to look after your well being, you have paid to be here and learn and we

intend to teach you. If you are struggling or having any problems please do take these

opportunities to let us know. But don't panic if you miss the occasional lecture - we won't pounce

on you - just the persistent offenders!

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Using unfair means in assessments

All assessments are intended to determine your individual skills, abilities, understanding and

knowledge. Cheating is defined as obtaining an unfair academic advantage and any of you found

using any form of cheating, attempting to cheat or assisting someone else to cheat may be subject

to disciplinary action in accordance with the GDGWI’s Disciplinary Procedure. The Institute

takes this issue very seriously and you may be expelled or have your degree withheld for

cheating in assessments. If you are having difficulty with your work it is important to seek help

from your tutor rather than be tempted to use unfair means to gain marks. Do not risk losing your

degree and all the work you have done. GDGWI defines a number of different forms of cheating,

although any form of cheating is strictly forbidden. These are:

Submitting other people's work as your own - either with or without their knowledge.

This includes copying in examinations; using notes or unauthorised materials in

examinations

Impersonation - taking an assessment on behalf of or pretending to be another student, or

allowing another person to take an assessment on your behalf or pretend to be you

Plagiarism - taking or using another person's thoughts, writings or inventions as your

own. To avoid plagiarism you must make sure that quotations, from whatever source, are

clearly identified and attributed at the point where they occur in the text of your work by

using one of the standard conventions for referencing. It is not enough just to list sources

in a bibliography at the end of your essay or dissertation if you do not acknowledge the

actual quotations in the text. Neither is it acceptable to change some of the words or the

order of sentences if, by failing to acknowledge the source properly, you give the

impression that it is your own work.

Collusion - except where written instructions specify that work for assessment may be

produced jointly and submitted as the work of more than one student, you must not

collude with others to produce a piece of work jointly, copy or share another student's

work or lend your work to another student in the reasonable knowledge that some or all

of it will be copied.

Duplication - submitting work for assessment that is the same as, or broadly similar to,

work submitted earlier for academic credit, without acknowledgement of the previous

submission

Falsification - the invention of data, its alteration, its copying from any other source, or

otherwise obtaining it by unfair means, or inventing quotations and/or references.

Documents

Human Resource Management. PDF