T. A.

PAI MANAGEMENT INSTITUTE (TAPMI), MANIPAL

HUMAN RESOURCE MANAGEMENT
Programme: PGDM
Batch: 2019-2021
Term: 2
Course Name: Human Resource Management-HRM 5003

Credits: 3 (20 Sessions)

Course Instructors: Prof DP Kar (Core), Prof Maninder Singh (Core), Prof Ritu Gupta (Core),
and Prof Varun Elembilassery (Core)

PART 1
INTRODUCTION
If you open naukri.com, on any day you are likely to find 15 Lakh plus new jobs advertised. Other
job sites only add to this enigma. Ever since the emergence of globalization, knowledge economy
and dominance of technology driven services, the relative importance of factors of production (land,
labor and capital) has undergone a fundamental change in pecking order, putting Labor (call HR) as
the most important one. Its dynamism and ability to innovate and orchestrate change or desist
these, bestows on HR the unique distinction of being the irrefutable most significant factor of
competitive advantage. As a team leader or a CEO, you will chase this resource for ever to come.
This course is designed for will give you insights to prepare to leverage the vital human resource for
achieving competitive advantage.

COURSE OBJECTIVES (CO)

1. To evaluate the application of HR concept and tools in a case setting
2. To identify HR problems in the larger business context and develop suitable solutions to the
problem.

COURSE LEARNING OUTCOMES (CLO)

By virtue of the learning gained in this course, the student should be able to:
CLO 1 Apply concepts to analyse and critique HR systems in a given context (PLG 2)
CLO 2 Identify problems related to HR in a given business context and provide a suitable solution
(PLG 1)

1
 COURSE CONTENT
Following themes each of which generally corresponds to an objective given in the course outline.
There will be two preparatory sessions covering the OB-HR connection and revising how to write a
case analysis.
 HR and Strategy Linkage
 Human Resource Planning, Recruitment & Selection
 Learning & Development
 Performance Appraisal & Management
 Compensation Management
 Employee Separation
 Diversity & Global Mobility
 Dynamics of Management-labour relations
 Quantitative Issues in HR

PRESCRIBED TEXT BOOK

Dessler, G and B. Varkkey (2017). Human Resource Management (15/e). New Delhi: Pearson Education

OTHER READINGS AND REFERENCES

a. LIST OF CASES
Pertains to
S No Case Name
Session #
1 PowerTech India Redesigning Workforce composition 1
2 Accenture’s war for talent in India 5
3 Infosys: Peer Review at Board level 9
4 Janalakshmi Financial Services’ HR dilemma 10
5 Leadership Development at Goldman Sachs 12
6 The Expat Dilemma 17

b. ADDITIONAL READINGS
S No Reading Pertains to
Session #
1 Why People quit their Jobs 14
2 The Business Case for Commitment to Diversity 5&6
3 Diversity as a Strategy 5&6
4 Human Resource Accounting: Human Capital Management and 20
the Bottom Line
5 Improving Human Resources’ Analytical Literacy: Lessons from 20
Moneyball
Note: All sessions may not have additional reading. But you are encouraged to read
from EBSCO and other databases.

2
POLICY ON PLAGIARISM:

Plagiarism of any kind and to any extent would attract penalties. The assessment would be ‘zero’ for that
particular component, with no further opportunity to improve. Repetition of the offence would result in
failure in the subject.

ASSESSMENT SCHEME AND WEIGHTAGE:

{a} END-TERM

Duration
Evaluation Weightage (%) Open/close Book CLO Tested
(in minutes)

End-Term 40 120 Closed book PLG 1

Mid-Term 20 90 Closed book PLG 2

{b} OTHER ASSESSMENTS

Unit of
S. No. Evaluation Item Weight Time CLO
Evaluation
Participation/Contribution
1 Individual 10% Throughout the sessions NA
to the Learning Process
2 Case Submissions Group 10% Throughout the sessions NA

Quiz based on cases 1st Quiz after 8th Session and 2nd
3 Individual 10% NA
and reading material. Quiz after 16th Session

4 Project Presentations Group 10% Sessions 14-16 NA

*Note on project:
1. Study any one HR practice (Recruitment & selection, onboarding, L&D, Separation, Benefits program,
Performance management, Diversity management, Flexible work practices or policies, agile work
places, job crafting or enlargement, job rotation and lateral movements, career management policies
etc). Across (atleast) three similar organisations (from same industry type).
2. HR practice selected and organisations identified to be vetted by the Prof., you should finalize and send
it before the 4th session.
3. Presentation (max 6 slides) and report (less than 1000 words/3 pages) to be submitted before 13th
session. Duration of presentation is 10 minutes per group plus question answer 5 mins. Anyone not
sticking to time limit will get negative marks.

3
 PART 2: SESSION PLAN

Additional
Session Topic (s) Pedagogy Reading Reading &
References
Textbook Chapter 1
Case Case 1:
1 Introduction to HR
Discussion PowerTech India Redesigning
Workforce Composition

Case Textbook Chapter 3

2 Strategic HRM
Discussion

3 Job Analysis Exercise Textbook Chapter 4

4 Manpower Planning Exercise Textbook Chapter 5

Textbook Chapter 5 & 6

Case
5-6 Recruitment and Selection Case – 2: Accenture’s war for S No. 2 & 3
Discussion
talent in India

7 Onboarding and Placement Discussion Textbook Chapter 8

Textbook Chapter 9
Performance Management Case
8-9 Case- 3: Infosys Peer Review at
Discussion
Board Level
Textbook Chapter 11
Job Evaluation and
10-11 Exercise Case- 4: Janalaxmi Financial
Compensation Management
Services’ HR Dilemma
Textbook Chapter 8
Case
12-13 Learning and Development Case – 5: Leadership
Discussion
Development at Goldman Sachs
Case
14 Employee Separation Caselet to be shared in class S No.1
Discussion

15-16 Project Presentations

4
 Additional
Session Topic (s) Pedagogy Reading Reading &
References
Case Textbook Chapter 17
17 International HRM
Discussion Case – 6: The Expat Dilemma
Grievance and Grievance
Handling Communicating in crisis and the
Case
18-19 Dynamics of employer- role of a business leader:
Study
employee: Collective The case of Jet Airways
Representation
20 Interlinkages in HRM Discussion NA S No. 4 & 5

PLO AND PLG MAPPING FOR THE COURSE

Addressed by CLO
PLG# Programme Level Learning Goal Course? No.
(Yes / No)
Application of Fundamentals
PLG1 Traits: Demonstrate application of functional / conceptual Yes CLO 2
knowledge to business situations
Problem Identification and Solution
Traits: Demonstrate ability to identify a problem, critically CLO 1
PLG2 Yes
assess various alternatives and suggest appropriate
solution
Integrative Thinking
Traits: Demonstrate ability to identify inter-linkages among -
PLG3 No
functional areas within an enterprise and assess the impact
of external environment on its performance
Effective Communication
PLG4 Traits: Demonstrate proficiency in Oral and Written No -
Communication
Ethical Responsibility
PLG5 Traits: Demonstrate awareness and assess impact of No -
ethical behavior on business
Leadership
PLG6 Traits: Demonstrate capability to take leadership role in a No -
business situation

Faculty: DP Kar, Maninder Singh, Ritu Gupta, and Endorsed by: ___________________________
Varun Elembilassery
Signature & Date: ________________________
Signature & Date: ________________________