M. A.HUMAN RESOURCE MANAGEMENT

SYLLABUS - 2018

SCHOOL OF EXCELLENCEwith

CHOICE BASED CREDIT SYSTEM (CBCS)

SCHOOL OF MANAGEMENT STUDIESSt. JOSEPH'S COLLEGE (Autonomous)

Special Heritage Status Awarded by UGCAccredited at ‘A’ Grade (3rd cycle) by NAAC

College with Potential for Excellence Conferred by UGCDBT-STAR & DST-FIST Sponsored College

TIRUCHIRAPPALLI - 620 002, INDIA

32

SCHOOLS OF EXCELLENCE WITHCHOICE BASED CREDIT SYSTEM (CBCS)

POSTGRADUATE COURSES

St. Joseph’s College (Autonomous), a pioneer in higher education in India,strives to work towards the academic excellence. In this regard, it has initiatedthe implementation of five “Schools of Excellence” from the academic year2014-15, to standup to the challenges of the 21st century.Each School integrates related disciplines under one roof. The school systemallows the enhanced academic mobility and enriched employability of thestudents. At the same time this system preserves the identity, autonomyand uniqueness of every department and reinforces their efforts to bestudent centric in curriculum designing and skill imparting. These fiveschools will work concertedly to achieve and accomplish the followingobjectives.• Optimal utilization of resources both human and material for the academic

flexibility leading to excellence.• Students experience or enjoy their choice of courses and credits for their

horizontal mobility.• The existing curricular structure as specified by TANSCHE and other

higher educational institutions facilitate the Credit-Transfer Across theDisciplines (CTAD) - a uniqueness of the choice-based credit system.

• Human excellence in specialized areas• Thrust in internship and / or projects as a lead towards research and• The multi-discipline nature of the newly evolved structure (School System)

caters to the needs of stake-holders, especially the employers.

What is Credit system?Weightage to a course is given in relation to the hours assigned for thecourse. Generally, one hour per week has one credit. For viability andconformity to the guidelines credits are awarded irrespective of the teachinghours. The following Table shows the correlation between credits and hours.However, there could be some flexibility because of practical, field visits,tutorials and nature of project work.For PG courses, a student must earn a minimum of 110 credits as mentionedin the table below. The total number of minimum courses offered by adepartment are given in the course pattern.

POSTGRADUATE COURSE PATTERN ( June 2018 onwards)

Part Semester Specification No. of Hours Credits TotalCourses Credits

––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––I-IV Core Courses 84 68

Theory 12-14Practical 3-6

–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––

II Self-Paced Learning 1 - 2

1 ––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––– 81

III Interdisciplinary Core 1 6 5

–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––

IV Comprehensive Examination 1 - 2

Project Work 1 6 4––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––

2 I-III Core Electives 3 12 12 12

––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––II IDC (Soft Skills) 1 4 4

–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––

3 III IDC (WS) 1 4 4 12IDC (BS) 1 4 4

––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––

I Extra Credit Courses-1 (MOOC) 1 - (2)

4 –––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––

III Extra Credit Courses-2 (MOOC) 1 - (2) (4)

––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––5 IV Outreach Programme (SHEPHERD) 1 - 5 5

–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––– TOTAL 120 110

(+4 extracredits)

Note: IDC: Inter-Departmental Courses, BS: Between School, WS: Within School

However, there could be some flexibility because of practical, field visits,tutorials and nature of project work. For PG courses, a student must earn aminimum of 110 credits. The total number of courses offered by a departmentis given above.

Course PatternThe Post-Graduate degree course consists of five vital components. Theyare core course, core electives, IDCs, Extra credit courses, and the OutreachProgramme.

Core CoursesA core course is the course offered by the parent department related to themajor subjects, components like theories, practicals, Inter disciplinary core,self paced learning, comprehensive examination, Project work, field visits,library record and etc.

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Inter-disciplinary CoreInter-disciplinary Core should be shared by the various Departments ofevery School. This course should be opted by all the students belonging tothe particular school. Each department of the respective school shouldallocate themselves the schedule and the units of the course.

Core ElectiveThe core elective course is also offered by the parent department. Theobjective is to provide choice and flexibility within the department. Thereare three core electives. They are offered in different semesters according tothe choice of the school.

Extra Credit CoursesIn order to facilitate the students gaining extra credits, the extra credit coursesare given. According to the guidelines of UGC, the students are encouragedto avail this option of enriching by enrolling themselves in the MassiveOpen Online Courses (MOOC) provided by various portals such asSWAYAM, NPTEL etc.

Inter-Departmental Courses (IDC)IDC is an interdepartmental course offered by a department / School for thestudents belonging to other departments / school. The objective is to providemobility and flexibility outside the parent department / School. This isintroduced to make every course multi-disciplinary in nature. It is to bechosen from a list of courses offered by various departments.There are three IDCs. Among three, one is the Soft-Skill course offered bythe JASS in the II Semester for the students of all the Departments. Theother one is offered “With-in the school” (WS) and the third one is offered“Between the school” (BS). The IDCs are of application oriented and interdisciplinary in nature.

Subject Code FixationThe following code system (9 characters) is adopted for Post Graduatecourses:

Year of PG Code of Semester Specification Running number Revision the Dept of Part in the part

18 P## x x xx

18 PHR 1 1 01

For Example:MA - Human Resource Management, first semester ‘Dynamics of HumanResource Management’ The code of the paper is 18PHR1101. Thus, thesubject code is fixed for other subjects.

Specification of the PartI - Core Courses: (Theory, Practical, Self paced Learning, Inter-disciplinary

Core, Core, Comprehensive Examination, Project work)II - Core ElectivesIII - Inter Departmental Courses (WS, Soft Skill & BS)IV - Extra credit coursesV - Outreach Programme (Shepherd)EXAMINATIONContinuous Internal Assessment (CIA):

PG - Distribution of CIA Marks

Passing Minimum: 50 Marks

Library Referencing 5

3 Components 35

Mid-Semester Test 30

End-Semester Test 30

CIA 100

Mid-Semster & End-Semester TestsCentralised – Conducted by the office of Controller of Examinations

1. Mid-Semester Test & End-Semester Test: (2 Hours each); will haveObjective + Descriptive elements; with the existing question patternPART-A; PART-B; and PART-C

2. CIA Component III for UG & PG will be of 15 marks and compulsorilyobjective multiple choice question type.

3. The CIA Component III must be conducted by the department / facultyconcerned at a suitable computer centres.

4. The 10 marks of PART-A of Mid-Semester and End-Semester Tests willcomprise only: OBJECTIVE MULTIPLE CHOICE QUESTIONS; TRUE /FALSE; and FILL-IN BLANKS.

5. The number of hours for the 5 marks allotted for Library Referencing/work would be 30 hours per semester. The marks scored out of 5 will begiven to all the courses (Courses) of the Semester.

6. English Composition once a fortnight will form one of the componentsfor UG General English

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SEMESTER EXAMINATIONTesting with Objective and Descriptive questions

Part-A: Objective MCQs only (30 Marks)Answers are to be marked on OMR score-sheet. The OMR score-sheets willbe supplied along with the Main Answer Book. 40 minutes after the start ofthe examination the OMR score-sheets will be collectedPart-B & C: Descriptive (70 Marks)Part-B: 5 x 5 = 25 marks; inbuilt choice;Part-C: 3 x 15 = 45 marks; 3 out of 5 questions, open choice.

The Accounts Paper of Commerce will havePart-A: Objective = 25 marksPart-B: 25 x 3 = 75 marks

Duration of Examination must be rational; proportional to teaching hours90 minute-examination / 50 Marks for courses of 2/3 hours/week (all Part IVUG Courses) 3-hours examination for courses of 4-6 hours/week.

GRADING SYSTEM

1. GradingOnce the marks of the CIA and the end-semester examination for each of thecourses are available, they will be added. The marks thus obtained, will thenbe graded as per the scheme provided in the following Table-1.From the second semester onwards, the total performance within a semesterand the continuous performance starting from the first semester are indicatedby Semester Grade Point Average (GPA) and Cumulative Grade PointAverage (CGPA) respectively. These two are calculated by the followingformulae:

GPA = WAM (Weighted Averag Marks) =

where,

‘Ci’ is the Credit earned for the Course-i,

‘Gi’ is the Grade Point obtained by the student for the Course ‘i’,

‘M’ is the marks obtained for the course ‘i’, and‘n’ is the number of Courses Passed in that semester.

CGPA: Average GPA of all the Courses starting from the first semester tothe current semester.

2. Classification of Final Resultsi) The classification of final results shall be based on the CGPA, as

indicated in the following Table-2.ii) For the purpose of Classification of Final Results, the candidates who

earn the CGPA 9.00 and above shall be declared to have qualified for theDegree as ‘Outstanding’. Similarly, the candidates who earn the CGPAbetween 8.00 and 8.99, 7.00 and 7.99, 6.00 and 6.99, and 5.00 and 5.99shall be declared to have qualified for their Degree in the respectiveprogrammes as ‘Excellent’, ‘Very Good’, ‘Good’, and ‘Above Average’respectively.

iii) Absence from an examination shall not be taken as an attempt.

Table-1: Grading of the Courses

Table-2: Final Result

Credit based weighted Mark System is to be adopted for individual semestersand cumulative semesters in the column ‘Marks Secured’ (for 100).A Pass in Outreach Programme (SHEPHERD) will continue to be mandatoryalthough the marks will not count for the calculation of the CGPA.

Declaration of Result:Mr./Ms. ________________ has successfully completed the Post Graduatein ________________ programme. The candidate’s Cumulative Grade PointAverage (CGPA) is ___________ and the class secured _______________by completing the minimum of 110 credits.The candidate has also acquired __________ (if any) extra credits offeredby the parent department courses.

∑ 𝐶𝑖𝑀𝑖𝑛𝑖=1

∑ 𝐶𝑖𝑛𝑖=1

∑ 𝐶𝑖𝐺𝑖𝑛𝑖=1

∑ 𝐶𝑖𝑛𝑖=1

CGPA Classification of Final Results Corresponding Grade 9.00 and above O Outstanding 8.00 to 8.99 A+ Excellent 7.00 to 7.99 A Very Good 6.00 to 6.99 B+ Good 5.00 to 5.99 B Above Average Below 5.00 RA Re-appearance

Marks Range Grade Point Corresponding Grade 90 and above 10 O 80 and above but below 90 9 A+ 70 and above but below 80 8 A 60 and above but below 70 7 B+ 50 and above but below 60 6 B Below 50 NA RA

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M.A. HUMAN RESOURCE MANAGEMENT

Course Pattern - 2018 Set

Programme Outcomes (POs):1. Graduates are prepared to be creators of new knowledge leading to

innovation and entrepreneurship employable in various sectors suchas private, government, and research organizations.

2. Graduates are trained to evolve new technologies in their own discipline.3. Graduates are groomed to engage in lifelong learning process by

exploring their knowledge independently.4. Graduates are framed to design and conduct experiments /demos/create

models to analyze and interpret data.5. Graduates ought to have the ability of effectively communicating the

findings of Biological sciences incorporating with existing knowledge.

Programme Specific Outcomes (PSOs):1. Groomed with competency in knowledge, skills (Life, Communication

and Managerial) and attitude (Professional).2. Expert in HR functions and modern management techniques3. Enhanced knowledge in updated Labour Laws to face the Interviews

and Competitive Examinations.4. Sensitized in the changing scenario of social and industrial environment

and being competent to start new ventures (Entrepreneurs)5. Inclined to carry out research in several industrial avenues6. Proficient in heading the teams with appropriate leadership qualities7. Trained in the practical area of HR functions and practices through

Internship programme and Industrial Visits8. Efficient in sharing the equipped and enriched knowledge in various

fields of HR.

____

Sem Paper Code Title Hr Cr

I

18PHR1101 Dynamics of Human Resource Management 7 5 18PHR1102 Management Concepts and Functions 6 5 18PHR1103 Organizational Behaviour 7 5 18PHR1104 Managerial Economics 6 5 18PHR1201A Elective (WS): Knowledge Management

4 4 18PHR1201B Elective (WS): Human Resource Information System 18PHR1401 Extra Credit Course-I (2) Total for Semester - I 30 24

II

18PHR2105 Labour Laws - I 7 5 18PHR2106 Industrial Relations and Collective Bargaining 7 5 18PHR2107 Research Methodology 7 5 18PHR2108 Field Exposure I 1 2 18PHR2109 Talent Management - Self-paced Learning - 2 18PHR2202 Elective (WS): Managerial Effectiveness 4 4 18PSS2301 IDC-I: Soft Skills 4 4 Total for Semester - II 30 27

III

18PHR3110 Organisational Development 4 3 18PHR3111 Total Quality Management 4 3 18PHR3112 Labour laws-II 4 3 18PHR3113 Internship Training (Summer Placement) - 2 18SMS3101 Human Resource Management 6 5 18PHR3203 Elective (WS): Compensation Management 4 4 18PHR3301 IDC (WS): Organisational Behaviour 4 4 18PHR3302 IDC (BS): Counselling and Guidance 4 4 18PHR3402 Extra Credit Course-II

(2)

Total for Semester - III 30 28

IV

18PHR4114 Managerial Counselling 6 4 18PHR4115 Performance Management 6 5 18PHR4116 Corporate Social Responsibility 6 5 18PHR4117 Entrepreneurial Development 6 4 18PHR4118 Field Exposure II 2 2 18PHR4119 Comprehensive Examination - 2 18PHR4120 Project Work 4 4

Total for Semester - IV 30 26 18PCW4501 Outreach Programme (SHEPHERD) - 5

Total for Semesters - I to IV 120 110+(4)

* WS: Within School, BS: Between School, IDC: Interdisciplinary Course

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Semester I Hours/Week: 718PHR1101 Credits : 5

DYNAMICS OF HUMAN RESOURCE MANAGEMENT

Course Outcomes:1. Understand and apply key human resource management perspectives.2. Strengthen organizational effectiveness by applying job description,

human resource planning, recruiting and selection factors that meetcompany human resources requirements.

3. Develop processes and policies to ensure that organizations effectivelyencourage desired outcome.

4. Incorporate and articulate effective methods of training and developingemployees.

5. Recommend to organization management improvements resulting ineffective application of HRM processes

6. Align HRM processes to support strategic organizational goals.7. Develop self leadership strategies to enhance personal and professional

effectiveness.8. Application of terms and conceptual models to specific and especially

new contexts.

Unit-1: BASICS AND EVOLUTION OF HRM (12 hr)HRM: concepts, nature, objectives, policy. Versions: hard and soft. PM andHRM: similarities and dissimilarities. Evolution of HRM, contemporary HRMthoughts: Guest, Legge and Purcell. HRM critical appraisal: Reservations,contradictions, relevance and reactions. Current challenges of HRM androle of HRM in various sectors.

Unit-2: FUNCTIONS OF HRM (12 hr) HR department and HR Functions: Human Resource Planning, HumanResources Development, Compensation Management, PerformanceManagement, Employee Welfare, Industrial Relations, Legal Compliance andCorporate Social Responsibility.

Unit-3: COMPETENCY BASED HRM (12 hr)Competency: Concept, Types, Uses for key success and its coverage.Competency frameworks: meaning, objectives, importance and developmentof its framework. Role of HR manager in Merger and Acquisition Process.

Unit-4: STRATEGIC HRM & APPROACHES (12 hr)Concept: Strategic HRM; Aims Of Strategic HRM; Types of HR strategies,distinction between strategic HRM and HR strategies, Approaches toStrategic HRM, Methodology for strategy development; Role of HRM instrategy formulation, Implementation of Strategic HRM and Criteria for aneffective HR strategy.

Unit-5: INTERNATIONAL HRM CONCEPTS (12 hr)International HRM: concepts, features and issues. Types of employees:HCN, PCN, and TCN. Cultural dimension: Hofstede’s classification.Approaches of staffing: Ethnocentric, Geocentric, Polycentric; Repatriationand its process. International Performance Management and InternationalCompensation Management; case studies.

Textbooks:1. Pattanayak, Biswajeet, 2006, Human resource management, Prentice-

hall of India Pvt Ltd. New Delhi2. Prasad L.M, 1998, Human resource management, New Delhi, Sultan

Chand and Sons, (Unit 1- Chapter 6) (Unit 2- Chapter 5and 7) (Unit 3-Chapter 8,9 and 10) (Unit 4- Chapter 11,15 and 25)

3. Ghosh.P.K, Strategic planning and management, New Delhi, SultanChand and Sons, 1996 (Unit 1- Chapter 1) (Unit 5- Chapter 16 and 17)

4. Amstrong Michael, 2009 “A Hand book on Human ResourceManagement”, Kogan Page Limited, Oxford University Press. (Unit–III- Chapter -3) and Devanesan P.2009, Dynamics of Human ResourceManagement, PG and Research Department of HRM. Trichy

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Semester I Hours/Week: 618PHR1102 Credits : 5

MANAGEMENT CONCEPTS & FUNCTIONS

Course Outcomes:1. Learnt the basic concept of Management2. Having focused on managerial and operative functions.3. utilized these concepts in various decisive functions of an organization.4. Having learnt the effectiveness of management control system.5. Trained to develop their leadership qualities to fulfill the expectations

of the organisation.6. Inspired by the management scholars through learning their history.7. Understood the harmony relationship between Line and Staff.8. Having learnt to implement the management functions in their day to

day life to reach their destination.

Unit-1: CONCEPTS OF MANAGEMENT, EVOLUTION & APPROACHES(12 hr)

Management- definition, nature, functions, roles and skills. Distinctionbetween Management and Administration. Principles of Management

Unit 2: DEVELOPMENT OF MANAGEMENT THOUGHT (12 hr)Taylor and Scientific Management, Principles of Scientific Management.Contributions of Fayol, Barnard and social systems theory, contributions ofHerbert Simon, Contributions of Peter Drucker, contributions of Behaviouralscientists, contributions of systems scientists.

Unit-3: PLANNING & ORGANIZING (12 hr)Planning: Meaning, purpose, steps, types and importance; Decision Making:concept, process, models and decision trees. Organizing: Organizationalstructure, line and staff relationships, departmentalization, span ofmanagement, centralization and decentralization, delegation. Managerialcommunication: process, types, barriers to effective communication.

Unit-4: DIRECTING & COORDINATING (12 hr)Direction: meaning, principles and techniques. Supervision: definition,functions, importance and effectiveness. Coordination: concept, types,techniques, and essentials, .

Unit-5: CONTROLLING (12 hr)Control: meaning, steps, areas, resistance. Effective managerial control

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system; Techniques of control: Benchmarking, budgetary, quality, inventory.Management Audit and Human Resource Accounting.

Text Book:1. Prasad, L.M (2012), Principles and Practice of Management, New Delhi,

Sultan Chand and Sons.(Unit - I: chapter 1 and 3; Unit -II: chapter 4, 11, 12 and 26; Unit-III:chapter 22 and 16; Unit-IV: chapter 24 and 25; Unit-V: chapter 27 and 28)

Reference Books:1. Stoner & Freeman (2002), Management, New Delhi, PHI

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Semester I Hours/Week: 718PHR1103 Credits : 5

ORGANISATIONAL BEHAVIOUR

Course Outcomes:1. Understand organisational behavioural issues in the context of

organisational behaviour theories, models and concepts.2. Analyse the behaviour of individuals and groups in organisations in

terms of the key factors like that influence organisational behaviour.3. Assess the potential effects of organisationallevel factors (such as

structure, culture and change) on organisational behaviour.4. Discuss attitude measurement and job satisfaction characteristics.5. Summarize and discuss perceptions, learning, individual decision and

motivation theories.6. Identify the processes used in developing communication and resolving

conflicts.7. Understand group dynamics and demonstrate skills required for working

in groups (team building).8. Able to explain change management and describe its dimensions and

discuss the implementation of organizational change.

Unit-1: INTRODUCTION AND EVOLUTION (12 hr)Organisational Behaviour – Concept, meaning, nature, objectives,approaches, S-O-B-C Models, Models of OB. Historical development of OB– Hawthorne Experiments. Global scenario of Organisational Behaviour -Organisational Design - Organisational Climate – Meaning, importance, anddeterminants – Work Life Integration.

Unit-2: BEHAVIOUR DETERMINANTS (12 hr)Personality – concept, meaning, determinants. Perception – meaning, factors,process, Difference between perception and sensation, Learning – meaning,Difference between Learning and Maturation. Motivational Theories:Content, Contextual and Contemporary theories. Job Satisfaction – Meaningand Determinants

UNIT-3: BEHAVIOUR MODIFICATION (12 hr)B.M: Concept, meaning, application and importance. Stress: Sources andCauses, Stress Management. Fatigue: Sources, Causes and management.Work Place Happiness, Values, Attitudes. Conflict: meaning, types, modelsand resolution strategy

Unit-4: ORGANISATIONAL TEAM DYNAMICS (12 hr)Team: Types, development, norms, roles and cohesiveness. Team building:Process, types, managing team process. Team resource, Roles andResponsibilities. Self Identity Team skills, Group working Process,Management influencing skills - Leadership – importance, types and theories.

Unit-5: ORGANISATIONAL CHANGE (12 Hr)Challenges of change – Pressures for change, types of change, approaches.Resistance to change – individual, group and organizational. OvercomingResistance. Promoting change – interpersonal, team and organizationalmethods.

Text Books:1. Davis & Newstrom,(1985) Organisational Behaviour, New Delhi,

McGraw Hill Publishers, (Unit 2) Chapter – 2.2. Fred Luthans (1985). Organisational Behaviour, New Delhi. Mcgraw

Hill Publishers, (Unit 3) Chapter – 3,4,53. Prasad L.M.(2000) Organisational Behaviour, New Delhi, Sultan Chand

& Sons, (Unit 1 & 5) Chapter- 1, 10, 114. Stephen Robins (1988). Organisational Behaviour , New Delhi, Prentice

hall of India, (Unit 4) Chapter – 5,7,94.5. Steven L Mcshane, Mary Ann Von Glinow, Radha R Sharma,

Organisational Behaviour: Emerging Knowledge and Practice for theReal World, TMH.(Unit V)

Reference Book:1. Uma Sekaran (1986), Organisational Behaviour, New Delhi, Tata McGraw

Hill.

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Semester I Hours/Week: 618PHR1104 Credits : 5

MANAGERIAL ECONOMICS

Course Outcomes:1. Groomed with vibrant knowledge of basic economics and their

managerial implication in human resources.2. Being familiar with the fundamental concepts of managerial economics

and nurtured with the skill to apply them in industrial avenues.3. Enhanced knowledge in the areas of demand, supply, pricing, input-

output functions and Indian economic policies to succeed competitive/ professional examinations.

4. Efficient enough to proceed research studies in the field of economy tosupport the emerging needs of industrial culture.

5. Proficient in heading teams for decision making through the applicationof new economic policies of India.

6. Sensitized with the changing spirit of the industrial environment andcompetent to venture into new business enterprise based on the neweconomic principles and policies.

7. Efficient to share the enriched skills and knowledge in managerialeconomics with the concerned people/professionals.

8. Trained with the practical aspects of managerial economics throughHRM department and business expert interface.

Unit-1: INTRODUCTION & BASIC CONCEPTS (12 hr)Meaning and scope of managerial economics - fundamental concepts -scarcity, Marginalism, opportunity cost - discounting - risk and uncertainty- profits - optimization.

Unit-2: DEMAND CONCEPTS (12 hr)Demand and Supply Demand decisions - Demand concepts - demand analysis- demand elasticity , demand distinction and demand estimates and demandforecasting. Supply analysis- law of supply, elasticity of supply.

Unit-3: INPUT AND OUTPUT FUNCTIONS (12 hr)Input and output decisions - law of variable proportion - ISO quants - optimalproduct mix - cost and revenue functions - BEP and its applications.

Unit-4: PRICING (12 hr)Price and output decisions - market environment - price and outputdetermination - pricing under perfect and imperfect competition - pricing

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strategies and tactics. Price forecasting- nature of commodity, characteristicsof price changes.

Unit-5: RECENT ECONOMIC POLICIES & INDIAN ECONOMY (12 hr)The new economic policy of 1991- The concepts of Liberalisation,Globalisation and Privatization – Balance of payment – GATT - WTO –intellectual property. India’s trade policy and foreign exchange managementin India.

Textbook1. Varshney and Maheswari, 1999, Managerial Economics, New Delhi:

Sultan Chand and sons, [Unit - I: chapter 1,2,25 & 32] [Unit -II : chapter4, 5, 6 & 7] [Unit – III: chapter 8, 9, 28, 30 & 36] [Unit – IV: chapter14,16,19,20,21,22,23 & 24]

2. Unit-V – any general book

References1. Webb,S.C., 1976, Managerial Economics, Houghton Miflin,2. Varshney and Maheswari, 1999, Managerial Economics, New Delhi:

Sultan chand and sons .3. Habib-Ur-Rehman, 1988, Managerial Economics, New Delhi: Himalaya

Publishing House.4. Dutt and Sundaram, 2004, Indian Economy, New Delhi: Sultan Chand

Co.

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Semester I Hours/Week: 418PHR1201A Credits : 4

Elective (WS):KNOWLEDGE MANAGEMENT

Course Outcomes:1. Define and discuss the key components of knowledge management

infrastructure and demonstrate a thorough understanding of differenttypes of knowledge assets in an organisation.

2. Explain the key theories and models of knowledge managementarchitecture.

3. Critically apply theory to organizations in order to identify and justifyeffective knowledge management strategies and activities.

4. Reflect upon interactive knowledge sharing systems, culture and theirvalue to the organisation.

5. Define learning organisations and study the knowledge managementpractices in Indian Organisations.

6. Create opportunities for developing the individual knowledgecompetence towards organizational competence.

Unit-1: INTRODUCTION TO KM (12 hr)Knowledge Management: meaning, concept, objectives, need, importanceand scope. Knowledge as human resource - The paradigm shift: KnowledgeWorker, Knowledge Society, Knowledge enabled organization Buildingblocks of knowledge: Data, Information, Knowledge, Wisdom, Truth andthe Knowledge Continuum. KM: Distinction from Information Management,Knowledge Mapping, Intellectual Capital.KM: The social / organizational context, technology and human dimensions,benefits (individual / organizational / social).

Unit-2: KM ARCHITECTURE (12 Hr)KM architecture: Meaning, complexity, purpose - Ways of understandingKnowledge (types) Technical and Cognitive aspects – Types of KnowledgeManagement Cycle - Zack KM cycle (1996)- Bukowitz and Williams KMcycle (2003) - McElroy KM cycle (1999) - Wiig KM cycle (1993) - Knowledgeconversation / conversion / creation: The S-E-C-I modes - Knowledge SpiralDeveloping, securing, distributing and combining knowledge - Current KMdeficits in business organizations.

Unit-3: STRATEGIC KM (12 Hr)Defining strategy: Meaning, need - Organizational strategy: Internal andexternal environmental factors - Knowledge as strategy and strategic KM,the two thrusts of strategic KM. Knowledge Leadership: Views of PeterSenge and Peter Drucker. The Seven Strategic Levers, Creating successfulknowledge strategies on organizations. KM in practice.

Unit-4: KNOWLEDGE SHARING (12 Hr)Knowledge sharing: Meaning, need, importance - A critical human behavior- An interactive system: Context, structure, roles, processes, culture, -Guidance for knowledge sharing - Measurement of knowledge sharingbehavior - Knowledge sharing practices - Barriers to knowledge sharing -Knowledge sharing skills.

Unit-5: KNOWLEDGE COMPETENT ORGANISATION (12 Hr)Major areas of organizational competence - Knowledge as the primary sourceof organizational effectiveness - Knowledge functions of organization - KMprocesses in organizations - Conditions for organizational knowledgecreation - The Five Phase Model of organizational knowledge - Challengesin organizational KM - Learning Organizations: Views of Peter Senge (TheFifth Discipline). KM experience of Indian companies - Case studies

Text Books:1. Devanesan, P. (2009) Knowledge Management, Department of HRM

Publication, St. Joseph’s College, Tiruchirapalli [Units: 1 to 5]2. Pattanayak, B. (2005) Human Resource Management, Prentice-Hall of

India, New Delhi (Chapter 20 Knowledge Creation and Management)[Units 2 & 5]

Reference Books:1. Amrit, Tiwana (2001) The Essential Guide to Knowledge Management,

Pearson Education2. Amrit, Tiwana (2000) The Knowledge Management Tool Kit, Pearson

Education3. Dixon, N. M. (2000). Common knowledge: How companies thrive by

sharing what they know, Boston, Mass: Harvard Business School Press.4. Kimiz Dalkir, (2013) Knowledge Management in Theory and Practice,

Routledge.

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Semester I Hours/Week: 418PHR1201B Credits : 4

Elective (WS):HUMAN RESOURCE INFORMATION SYSTEM

Course Outcomes:1. Understood the nature of and the need for IT enabled managerial

practices.2. Learnt to integrate and strike a balance between the human and technical

aspects of effective HRM practices.3. Explored the students with practical knowledge in computerized HR

Accounting.4. Trained the students to utilize the computerized system in maintaining

the records for all the HR functions.5. Having challenged for the forecasting innovative techniques in HR

functions like Pay roll packages.6. Changed the traditional information system into modern techniques

like Paperless HR office.

Unit-1: INTRODUCTION TO INFORMATION SYSTEM (12 Hr)Introduction to information system – Establishing the framework – Businessmodels – Information system architecture – Evolution of information system– Modern Information System – System Development Life cycle – StructuredMethodologies – Designing computer based methods, procedure, control –Designing structured programmes.

Unit-2: PROJECT MANAGEMENT (12 Hr)Modern Project Management – Organisation Strategy – Project Selection –Defining the project – Managing risks – Leadership – Overview ofInternational projects.

Unit-3: HUMAN CAPITAL ACCOUNTING (12 Hr)Human capital Accounting: Measuring human resource strength – Skillsmeasurement – Matching project requirements – Measuring cost –Accounting, Flexi hours – Flexi office employment, Compensationaccounting.

Unit-4: SYSTEM UTILITY (12 Hr)Systems: Systems for Leave Accounting, Pay roll, LTC, Incentives, WelfareMeasures, Career growth monitoring, Performance Appraisal and Statuaryrequirements.

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Unit-5: CHANGING HR SYSTEMS (12 Hr)Changing world of HR, Integration of HR System, Paperless office andOutsourcing of HR

Text books:1. Kenneth C. Laudon and Jane Price Laidon,(2002) “ Management

Information Systems – Managing the Digital Firm”, New Delhi, PearsonEducation, Asia, (Unit I)

2. Clifford F, Gray and Erik W. Larson, “Project Management – TheManagerial Process”, New DelhiMcGraw Hill International Edition

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Semester II Hours/Week: 718PHR2105 Credits : 5

LABOUR LAWS - I

Course Outcomes:1. Competent with updated knowledge in various spheres of Indian Labour

Legislation.2. Efficient enough to face competitive exams with the necessary inputs

in labour laws.3. Proficient to carry research in the labour laws pertaining to industrial

environment.4. Potential to discuss with teams on latest labour legislation in India.5. Enriched with practical applications of labour laws at various areas of

Industrial culture.6. Sensitized with the changes in the industrial and social environment

and capable of applying the updated laws according to the need.7. Efficient to share the enriched knowledge in labour laws with the

concerned people.8. Expert in integrating labour legislation with developments among human

resources in industrial avenues

UNIT-I: BASIC CONCEPTSDefinition, Meaning and Concept of employment – Significance of labour –Need for Labour Laws – Nature – Historical perspectives – IndustrialRevolution – Labour welfare – Nature, Scope, Sources and Principles ofLabour Laws – Provisions in the Constitution of India – Concept and purposeof International Labour Laws – The ILO – Organs of the ILO – Conventions– India and the ILO.

UNIT-II: HEALTH, SAFETY & WELFAREThe Boilers Act,1923 – The Factories Act,1948 –The Plantations LabourAct,1951 – The Mines Act,1952 – The Motor Transport Workers Act,1961 –The Bonded Labour System (Abolition) Act,1976 – The UnorganisedWorkers’ Social Security Act, 2008.

UNIT-III: SOCIAL SECURITYThe Employees’ State Insurance Act,1948 – The Employees Provident Fundand Miscellaneous Provisions Act,1952 – The Employment Exchanges(Compulsory Notification of Vacancies) Act,1959 – The Contract Labour(Regulation & Abolition) Act,1970 – The Payment of Subsistence AllowanceAct,1988 – The Public Liability Insurance Act,1991.

UNIT-IV: WAGES & BONUSThe Payment of Wages Act,1936 – The Minimum Wages Act,1948 – ThePayment of Bonus Act,1965 – The Payment of Gratuity Act,1972 – TheEqual Remuneration Act,1976.

UNIT-V: TAMILNADU STATE LAWSThe Tamilnadu Shops and Establishments Act,1947 – The TamilnaduIndustrial Establishments (National & Festival Holidays) Act,1958 – TheTamilnadu Industrial Establishments (Conferment of Permanent Status toWorkmen) Act,1981 – The Tamilnadu Control of Industrial Major AccidentHazards Rules,1994.

Text Books:1. Shrivastava, S. C. (2002). Industrial Relations & Labour laws, Mumbai,

Vikas Publications2. Kapoor, N. D. (2003). Hand book of Industrial law, New Delhi, Sultan

Chand and Sons,Unit-I: chapter: 6 and 7 (Shrivastava, Industrial Relations & Labourlaws, Vikas, 2002.),Unit-II: industrial laws: part 1,Unit-III: industrial laws: part 2,Unit-IV: industrial laws: part 3 and 6,Unit-V: industrial laws: part 2 (Kapoor.N.D, hand book of Industrial law,Sultan Chand and sons, New Delhi, 2003.), Unit-V: Contract Labour;Tamil Nadu Shops and Establishments Act 1947; TN CateringEstablishment Act: (Volume 2, 3 and 4 of Subramanian. V & S.Vaithianathan, Factory laws applicable in Tamil Nadu, Madras BookAgency.2001.)

Reference Books:1. Malik, P L. (1995), Handbook of Industrial Law, Luck now, Eastern Book

House.2. Sinha, P.R.N. (2009), Labour Legislation. New Delhi, Pearson Education.

3130

Semester II Hours/Week: 718PHR2106 Credits : 5

INDUSTRIAL RELATIONS AND COLLECTIVE BARGAINING

Course Outcomes:1. Groomed with the theoretical and practical knowledge in industrial

relations2. Full-fledged expert in the techniques and process of collective

bargaining.3. Efficient enough to handle the disciplinary proceeding and grievance

measures according to the changing scenario of social and industrialenvironment.

4. Proficient to share the gained and enriched knowledge, skill and attitudewith the concerned people.

5. Competent to deal the trade unions by applying the latest labourlegislations.

6. Trained to exhibit positive attitude for research activities in the dynamicareas of industrial relations.

7. Being catalyst to bring change in managerial attitude towards worker’sparticipation in management.

8. Potential enough with practical aspects of industrial relations andcollective bargaining.

Unit-1: INDUSTRIAL RELATIONS (12 Hr)IR: meaning and Industrial disputes: meaning & causes.Industrial Dispute Act 1947: settlement machineries, Awards and settlements,Strike and lockout, Lay - off and retrenchment. Directive principles of Statepolicy , Role of ILO in Industrial Relations.

Unit-2: TRADE UNIONS IN INDIA (12 Hr)History and growth of trade Union: purpose, nature and functions. TradeUnions and Economic Developments. Pitfalls and suggestions to improveTrade union activities. An overview of the Trade Unions Act, 1926. TradeUnions Movement in India.

Unit-3: COLLECTIVE BARGAINING (12 Hr)Collective Bargaining – Meaning, types, Process and importance. Status ofCollective Bargaining in India. Suggestions to improve Collective Bargaining.Negotiations - Types of Negotiations, Problem solving attitude, Negotiationskills. Exit policy: Voluntary retirements and Golden Handshake. Impact ofGlobalization on CB

3332

Unit-4: DISCIPLINE AND GRIEVANCE HANDLING (12 Hr)Discipline: Causes of Indiscipline - Maintenance of discipline. Domesticenquiry: concept and practice , Principles of Natural Justice , Principles ofHot stove rule. Grievance handling: - Meaning of Grievance, Sources ofgrievance, benefits, Grievance Redressal machinery, The IndustrialEstablishment (Standing Orders) Act, 1946

Unit-5: WORKERS’ PARTICIPATION IN MANAGEMENT (12 Hr)WPM Concept and Practices in India: Works committees, Joint managementcouncils, Shop councils. The voluntary scheme of workers’ participation,Quality circle, Suggestions scheme for Improvement. New schemes onworkers participation.

Text Books:1. Mamoria, C.B., Industrial Labour and Industrial Relations in India, Kitab

Mahal, 2001. [Unit 2] - Chapter 3, 42. Bhatia, S.K., Constructive Industrial Relations and Labour Laws. Deep

and Deep. New Delhi, 2003. [Unit 3&4] - Chapter 5, 63. Maonoppa, A., Industrial Relations, TMH, 1999, New Delhi. [Unit 1] -

Chapter 1, 24. Yoder, Dale and others, Personnel Management and Industrial Relations,

New Delhi, Prentice Hall,1999. [Unit 5] - Chapter 8

Reference:1. Bhagoliwal, 1995, Personnel Management and Industrial Relations, New

Delhi, Kitab Mahal Publishers.

3534

Semester II Hours/Week: 718PHR2107 Credits : 5

RESEARCH METHODOLOGY

Course Outcomes:1. Acquire good knowledge of major concepts relevant to conducting an

independent research2. Gain understanding on the nature, strength and weaknesses of various

research designs and measurements and data collection methods;3. Develop necessary critical thinking skills in order to evaluate different

research approaches utilised in Various sector4. Apply a range of quantitative and / or qualitative research techniques

to Human Resource management problems / issues5. Understand and apply research approaches, techniques and strategies

in the appropriate manner for managerial decision making6. Understand multiple methods for collecting data and the benefits and

shortfalls of each method.7. Demonstrate knowledge and understanding of data analysis and

interpretation in relation to the research process8. Able to demonstrate skills required for writing the presenting research

reports.

Unit-1: BASIC CONCEPTS AND TYPES OF RESEARCH (12 Hr)Research- meaning, nature, scope, process and relevance/needs; qualitiesof a researcher; Types of research, selecting a topic of research, ResearchProblem- selection, formulation and statement; review of literature; Feasibilitystudy; pilot study; variables and hypothesis: Meaning, types and sources,

Unit-2: RESEARCH DESIGN AND DATA COLLECTION (12 Hr)Research Design- meaning, types and interdependence of designs; Datacollection- Primary methods: observation, interview, questionnaire andsurvey (meaning, steps, advantages and disadvantages), Secondarymethods: Books, documents (published and unpublished) survey reports,biographies.

Unit-3: SAMPLING TECHNIQUES AND SCALING (12 Hr)Sampling techniques- population, universe; sampling- meaning, need, basis,advantage, disadvantage, types: probability sampling- simple random,stratified, systematic, cluster; non probability sampling- quota, convenience,purposive, judgment; sampling frame, sample units and sample size, sampling

errors; Scaling techniques- Important , reliability, validity and construction;attitude scales- meaning, importance and types (Likert scale and Semanticdifferential scale).

Unit-4: DATA PROCESSING AND ANALYSIS (12 Hr)Data processing- editing, coding, classification and tabulation, differencebetween classification and tabulation; Data analysis- Frequency distribution;Measure of central tendency- mean, median and mode; Measure ofdispersions-quartiles, mean and standard deviations; Measure ofassociation- Correlation, Rank Correlation and regression analysis; Test ofHypothesis- parametric tests: student’s ‘t’ test and analysis of variance(one way classification) and non-parametric test (chi-square test),diagrammatic & graphic presentations- significance and types (bar-chartsand pie-diagrams).Application of SPSS Software in the Computer Lab

Unit-5: DATA INTERPRETATION AND REPORT WRITING (12 Hr)Interpretation of data - meaning, importance and interpretation; Report writing-outline of a research report, content of research report, types of researchreport and guide lines for writing a standard research report and oral reportpresentation.

Text Book:1. Kothari. C.R., (2000), Research Methodology, Mumbai, Viswa Prakasan,

Reference Books:1. Ahuja, Ram, (2003), Research Methods, Jaipur, Rawat publication.2. Dooley, David, (1997), Social Research Methods, Delhi, Prentice Hall.3. Raj Kumar, (2002), Methodology & Social Science Research, Jaipur,

Book Enclave.4. Young, Pauline V. (2002), Scientific Social Surveys and Research, New

Delhi, Macmillan Publication.

3736

Semester II Hours/Week: -18PHR2109 Credits : 2

TALENT MANAGEMENT

Course Outcomes:1. Having understood talent management as a pivotal managerial practice

in the highly competitive business environment of today.2. Enhance the students towards the identification and development of

their own talents so as to cope with the challenging demands of securingand sustaining suitable placements.

3. Trained to develop talent management information systemcompetencies.

4. Efficient enough to understand the system for the talent acquisitionand the retention of the talents.

5. Utilizing the talents properly to the right situation to achieve theirdestination.

6. Reinforcing the right talented people with rewards.

Unit-I: INTRODUCTIONIntroductions , overview of talent management and the employment lifecycle, Talent:- engine of new economy, difference between talents andknowledge workers, leveraging talent, the talent value chain, elements oftalent friendly organizations.

Unit-II: TALENT MANAGEMENT SYSTEMTalent Management System – elements and benefits of Talent ManagementSystem; creating TMS, challenges of TMS; building blocks of talentsmanagement: competencies - performance management, evaluating employeepotential, Workforce analysis; talent management strategy aligned withbusiness strategy.

Unit-III: TALENT PLANNING AND DEVELOPMENTTalent Planning – succession management process; cross functionalcapabilities and fusion of talents; talent development budget, value drivencost structure; contingency plan for talent; building a reservoir of talent,leadership coaching

Unit-IV: RETURN ON TALENTReturn on talent; ROT measurements; optimizing investment in talent;integrating compensation with talent management; developing talentmanagement information system Competencies; Talent Acquisition.

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UNIT-V: TALENT ACQUISITIONTalent Acquisition; Onboarding Talent Review Sessions; Talent andAcceleration Pools Retention and Engagement Career Management/Development Planning Measuring effectiveness; technology

Reference:1. Berger, Lance A and Dorothy Berger (Eds.) The Talent Management

Handbook, Tata McGraw Hill, New Delhi2. Chowdhary, Subir, The Talent Era, Financial Times/Prentice Hall

International3. Chowdhary, Subir, Organization 2IC, Pearson Education, New Delhi4. Sanghi, Seema, The Handbook of Competency Mapping, Response

Books, New Delhi

4140

Semester II Hours/Week: 418PHR2202 Credits : 4

Core Elective:MANAGERIAL EFFECTIVENESS

Course Outcomes:1. Gained knowledge and understanding about effectiveness and qualities

of a successful manager.2. Able to understand oneself better and plan accordingly for the future.3. Equipped with the right attitudes and skills towards achieving greater

levels of managerial effectiveness.4. Have developed the seven essential habits of highly effective people

and are able to practice in their life to be more effective.5. Proficient in different types of business correspondence.6. Have acquired the basic career skills and enhanced employability skill.

UNIT-I: PRIVATE VICTORY (12 Hr)Concept: Manager, Effectiveness, Managerial effectiveness. Managerial Beproactive: Personal vision, Social mirror, Stimulus-Response, Proactivelanguage, Circle of influence. Begin with end in mind: The power of creation,Be a creator, Personal mission statement, Principle centered person, Rightbrain vs. Left brain. Put first things first: Four generation of time management,Quadrant I, II, III and IV types of personalities. Short term and long termgoals, the power of delegation.

UNIT-II: PUBLIC VICTORY (12 Hr)Think Win/Win: Six paradigm of human interaction Seek first to understandthen to be understood: Empathetic listening – diagnosing – understand andperception. Synergize: Synergy in class room, business synergy andcommunication, Force field analysis.

UNIT-III: CONTINUOUS RENEWAL (12 Hr)Sharpen the Saw: Four dimensions of renewal, balance in renewal synergy,synergy in renewal, the upward spiral. Intergenerational living and Becominga transition person.

UNIT-IV: CORRESPONDENCE SKILLS (12 Hr)What is an effective Business letter, the language of a business letter andthe lay-out of a business letter. Enquiries and Replies: Hints for drafting an‘Enquiry’ and ‘Reply’. Claims and Adjustments: Hints for drafting complaints

and making adjustments. Collection letters: How to write an effectivecollection letter, Collection series – Sending statement of account, Reminders,Inquiry and discussion, Appeal and Urgency, Demand and Warning. Circularletters: Situations that need circular letters. Banking Correspondence,Insurance Correspondence, Import and Export Correspondence.

UNIT-V: JOB CAREER SKILLS (12 Hr) Application letters, Interview letters, References, Testimonials, Letters ofAppointment, Confirmation, Promotion, Retrenchment and Resignation. Howto run a meeting: Meetings and Meeting of minds, making disagreementproductive, Instructions for observers, How to be an effective participant,How to be an effective discussion leader and how to write and read minutes.How to write a memo.

Text Books:1. Korlahalli & Rajendra Pal, Essentials of Business Communication, Sultan

Chand & Sons. (Unit 1,2) – Section 22. E.H. McGrath S.J. Basic Managerial skills for all, Prentice – Hall of India

Private ltd., (Unit 2) – Chapter 2,63. Covey R. Stephens, 2000, The Seven Habits of Highly Effective People,

London, Simon & Schuster Publications (Unit – 3, 4, 5) Chapter 2, 4, 5,6, 7.

Reference book:1. Luthans, Fred, 1995, Organisational Behaviour , New Delhi, Tata Mcgraw

Hill Publishers.

4342

Semester II Hours/Week: 418PSS2301 Credits : 4

IDC: SOFT SKILLSCourse Outcomes:

1. Students are taught the various nuances of grooming such as, goodmanners and etiquettes and they are trained to practice them in theclass rooms.

2. Students are empowered with public speaking skills via extemporespeeches and prepared speeches, presented before the class andassessed by the trainer as well as the companions which eventuallyhelps build self confidence of the students.

3. Students learn the different types of resumes and different types ofinterview skills and write and print their own resumes and present beforethe interview panel for their mock interview.

4. Students actively learn the ten parameters of group discussion, performon the stage with their colleagues, which is videotaped, reviewed andevaluated.

5. As students go through their teenage, self discovery becomes a tool todevelop their personality facilitated with scientific psychologicalpersonality tests.

6. Students are guided to knowing their SWOT (Strengths, Weaknesses,Opportunities and Threats)and setting their short term and long termgoals for their lives.

Module 1: Basics of Communication: Definition of communication, Processof Communication, Barriers of Communication, Non-verbal Communication,Effective Communication: The Art of Listening, Exercises in Kinesthetics,Production of Speech, Organization of Speech, Modes of delivery,Conversation Techniques, Dialogue, Good manners and Etiquettes,Politeness markers & Listening links.

Module II: Resume Writing: What is Resume? Types of Resume?Chronological, Functional and Mixed Resume, Steps in preparation ofResume, structure and framework for writing resume, Intensive training /personalized training on resume writing. Interview Skills: Common interviewquestions, Attitude, Body Language, The mock interviews, Phone interviews,Behavioral interviews.

Module III: Group Discussion: Group Discussion Basics, GD Topics forPractice, Points for GD Topics, Case-Based and Article based GroupDiscussions, Points for Case Studies, and Notes on Current Issues for GDS& Practicum with video coverage. Team Building: Team Vs Group – Synergy,

Semester III Hours/Week: 418PHR3110 Credits : 3

ORGANISATIONAL DEVELOPMENT(Online Course)

Course Outcomes:1. Define various terms relating to organizational development & change.2. Apply theories and current research concerning individuals, groups,

and organizations to the process of change.3. Identify organizational situations that would benefit from OD

interventions.4. Analyse the differences between insider and outsider approaches to

consulting and OD interventions .5. Analyze/diagnose ongoing activities within an organization and design

and plan the implementation of selected OD interventions.6. Understand various components of OD and application of Action

Research Model.

Unit-1: INTRODUCTION (12 hr)Concept, Characteristics, Scope and Historical Perspectives of OD.Underlying Assumptions and Values of OD. Organizations as systems’Models and Theories of Planned Change.

Unit-2: OPERATIONAL COMPONENTS (12 hr)Diagnostic Component, Action Component, Process MaintenanceComponent and Action Research.

Unit-3: OD INTERVENTIONS (12 hr)Personal, Interpersonal, Group process interventions, Team Interventions,Inter -group Interventions, and Comprehensive Interventions.

UNIT4: IMPLEMENTATION AND ASSESSMENT (12 hr)Structural Interventions – Implementation, Conditions for failure and successin OD efforts, Assessment of OD and change in Organizational Performance,The impact of OD: Mechanistic and Organic Systems and the ContingencyApproach.

UNIT 5: SOME KEY CONSIDERATIONS AND ISSUES IN OD (12 hr)Issues in Consultancy - Client relationships; The Future of OD; IndianExperiences in OD.

4544

Modules Topics Examination Pattern CIA Online

I Basics of Communication 15 5 II Resume Writing & Interview Skills 15 5 III Group Discussion & Team Building 10 5 IV Personal Effectiveness 10 5 V Numerical Ability (Common Session) 5 10 VI Test of Reasoning (Common Session) 5 10

Total 60 40

Stages of Team Formation, Broken Square-Exercise, Win as much as youwin- Exercise, Leadership – Styles, Work ethics.

Module IV: Personal Effectiveness: Self Discovery, Self Esteem, Goal setting,Problem-solving, Conflict and Stress Management

Module V: Numerical Ability: Average, Percentage, Profit and Loss, Problemson ages, Simple Interest, Compound Interest, Area, Volume and SurfaceArea,Time and Work, Pipes and Cisterns, Time and Distance, Problems onTrains, Boats and Streams, Calendar, Clocks, Permutations and Combinations,Probability.

Module VI: Test of Reasoning: Series Completion, Analogy, Data Sufficiency,Blood Relations, Assertion and Reasoning, Logical Deduction, Direction.Non-Verbal Reasoning: Series, Classification

Text Book1. Melchias, G., Balaiah John., John Love Joy (Eds) 2015. Winners in the

making. St.Joseph’s College, Trichy-2References

1. Aggarwal, R. S. Quantitative Aptitude, S.Chand & Sons2. Aggarwal, R.S. (2010). A Modern Approach to Verbal and Non Verbal

Reasoning. S. Chand & Co, Revised Edition.3. Covey, Stephen. (2004). 7 Habits of Highly effective people, Free Press.4. Egan Gerard (1994). The Skilled Helper (5th Ed). Pacific Grove, Brooks/

Cole.5. Khera, Shiv (2003). You Can Win. Macmillan Books, Revised Edition.6. Murphy, Raymond. (1998). Essential English Grammar. 2nd ed.,

Cambridge University Press.7. Prasad, L. M. (2000). Organizational Behaviour, S.Chand & Sons.8. Schuller, Robert. (2010). Positive Attitudes. Jaico Books.9. Trishna’s (2006). How to do well in GDs & Interviews, Trishna

Knowledge Systems.10. Yate, Martin. (2005). Hiring the Best: A Manager’s Guide to Effective

Interviewing and Recruiting.

4746

Text Books:1. Wendell, L. French and Cecil H. Bell, Jr, 2006 Organization Development,

PHI,3rd,4th,6th edition,1989,2000 [Unit 4, 5] - Chapter 7 and 8.2. French, Bell and Zawacki, Organization Development Theory, Practice

and Research, Universal Book Stall, Third edition,

Reference:1. Luthans, Fred, 1995, Organisational Behaviour, New Delhi; Tata McGraw

Hill Publishers.

4948

Semester III Hours/Week: 418PHR3111 Credits : 3

TOTAL QUALITY MANAGEMENT

Course Outcomes:1. Having understood the concept and principles of TQM in today’s

context.2. Learnt to apply these concepts and principles in developing the human

resources for the organistaional effectiveness.3. Explored the students with Practical knowledge in Statistical Process

Control and TQM Tools.4. Enriched the students with TQM system adopted by other countries.5. Being competent enough to enhance the quality of the HR functions to

support for the quality of the other departments.6. Being aware of the well known experts and their contributions towards

TQM

Unit-1: INTRODUCTION TO TQM (10 Hr)Definition of Quality, Dimensions of Quality, Quality planning, Quality cost,Analysis techniques for Quality cost. TQM: meaning, definition andfundamental concepts. Historical review: W.Edwards Deming, Joseph .M.Juran and Philip.B. Crossby.

Unit-2: TQM PRINCIPLES (10 Hr)Customer satisfaction, Customer perception, customer complaints, servicequality, customer retention. Employee involvement- motivation,empowerment, teams, recognitions and rewards, performance appraisal andsupplier partnership. Continuous process improvements- Juran Triology,PDSA cycle and 5S Kaizen.

Unit-3: MODELS OF TQM (10 Hr)Fuji Xerox model, Norman Rickad model, Eicher group model, Basic framemove model, Operational model, Diamond model, Umbrella model, AcceleratedBusiness improvement model, Kano’s basics of TQM model, Westinghousemodel, Itoh model, Peratech model, Kehoe’s integrated model, Eightcomponents model, Building block model and Dhruv model.

Unit-4: STATISTICAL PROCESS CONTROL (SPC) AND TQM TOOLS(10 Hr)

Seven basic QC tools-Check sheets, Cause and Effect diagram, Paretoanalysis, Scatter diagram, Histogram, Control charts and Flow diagram.Concept of Six sigma , Bench marking, Brainstorming and Quality circle.

Unit-5: QUALITY SYSTEMS (10 Hr)Quality audit, Quality awards – Malcolm Baldrye National Quality Award(United States), Deming Price (Japan), European Ouality Award, GoldenPeacock National Quality Award and Australian Quality Award. ISO 9000,2000 and 14000; Case studies.

Text Book:1. Sharma. D.D., 2005, TQM- Principles, Practices and Cases, Delhi, Sultan

Chand Publications, [Unit I –chapter 2, 3, 4 & 6] [Unit II- chapter 14,16,4& 8] [Unit III- chapter 3] [Unit IV- chapter 7,10,31,15 & 9] [Unit V –chapter 25 & 32]

Reference:1. Krishnan. K, Karmegam. G and Somasundaram . R, T QM, Coimbatore,

R.K.Publishers.

5150

Semester III Hours/Week: 418PHR3112 Credits : 3

LABOUR LAWS - II

Course Outcomes:1. Competent with updated knowledge in various spheres of Indian and

TamilNadu Labour Legislation.2. Proficient to carry research in the labour laws pertaining to industrial

environment.3. Eniched with practical applications of labour laws at various areas of

Industrial culture.4. Sensitized with the changes in the industrial and social environment

and capable of applying the updated laws according to the need.5. Efficient to share the enriched knowledge in labour laws with the

concerned people.6. Expert in integrating labour legislation with developments among human

resources in industrial avenues

Unit-I: ACCIDENTS & COMPENSATIONThe Fatal Accidents Act,1855 – The Employees’ Compensation Act,1923 –The Dock Workers (Regulation of Employment) Act,1948 – The PersonalInjuries (Compensation & Insurance) Act,1963 – The Dangerous Machines(Regulation) Act,1983.

Unit-II: INDUSTRIAL RELATIONSThe Trade Unions Act, 1926 – The Industrial Employment (Standing Orders)Act, 1946 – The Industrial Disputes Act, 1947 – The Building and OtherConstruction Workers’ (Regulation of Employment and Conditions ofService) Act,1996.

Unit-III: WOMEN & CHILDRENThe Apprentices Act,1961 – The Maternity Benefit Act,1961 – The Child &Adolescent Labour (Prohibition & Regulation) Act,1986 – The SexualHarassment of Women at Workplace (Prevention, Prohibition & Redressal)Act, 2013.

Unit-IV: ENVIRONMENTThe Industries (Development & Regulation) Act,1951 – Water (Prevention& Control of Pollution) Act,1976 – The Air (Prevention & Control of Pollution)Act, 1981 – The Environment (Protection) Act,1986 – The National GreenTribunal Act, 2010.

5352

Unit-V: PRACTICAL FRAMEWORK Labour administration in Indian context – Labour policy – Attached Offices– Subordinate Offices – Adjudicating bodies – Employment contract –Written contract – Essentials of the contract of employment – Misconduct– Memo – Charge sheet – Domestic Enquiry – Principles of Natural Justice– Procedure & Guidelines of enquiry – Findings of Enquiry Officer – EnquiryReport – Disciplinary action and Punishments.

REFERENCES1. Srikanta Mishra, Labour Laws & Industrial Relations, New Delhi: Deep

& Deep Publications, 1995.2. Mehta,P.L. & Tasmal,S.G., Child Labour & The Law, New Delhi: Deep &

Deep Publications, 1996.3. Vaidyanathan,S., Factory Laws Applicable in Tamil Nadu – 5 Volumes,

Chennai: Madras Book Agency, 1997.4. Agarwal,S.L., Labour Relations Law, New Delhi: Macmillan, 1980.5. Puri,S.K., An Introduction to Labour and Industrial Laws, Allahabad:

Allahabad Law Agency, 1998.

5554

Semester III Hours/Week: -18PHR3113 Credits : 2

INTERNSHIP TRAINING(Summer Placement)

Course Outcomes:1. To have practical exposure on the different functions of Human

Resource.2. To equip the students with practical knowledge and to motivate them to

learn the implementation of the Labour Laws as per the governmentregulations.

3. To learn leadership skills, problem solving skills, and decision makingskills through interaction with the HR managers of the industry.

4. To develop the report writing skills what they have learnt in IPTprogramme.

Unit-IOrientation about the Organisation – Recruitment and Selection Procedure– Welfare Facilities – Social Security Enactments – Communication Systems– Leadership & Motivational Programmes – Worker’s ParticipationManagement – Total Quality Management

Unit-IIWage and Salary Administration – Grievance Handling – Industrial DisputesAct / Applications – Performance Appraisal – Training & Development –Trade Union – Corporate Social Responsibility.

Semester III Hours/Week: 618SMS3101 Credits : 5

Common Core: HUMAN RESOURCE MANAGEMENT

Course Outcomes:1. Being competent with knowledge and skill of human resource

management.2. Groomed with proficiency in the latest techniques related planning and

development of human resources in an industry.3. Nurtured with the recent strategic HRM practices entitled to succeed

competitive examinations.4. Potential enough to carry research activities in the areas of human

resource management as per the need of the hour.5. Sensitized in the changing scenario of HR practices and being competent

to start new ventures (Entrepreneurs)6. Proficient in carrying research activities as per the dynamics of human

resource climate of the industry.7. Equipped with enhanced practical knowledge and skill in the

specialization of human resource through industrial interface (in planttraining and frequent industrial visits)

8. Efficient to train subordinate by sharing the equipped and enrichedknowledge in various fields of HR.

Unit-1: Introduction to Human Resource Management (10 hr)HRM – Meaning, Nature, Objectives, Scope and Functions. Line and Staffapproach in HRM, Department structure of HRM, HR as a profession, Futureroles of HRM.

Unit-2: Human Resource Planning and Recruitment (15 hr)HR planning - Job Analysis – Job Specification and Job description. InductionProgramme. Recruitment – Sources and types. Selection process. Types oftests and interviews. Promotion and Transfers, Demotions and Separations.

Unit-3: Strategic HRM and Reformance Appraisal (15 hr)Role of HRM in Corporate Goal Setting, Levels and Models of StrategicHRM, Performance Appraisal – Purpose, Methods, Factors, Problems.Distinguish between Performance Appraisal and Potential Appraisal.

Unit-4: Training and Development (15 hr)Training – Need, Importance, Steps, Methods. Training needs assessment.Management Development Programme – Significance and methods. Stagesof Career Planning and Development, Career counseling.

Unit-5: COMPENSATION ADMINISTRATION (10 hr)Compensation plan – Incentives - individual and group. Benefits – Bonusand Fringe. Developing a sound compensation plan, wage policy, Executivecompensation – Factors and issues.

Text book:1. Pravin Durai, (2010), Human Resource Management, Pearson Education

Books, New Delhi.

Reference Books:1. VSP Rao (2002), Human Resource Management: Text & Cases, Excel

Books, New Delhi.2. Edwin Flippo (1984), Personnel Management, Tata McGraw Hill, New

Delhi.

5756

5958

Semester III Hours/Week: 418PHR3203 Credits : 4

COMPENSATION MANAGEMENT

Course Outcomes:1. Gained knowledge on the different types of wages and the importance

of equity in wage and salary administration.2. Have become aware of the issues related to compensation or rewarding

human resources in various forms of organizations3. Familiarized on the computation of wage and salary.4. Learnt about the different machineries involved in wage fixation in our

country.5. Developed skills in designing, analyzing and restructuring reward

management systems, policies and strategies.6. Learnt the different incentive payment plans introduced by the

management researchers.

Unit-1: BASIC CONCEPTSCompensation – definition and meaning; Wage and Salary- concept,meaning, purpose , factors , components and differences ; types of wages-minimum wage, fair wage, living wage, statutory minimum wage and needbased minimum wage; wage and salary administration - principles, objectives,factors and problems; wage fixation- principles and time frame; Authorizeddeductions and imposition of fines on employees.

Unit-2: THEORIES OF WAGESWage Theories - Ricardo’s subsistence theory of wages (Iron Law of Wages),Adam Smith’s wage fund theory, Surplus value theory of Karl Marx, Residualclaimant theory, Profit maximization theory; wages policy- concept,importance, ILO on wage policy, and National wage policy in India.

Unit-3: METHODS OF WAGE FIXATIONComputation of wage and salary - wage and salary structure and calculation;Wage differentials- charactertics, Payment by- time rate, over time, piecerate, performance and employee benefit schemes (Merit pay /skill basedpay); payment of wages with productivity / efficiency; dearness allowance-basis for calculation and fringe benefits; executive remuneration and perks;labour cost; wage survey- features .

Unit-4: MACHINERIES OF WAGE FIXATIONMachineries of wage fixation- wage boards, pay commissions, conciliation,adjudication and arbitration; procedure for wage fixation- job evaluation, its

process and methods; Team Compensation- Competency BasedCompensation, Collective agreements and productivity agreements; Profitsharing and bonus.

Unit-5: INCENTIVE SYSTEMSCompensation Strategy- Monetary & Non-Monetary Rewards, IntrinsicRewards and Cafeteria Style Compensation, internal and external equity inreward management; Incentive payment plans- Rowan, Halsey, Taylor, Gantt,Emerson and Scanlon, profit sharing- purpose, merits and demerits. Gainsharing – features; productivity oriented incentive schemes - individualand group bonus schemes; principles to make incentive schemes effectiveand ESOP schemes.

Textbooks1. Sharma.A.M , (1999), Understanding wage system, Bombay, Himalaya

Publishers ( units 2,4 and 5: chapters 3,4 and 6)2. Jain S.P. & Narang. K.L., (1995), Cost Accounting, New Delhi, Sulthan

Chand & Sons, (unit 3: chapter 2)3. Dipak Kumar Bhattacharya, (2009), Compensation, New Delhi, Oxford

University Press, (units 1 and 3: chapters 1 and5).

REFERENCE BOOKS1. Prasad, N. K. (1990), Principles & Practice of accounting, New Delhi,

Sulthan Chand & Sons.2. Gupta, A. (2000), Wage & Salary Administration in India, New Delhi,

Anmoe Publications Private Limited.

6160

Semester III Hours/Week: 418PHR3301 Credits : 4

IDC:ORGANISATIONAL BEHAVIOUR

Course Outcomes:1. Understand organisational behavioural issues in the context of

organisational behaviour theories, models and concepts.2. Assess the potential effects of organisationallevel factors (such as

structure, culture and change) on organisational behaviour.3. Summarize and discuss perceptions, learning, individual decision and

motivation theories.4. Identify the processes used in developing communication and resolving

conflicts.5. Understand group dynamics and demonstrate skills required for working

in groups (team building).6. Able to explain change management and describe its dimensions and

discuss the implementation of organizational change.

Unit-1: BASIC BEHAVIOURAL CONCEPTS (12 Hr)Organisational Behaviour – Concept, meaning, objectives, approaches, S-O-B-C Models, Models of OB. Historical development of OB – HawthorneExperiments. Organisational Climate – Meaning, importance, determinants,and measurements.

Unit-2: BEHAVIOUR DETERMINANTS (12 Hr)Personality – concept, meaning, determinants. Perception – meaning, factors,process, Difference between perception and sensation , Learning – meaning,Difference between Learning and Maturation. Motivational Theories:Content, Contextual and Contemporary theories.

Unit-3: BEHAVIOUR MODIFICATION (12 Hr)B.M: Concept, meaning, application and importance. Stress: Sources andCauses, Stress Management. Work place emotions. Conflict : meaning, types,Models and Resolution Strategy .

Unit-4: ORGANISATIONAL TEAM DYNAMICS (12 Hr)Team: Types, designs, development, norms, roles and cohesiveness.Team building: Process, types, managing team process.Team resource, Roles and Responsibilities.Self Identity Team skills.

6362

Unit-5: ORGANISATIONAL CHANGE (12 Hr)Challenges of change – Pressures for change, types of change, approaches.Resistance to change – individual, group and organizational. OvercomingResistance. Promoting change – interpersonal, team and organizationalmethods.

Text Books:1. Davis & Newstrom, 1985, Organisational Behaviour, New Delhi, McGraw

Hill Publishers, (Unit Chapter-2.2. Fred Luthans, 1985, Organisational Behaviour, New Delhi, Mcgraw Hill

Publishers, (Unit 3) Chapters 3,4,53. Prasad L.M. 2000 Organisational Behaviour, New Delhi, Sultan Chand

& Sons, (Unit 1 & 5) Chapters 1, 10, 114. Steven L Mcshane, Mary Ann Von Glinow, Radha R Sharma,

Organisational Behaviour: Emerging Knowledge and Practice for theReal World, TMH (Unit-5)

64 65

Semester III Hours/Week: 418PHR3302 Credits : 4

IDC: COUNSELLING AND GUIDANCE

Course Outcomes:1. Competent enough to understand the need and importance of

counselling in this fast changing complex world.2. Familiarized on the different approaches and techniques of counselling

and its appropriate application.3. Ability to understand the role of family, school and community in

counselling and guidance.4. Sensitized on the different problem situations those require counselling.5. Are aware of the use of Psychological testing in counselling and

guidance.6. Enlightened on the use of counseling in different settings.

Unit-1: Basic Concepts, Emergence & Growth of Counselling Psychology(12 hr)

Meaning of the terms counseling, counselor, counselee. Counselling -Objectives, principles and need for professional counseling - Qualities/skillsof a good Counsellor. Process of counseling - individual & group counseling- the emergence of counseling. Barefoot Counselling, Assertiveness andInterpersonal Skills for Counsellors, Counselling Relationship.

Unit-2: Development of Counselling Skill (12 hr)Introduction to the Important Schools of Counselling, PsychoanalyticFoundations, Transactional Analysis, Gestalt Therapy, Rational EmotiveTherapy, Person-Centred Approach to Counselling, An Integrated Model,Essentials of Skills, Nonverbal Clues.

Unit-3: Counselling Interventions in Organisations (12 hr)Empathy, Listening and Responding, Effective Feedback, PerformanceCounselling, Counselling in Problem Situations, Interpersonal Conflicts..

Unit-4: Psychometric Testing (12 hr)Theory and Issues in Psychological Testing, Intelligence Testing- TheoreticalBackground, Aptitude Testing.

Unit-5: Ethical Standards & Professional Preparation & Training (12 hr)Ethical standards/principles - responsibility, counseling in different settings;group - educational, family, clinical, career & guidance and industries. Statusof guidance and counseling movement in India.

Text Books:1. Narayana Rao., Counseling and Guidance, New Delhi, Tata McGraw-

Hill, 2003 (Unit I - Chapter 1) (Unit II - Chapters 3 & 4) (Unit III - Chapters5 - 7) (Unit IV - Chapter 8) (Unit V - Chapters 13 -15)

2. Charles J. Gelso, Bruce R.Fretz, Counseling Psychology, Bangalore,PRISM Books Pvt Ltd, 1995 ( Unit I - Chapters 1 -&2) (Unit III - Chapter9) (Unit IV - Chapter 6) (Unit V - Chapters 3 & 8).

Reference Books:1. Antony D.John, Dynamics of Counseling, Nagercoill, Anugraha

Publications, 19942. Diane E. Papallia, Sally Wendkos Old, Ruth Duskin Feldman., Human

Development3. Eggert A. Max, Perfect Counseling, UK, Random House Business Books,

1999.4. Christine Lister – Ford (2007), A short introduction to Psychotherapy,

New Delhi, Sage Publications.5. Gary Groth – Marnat (2006), The handbook of Psychological

Assessment, John Wiley & Sons , E- book.6. Susana Urbina (2004), Essentials of Psychological testing, John Wiley

& Sons.Inc, E-book

6766

Semester IV Hours/Week: 718PHR4114 Credits : 4

MANAGERIAL COUNSELLING

Course Outcomes:1. Aware of the sources of emotions and learn how to deal with human

emotions.2. Knowledge on counselling tools to bring best in other people.3. Understanding different schools of counselling and developing one‘s

own style of counseling4. Analyse the problems and find a workable solution.5. Gain the art of listening and effective communication6. Awareness about different types of psychological tests in vogue

Unit-1: Basic Concepts, Emergence & Growth of Counselling Psychology(12 hr)

Meaning of the terms guidance, counselling, counsellor, counsellee.Counselling - Objectives, principles and need for professional counselling.Process of counselling - individual & group counselling - the emergence ofcounselling. Barefoot Counselling, Assertiveness and Interpersonal Skillsfor Counsellors, Counselling Relationship.

Unit-2: Development of Counselling Skill (12 hr)Introduction to the Important Schools of Counselling, PsychoanalyticFoundations, Transactional Analysis, Gestalt Therapy, Rational EmotiveTherapy, Person-Centred Approach to Counselling, An Integrated Model,Essentials of Skills, Nonverbal Cues.

Unit-3: Counselling Interventions in Organisations (12 hr) Empathy, Listening and Responding, Effective Feedback, PerformanceCounselling, Counselling in Problem Situations, Interpersonal Conflicts,Midlife Blues, Integration and Action Plan.

Unit-4: Psychometric Test (12 hr)Theory and Issues in Psychological Testing, Intelligence Testing- TheoreticalBackground, Aptitude Testing - The DAT, Personality Assessment -Theoretical Background, Self-Report Inventories - The MMPI, Multi-factorPersonality Tests - The 16 PF, Typological Tests - The MBTI, ProjectiveTechniquies - The TAT, Assessment Centres, Integration of Profiles.

6968

Unit-5: Ethical Standards and Professional Preparation & Training(12 hr)

Ethical standards/principles - responsibility, counseling in different settings;group - educational, family, clinical, career guidance and industries. Statusof guidance and counseling movement in India.

Text Books:1. Narayana Rao., Counseling and Guidance, New Delhi, Tata McGraw-

Hill, 2003 (Unit I - Chapter 1) (Unit II - Chapters 3 & 4) (Unit III - Chapters5 - 7) (Unit IV - Chapter 8) (Unit V - Chapters 13 -15)

2. Charles J. Gelso, Bruce R.Fretz, Counseling Psychology, Bangalore,PRISM Books Pvt Ltd, 1995 (Unit I - Chapters 1 - 2) (Unit III - Chapter 9)(Unit IV - Chapter 6) (Unit V - Chapters 3 & 8).

Reference Books:1. Antony D.John, Dynamics of Counseling, Nagercoill, Anugraha

Publications, 19942. Diane E. Papallia, Sally Wendkos Old, Ruth Duskin Feldman, Human

Development3. Eggert A. Max, Perfect Counseling, UK, Random House Business Books,

1999.4. Christine Lister – Ford (2007), A short introduction to Psychotherapy,

New Delhi, Sage Publications.5. Gary Groth-Marnat (2006), The handbook of Psychological Assessment,

John Wiley & Sons , E- book.6. Susana Urbina (2004), Essentials of Psychological Testing, John Wiley

& Sons Inc, E-book

7170

Semester IV Hours/Week: 718PHR4115 Credits : 5

PERFORMANCE MANAGEMENT

Course Outcomes:1. Being comprehensive with professional knowledge of performance and

its managerial tactics.2. Expertise in the advanced managerial techniques pertaining to the

performance appraisal / evaluation programme.3. Nurtured with the performance measurements process comprising of

traditional, modern and recent methods.4. Potential enough to carry research activities in the areas of defensive

and sensitive employees towards their performance feedback.5. Proficient in handling under performers as well as resistant performers.6. Equipped with enhanced practical knowledge and skill in the

specialization of performance measurement through industrial interface(in plant training and frequent industrial visits)

7. Efficient to train subordinate to set ‘SMART’ goals and to build positiveattitude towards the blooming need of social environment (to becomeentrepreneur).

8. Sensitized with the performance measurement issues and challengesboth individually and in teams according to the haphazard changes inthe industrial sphere.

Unit-1: BASIC CONCEPTS (12 Hr)Performance- meaning, factors, goals and work standards; performanceappraisal- definition, objectives and benefits; performance management-scope, purpose, ,benefits and comparison and distinction betweenperformance appraisal and performance management.

Unit-2: PERFORMANCE APPRAISAL PROCESS (12 Hr)Performance appraisal- stages, negotiated approach and holistic approach;how to conduct a performance appraisal- where, how and who to be covered;,strategic HRM role in PA; performance appraisal system–training, monitoring,steps .Performance Standards and Effective Goal Setting.

Unit-3: PERFORMANCE MEASUREMENTS (12 Hr)Performance Measurements- purpose, principles, and classifications;Traditional methods- ranking, paired comparison, grading, forceddistribution, check list, critical incident, graphical rating scale, essay, field

review, confidential report; Modern methods- MBO, BARS, HR accounting,360 degree appraisal, balanced score card; Recent trends- computerizedappraisal process, electronic performance monitoring, assessment centersand merging methods

Unit-4: PERFORMANCE MANAGEMENT ISSUES/ PROBLEMS (12 Hr)Performance Management issues- problems with rating scales, problems inperformance management, Likerman’s five common pitfalls; measures toavoid pitfalls, to handle defensive employee and to provide constructivecriticism; legal and ethical issues for written warning; performancemanagement skills

Unit-5: PERFORMANCE DEVELOPMENT (12 Hr)Performance development framework- performance development review,performance development training; Appraisal Interview- types, skills , andprocess; Managing under-performers; Performance management - training,evaluation and methods

Text Books1. Arm Strong, Michael and Baron, Angela (2007), Performance

Management, Mumbai, Jaico Publishing House. (unit 1: chapter 1-4;unit 3: chapter 15 and 18; unit 5: chapter 12, 19, 20 and 21)

2. Pattanayak, B. (2009), Human Resource Management, New Delhi,Prentice Hall of India private limited.( unit: chapter 8 and 9; unit 2:chapter 8; unit 3 : chapter 8 and 11; unit 4: chapter 8; unit 5 : chapter 8

3. Dessler, Garry and Varkkey, Biju (2009). Human Resource Management,Delhi, Pearson Education Inc, Dorling Kindersley (India) Pvt.Ltd. (unit1 to 5: chapter 9)

Reference Books:1. Cardy, R. (2004), Performance Management, New Delhi, Prentice Hall of

India, private limited.2. Jyothi, P and Venkatesh, D.N. (2008), Human Resource Management,

New Delhi, OUP.3. Neale, Francis. (2002), Hand Book of Performance Management,

Mumbai, Jaico Publishing House.

7372

Semester IV Hours/Week: 718PHR4116 Credits : 5

CORPORATE SOCIAL RESPONSIBILITY

Course Outcomes:1. Understand the concept and need for CSR (assignment, seminar, guest

lectures and association meetings)2. Navigate the role of MNCs as well as Indian Companies that are MNCs.3. Sensitise on the value orientation of 2% of the Net Profit to be shared

with community of people.4. Comprehend the ethical theories and practice them to be corporate

citizens.5. Place business ethics as parameter.6. Empower Civil Society Organisation.7. Regulate Government as a prime player in business.8. Skills in developing projects and placement.

Unit-1: CSR - Introduction (10 Hr)Meaning, General principles, Evolution and history, CSR debate, Need forCSR and the Forces pressuring social responsiveness, Limitations of CSR,Contemporary view of CSR, MNC’s and Indian Companies with CSR activities

Unit-2: CSR - International Context (10 Hr)Meaning and features of corporation, models/dimensions/strategies ofcorporations: Carroll’s four-part model and Five-dimensional model, Theoutcomes of CSR – social policies, social programmes and social impacts,globalistion and its relevance,

Unit-3: CSR in Terms of Business Ethics (10 Hr)Meaning, sources and the need for business ethics, ethical theories:consequentialist & non-consequentialist, techniques of business ethicsmanagement: components, mission statements, standards of ethicalbehaviour, codes of ethics, social accounting, sustainability a key goal forbusiness ethics – Triple-bottom line, Ethical issues in Firm-employeerelationships.

Unit-4: Civil Society and Business Ethics (10 Hr)Meaning of civil society, civil society organisations as stakeholders, ethicalissues and CSOs Corporate Citizenship and civil society; Communitydevelopment projects, Business-CSO collaboration. Civil society, businessand sustainability

7574

Unit-5: Government, Regulation and Business Ethics Government asStakeholder (10 Hr)

Ethical issues in the relation to business and government, Globalisation andbusiness- government relations, Corporate citizenship and regulationGovernments, business, and sustainability. Provisions of CSR in theCompanies Act, 2013.

Text Book:1. Crane, Andrew and Matten, Dirk. 2010.Business Ethics. Oxford

University Press: New Delhi. (Unit 1: Chapter 1,3) (Unit 5: Chapter 6)(Unit 3: Chapter 8,9) (Unit 4: Chapter 10) (Unit 5: Chapter 11)

Reference Book:1. Agarwal, K.Sanjay, 2010. Corporate Social Responsibility in India.

Response Books: New Delhi.2. K.Aswathappa (2010) International Business, Tata McGraw Hill

Education Pvt. Ltd., New Delhi.

7776

Semester IV Hours/Week: 718PHR4117 Credits : 4

ENTREPRENEURSHIP DEVELOPMENT

Course Outcomes:1. Understand the basic development of entrepreneurship as a profession.2. Understand the systematic process to select and screen a business

idea3. Write a business plan describing a new business venture.4. Understand marketing strategies for small businesses.5. Identify capital resources for new ventures and small businesses.6. Have a basic knowledge of human resource management for small

business.

Unit-I ( 12 Hr)Entrepreneur: Meaning; Evolution of the Concept; Functions of anEntrepreneur, Types of entrepreneur, Entrepreneur – an emerging class,Concept of Entrepreneurship-Evolution of Entrepreneurship; Developmentof Entrepreneurship; The entrepreneurial Culture; Stages in entrepreneurialprocess.

Unit-II (12 Hr)Creativity and Innovation: Creativity, Exercises on Creativity, Source of NewIdea, Ideas into Opportunities. Creative problem solving: Heuristics,Brainstorming, Synaptic, Value AnalysisInnovation and Entrepreneurship: Profits and Innovation, Globalization,Modules of Innovation, Sources and Transfer of Innovation, Why Innovate,What Innovation, How to Innovate, Who Innovates.

Unit-III (12 Hr)Business Planning Process Meaning of business plan, Business planprocess, Advantages of business planning, Marketing plan, Production/operations plan, Organizational plan, financial plan, Final project report withfeasibility study, preparing a model project report for starting a new venture.

Unit-IV (12 Hr)Institutions supporting entrepreneurs Small industry financing developingcountries, Overview of financial institutions in India, Central level and statelevel institutions, SIDBI, NABARD, IDBI, SIDO, Indian Institute ofEntrepreneurship, DIC, Single window, Latest Industrial policy of Governmentof India

Unit-V (12 Hr)Family Business, Importance of family business, Types, History,Responsibilities and rights of shareholders of a family business, Successionin family business, Pitfalls of the family business, strategies for improvingthe capability of family business, Improving family business performance

Textbooks:1. Poornima Charantimath, Entrepreneurship Development-Small Business

Enterprise, Pearson Education, 20072. Robert D Hisrich, Michael P Peters, Dean A Shepherd, Entrepreneurship,

6th Edition, The McGraw-Hill Companies, 2007

Reference Books:1. Dr. Mathew J. Manimala, Entrepreneurship theory at crossroads,

Biztantra, 20072. Vasant Desai, Entrepreneurial Development and Management, Himalaya

Publishing House, 20073. Maddhurima Lall, Shikha Sahai, Entrepreneurship, Excel Books, 20064. Kurakto, Entrepreneurship-Principles and practices, 7th Edition, 2007,

Thomson publication.

78

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