JAIPURIA INSTITUTE OF MANAGEMENT

PGDM; TRIMESTER III; ACADEMIC YEAR 2018-19

Course Code and title Advanced Human Resource Management
Credits 3
Term and Year III Term, 2019 -20
Course Pre-requisite(s) As applicable
Course Requirement(s) MHR course / OB course
Course Schedule (day and time of class) Time Table Slot here
Classroom # (Location) As mentioned in Time Table
Course Instructor
Course Instructor Email
Course Instructor Phone (Office) As applicable
Student Consultation Hours 4-5 pm everyday
Office location As applicable

1. Course Overview

The dynamic and competitive corporate world, requires the HR manager to function with a
multi-approach and in alignment with the strategic goals of the organization. The course on
advanced HRM deals with a strategic perspective on HRM and helps prepare students for
the role of strategic business partner. Strategic human resource management essentially
supports long-term business goals and outcomes in relation to business  strategy, human
capital management and business performance. This course is aimed at providing the
students the inputs on how to link the HR strategies to the corporate strategies and
appreciate HR as a strategic resource. The course will emphasize the need to formulate an
effective HRM strategy, design and execute advanced level human resource functions. It
will dwell with both hands-on HR applications, and high level strategic thinking within the
field. To bring out the best of human potential, HR managers today analyze vast amount of
data available to get insight into people related matters. This course aims to develop skill
in the domain of strategic decision making across HR functions.
Core Objectives:
Advanced Human Resource Management course is offered as a full credit course (24
sessions) in trimesters II.I
 Learning: The strategic role of HR
 Prepare: Take strategic HR decisions
 Become: HR Business Partner
 Skills: Developing HR strategy in alignment with the business strategy

2. Course Learning Outcomes (CLO)

At the end of the course, the students should be able to:

CLO 1: Outline the partnership of HR with business strategy.

1|Page
CLO 2: Identify contemporary HR issues for productive & employee oriented work environment.
CLO 3: Justify suitable HR strategy & practices in alignment with business in a given scenario.

 
PLO-1 PLO-2 PLO-3 PLO-4 PLO-5 PLO 6 PLO-7 PLO-8
CLO1
CLO2 X
CLO3 X

3. Mapping of CLOs with GAs

GA 1 GA 2 GA 3 GA 4 GA 5 GA 6 GA 7 GA 8

CLO 1 X

CLO 2 X

CLO 3 X X

4. Text Book: Strategic Human Resource Management, By Tanuja Agarwal, Oxford publication, 15 th
Edition 2017.

Reference Books:
1. Human Resource Management, by Mathis, Jackson and Tripathi, Cengage Learning.
2. Principles of Human Resource Management , By George W. Bohlander, Cengage Learning ,
16th Edition ,2013
3. Human Resource Management, By John M. Ivancevich 11th edition.
4. HRD Audit by T. V. Rao.
5. Understanding the theory and design of Organizations by Richard Daft, Cengage Learning ,
10th Edition

5. Assessment Tasks

Assessment Item Description Weightage CLO

Case Analysis (Group Students would be 20% CLO 3
Activity) required to submit a
report followed by
presentation on the
cases given to them.
Individual assignment Based on 10% CLO2
contemporary HR
practices
Quiz Minimum 2 Quizzes 20% CLO 1
Interview Interview a manager in 10% CLO 1
HRBP position to
identify their
partnership role with
the business.

2|Page
 End term exam 40% CLO 2 & 3

Assessment Task Description

Individual assignment: This involves an in-depth study on a contemporary issue and its implications
for strategically managing human resources.
Expectation from students: A thorough review of the magazine and newspaper articles on the
subject. Journal articles may also be included.
Suggested time to devote to this task: Regular studies/readings
Feedback and return of work: Feedback and integrated evaluation at the term-end.

Quiz: At least three quizzes will be conducted and better two will be considered for the assessment.
Expectation from students: Regular reading based on past sessions.
Suggested time to devote to this task: 1 hour daily on previous sessions.
Feedback and return of work: Feedback can be seen soon after quiz submission on moodle.

Group Project- Case Analysis: Students in their own study groups would be given long cases from
HBR, Vikalpa etc. on various advance HR modules. They would be required to submit a case analysis
(with Antiplagiarism Check) followed by group presentations on the same.
Expectation from students: To read and analyze the case from strategic HRM perspectives
Suggested time to devote to this task: 2 Weeks
Feedback and return of work: Assessment on the basis of report & presentation.

Interview: Each student shall interview a manager in HRBP profile to find out its partnership role
with their business.
Expectations from students: They should prepare an interview guide, take prior appointments from
HRBPs and conduct interviews.
Suggested time to devote to the task: One week
End-Term Exam: This will consist of case study-analysis, application and some conceptual questions
covering the entire syllabus.
Expectation from students: Prepare on overall sessions, exercises during and beyond classroom.
Suggested time to devote to this task: 2 hours daily before one week of exam.
Feedback and return of work: Script cannot be returned, but feedback will be given after decoding
of answer-sheets.

3|Page
Session Plan
Sess Topic/ Sub Topic Session Learning Text & Pedagogy CLO
ion Outcome References
Module I: Strategic Role of HR in Business
1 Introduction to the course Define SHRM and Text Ch. 1 Discussion CLO
& setting expectations, the path from 1
evolution of SHRM personnel
administration to
strategic HRM

2. Strategic role of HR Comprehend the Reading: Discussion in CLO

professionals: Developing strategic role of Dave Ulrich: context with 1
relevant HR competencies HRM in What’s next article
and Becoming a Strategic organization; for HR? The
Partner identify HR six
competencies for an competencies
HRBP role HR needs for
today’s
challenges
3 HR as assets, Investment Comprehend the Text, Ch.1, Discussion CLO
perspective of HR; strategic role of 1
strategic fit HRM in
organization.

4 Role of strategic direction Reference book 5, Text Ch.1 Discussion CLO

in Organization design: Page 88 to 105. 3
Porter’s and Miles &
Snow’s typology

5  Integrated HR Systems: Review the Case on Case CLO-

Business Strategy and HR integration of HRM Motorola Discussion 3
practices with India
business (LO-3)

Module II : Enhancing HR effectiveness

6 Building a culture of High Identify factors that Ref Book 1, Discussion CLO
Performance Work create HPWS Page 669- 2
Systems (HPWS) 686
7 Building a culture of High Observe HPWS in Video link: Case based CLO
Performance Work practice https://www. discussion 3
Systems (HPWS) youtube.com
/watch?v=C-
n3hyz-sSY /

4|Page
 Case
8 Human Resource Identify HRM’s Text Ch. 3 Lecture CLO
Evaluation contribution to the 2
workplace

9 HR metrics & Scorecard Apply HR metrics Text Ch. 3 Numerical CLO

and scorecard to based exercises 2
measure the
effectiveness of HR
functions

Module III: Contemporary HR practices

10 Employee Engagement Draw Reference Case CLO

contemporary Book 1, Page Discussion 2

employee 662-668
engagement A Case Study
practices on Employee
Engagement:
Marriott
International
Inc.
11. Measuring employee Learn to use Reading: Preparing a CLO
engagement different tools to https://www.s tool to measure 2
measure employee hrm.org/hr- employee
engagement today/trends- engagement
and-
forecasting/sp
ecial-reports-
and-expert-
views/Docum
ents/Employe
e-
Engagement-
Commitment.
pdf

12 Work life integration and Text Ch. 11 Role plays/ CLO

wellbeing Comprehend videos 2
different
approaches and
strategies of work
life integration

13 Alternative Work Reading:

Arrangements Learn how Flexible
alternative work work
arrangements can arrangement
provide flexibility
s available at

5|Page
 https://www.
at workplace uky.edu/hr/si
tes/www.uky
.edu.hr/files/
worklife/doc
uments/work
life_flexWor
kGuidelines.
pdf
13 HR and Technology Get an overview of Text, Ch.2, Exercise on CLO
how technology is Page.50-99 HR and its 2
affecting HR changing role
functions in a big in Technology;
way. Article : How Discussion in
Is context with
IBM
Changing Its article and
group exercise
HR Game By:

Cathy N.
Davidson

14. AI in HR; Impact of Identify how AI and Forbes article: Discussion CLO
automation on jobs automations have Ten HR 2
made an impact on Trends In The
Age Of
Artificial
Intelligence

https://www.f
orbes.com/sit
es/jeannemeis
ter/2019/01/0
8/ten-hr-
trends-in-the-
age-of-
artificial-
intelligence/#
4b5074f3321
9

Ways
Artificial
Intelligence is

6|Page
 Reinventing
Human
Resources
https://www.c
mswire.com/d
igital-
workplace/7-
ways-
artificial-
intelligence-
is-
reinventing-
human-
resources/

MIT Sloan
Fall 2018
article: Four
Ways Jobs
Will Respond
to
Automation

https://sloanre
view.mit.edu/
article/four-
ways-jobs-
will-respond-
to-
automation/

15. International HRM: Get a perspective Text Ch. 12 Discussion/ CLO

on how group exercise 2
international HRM on expat
is different fom training
domestic HRM (details to be
given a week
prior to the
session)

16 Diversity & Inclusion Prepare a plan for https://www.p Workshop CLO

& managing diversity wc.com/gx/en mode by guest 2
17 and inclusion at /industries/fin speaker
workplace ancial-
services/asset
s/pwc-
diversity-and-
inclusion-
making-

7|Page
 diversity-a-
reality.pdf

18 HR’s role in Managing Get an overview of Reading: Lecture &

Mergers and Acquisitions how HR challenges Managing Exercise based
are met during Human on role play/
mergers and Resources in Guest session
acquisitions Mergers and
Acquisitions
https://www.s
hrm.org/resou
rcesandtools/t
ools-and-
samples/toolk
its/pages/mer
gersandacquis
itions.aspx

19 Organizational Understand the role Text Ch. 2 Lecture/ Guest CLO

restructuring during of HR during “Role of session 3
change and transformation M&As HRM in
managing
organizational
change &
transformatio
n

20 Handling employee Develop Handling Discussion/ CLO

redundancies & exit competencies in Redundancies Role play 3
handling layoffs and Layoffs
and turnover https://www.a
didas-
group.com/m
edia/filer_pub
lic/2013/07/3
1/2009_jan_g
uidance_note
_handling_red
undancy_layo
ffs_en.pdf

Redundancy:
Handling the
process
successfully
http://www.e
meraldgroupp
ublishing.com
/learning/man

8|Page
 agement_thin
king/articles/p
df/redundancy
_handling.pdf

21 Managing in the gig Identify the needs It's Time To Student CLO
economy of gig workers to Up Your presentations 2
manage them Management
successfully Game For
The Gig
Economy
https://www.f
orbes.com/sit
es/forbeshum
anresourcesco
uncil/2018/08
/13/its-time-
to-up-your-
management-
game-for-the-
gig-
economy/#70
08e77216e2

Gallup’s
perspective
on Gig
economy &
alternative
work
arrangements

22 Managing careers How to develop and Text Ch. 9 Buzz group CLO
manage careers of activity 2
employees

23 Case presentations Analyze the cases Cases given Case CLO

& given to them as pre-reads discussion & 3
24 to different presentation
groups

9|Page
Instructions:

Students will be expected to maintain a daily log of their learning and make an action plan. The
continuous evaluation tools would be implemented as per schedule and collected for evaluation.

Students are encouraged to visit videos available on Impartus, you tube on TED talks, and readings
available at websites like course era, etc.

10 | P a g e
Institute’s Policy Statements

It is the responsibility of every student to be aware of the requirements for this course, and understand
the specific details included in this document. It is emphasized that this course requires a significant
commitment outside of formal class contact.  The learning tasks in this course may include classes
(lectures or seminars), required reading, the preparation of answers to set questions, exercises and
problems, and self-study. In addition, students may be required to complete an assignment, test or
examination.

LMS-Moodle/ Impartus:

LMS-Moodle/ Impartus is used to host course resources for all courses. Students can download
lecture, additional reading materials, and tutorial notes to support class participation.

Late Submission

Assessment tasks submitted after the due date, without prior approval/arrangement, will be not be
accepted. Requests for extension of time must be made with the faculty member concerned and based
on Special Consideration guidelines. 

Plagiarism:

Plagiarism is looked at as the presentation of the expressed thought or work of another person as
though it is one's own without properly acknowledging that person.

Cases of plagiarism will be dealt with according to Plagiarism Policy of the institute. It is advisable
that students should read student Handbook for detailed guidelines. It is also advisable that students
must not allow other students to copy their work and must take care to safeguard against this
happening. In cases of copying, normally all students involved will be penalised equally; an exception
will be if the student can demonstrate the work is their own and they took reasonable care to safeguard
against copying.

List of PLOs

PLO 1: Communicate effectively and display inter-personnel skills

PLO 2: Demonstrate Leadership and Teamwork towards achievement of
organizational goals
PLO 3: Apply relevant conceptual frameworks for effective decision-making
PLO 4: Develop an entrepreneurial mindset for optimal business solutions
PLO 5: Evaluate the relationship between business environment and
organizations
PLO 6: Demonstrate sustainable and ethical business practices
PLO 7: Leverage technologies for business decisions
PLO 8: Demonstrate capability as an Independent learner

List of GAs
GA 1: Self-initiative
GA 2: Deep discipline knowledge
GA 3: Critical thinking and Problem solving 
GA 4: Humility, Team-Building and Leadership Skills
GA 5: Open and Clear Communication
GA 6: Global outlook
GA 7: Ethical competency and sustainable mindset
11 | P a g e
GA 8: Entrepreneurial and innovative

Rubric for CLOs

CLOs Level 1: Beginning Level 2: Level 4:

Average Excellent
CLO 1 Not able to Partially able to Able to comprehend the
comprehend the comprehend the partnership of HR with
partnership of HR partnership of HR business strategy.
with business strategy with business strategy
CLO2 Not able to apply Able to apply concepts Able to apply concepts
concepts to address to address to address contemporary
contemporary HR contemporary HR HR issues
issues issues
CLO3 Not able to Somewhat able to Able to Recommend
recommend suitable recommend suitable suitable HR strategy in
HR strategy in HR strategy in alignment with business
alignment with alignment with environment
business environment. business environment.

Rubrics for Group Project – Case Analysis

CLO 3: Justify suitable HR strategy & practices in alignment with business.

Case Criteria Below Meets Above
Analysis expectations expectations expectation
Report
(15
marks)

Identifying Poor case analysis Satisfactory Excellent case

information (facts and identifying HR case-analysis analysis and
& situation) strategy and and decision decision
alternatives making making;
Max 10

BE < 4, ME 4-8,
EE >8

Application of HR Lack of application moderate exemplary

strategy of HR strategy to application of application of
case situation HR strategy to HR strategy of
Max 5 the case the case
situation situation
BE < 2, ME 2-3.5,
EE 3.5-5

Individual Clarity in Lack of Somewhat Clarity in

Presentation identifyin clarity in clear in identifying HR
based on cases g HR identifying identifying HR issues
(5 Marks) issues HR issues; issues

12 | P a g e
 Max 5

BE < 2,
ME 2-3.5,
EE 3.5-5

Rubrics For Quiz

CLO 1: Outline the partnership of HR with business strategy.

Criterion Below Expectations Meets Expectations Exceeds
Expectations
Ability to link partnership Unable to link the Somewhat able to link Shows
of HR with business partnership of HR with the partnership of HR mastery in
strategy business strategy with business strategy. linking the
Max. 20 partnership of
BE < 8, ME 8-16, EE >16 HR with
business
strategy

Rubrics For Individual Assignment

CLO 2: Identify contemporary HR issues for productive & employee oriented work environment.
Criteria Below Meets expectations Above expectations
expectations

Organization and Lacks in-depth Has been able to give Has done in-depth
synthesis study of the issue; an overview of the study of the issue;
Unable to find its issue; moderately exhibits superior
Max 10
implications for able to find its knowledge in
BE < 4, ME 4-8, EE HRM implications for establishing its
>8 HRM implications for HRM

Rubrics for Interview of HRBP Role

CLO 1: Outline the partnership of HR with business strategy.

Criteria Below Meets expectations Above expectations
expectations

Inference Inadequate A good inference from Excellently designed

inference from interview interview and outstanding
Max 10
interview inference from the
BE < 4, ME 4- interview
8, EE >8

13 | P a g e
Rubrics For End Term

CLO 1: Outline the partnership of HR with business strategy.

CLO 2: Identify contemporary HR issues for productive & employee oriented work environment.

Criteria Below Meets Expectations Exceeds

Expectations Expectations

Conceptual Hardly demonstrate Somewhat able to Demonstrate sound

Knowledge (CLO1) any understanding demonstrate understanding of the
Max. 20 of the strategic role understanding of the strategic role of HR
of HR. strategic role of HR
(BE <10, ME 10-15, EE >15)

Application (CLO2) Is not able to think Able to think critically Challenges and

Max. 20 critically and apply and apply strategic HR critique status quo,
viable solutions to knowledge for solving applies strategic HR
(BE <10, ME 10-15, EE >15)
given given contemporary knowledge and
contemporary issues most of the proposes meaningful
issues with time. solutions to given
examples. contemporary
issues .

14 | P a g e