WARMADEWA UNIVERSITY

Course Syllabus
Organizational Development and Human Resource Management - WIP33B08
International Program

5 ECTS

1. Course Description
Human resource management (HRM) is a comprehensive and coherent approach to
the employment and development of people. HRM can be regarded as a philosophy
about how people should be managed, which is underpinned by a number of theories
relating to the behaviour of people and organizations. It is concerned with the
contribution it can make to improve organizational effectiveness through people but
it is, or should be, equally concerned with the ethical dimension – how people should
be treated in accordance with a set of moral values. HRM involves the application of
policies and practices in the fields of organization design and development, employee
resourcing, learning and development, performance and reward and the provision of
services that enhance the well-being of employees. These are based on human
resource (HR) strategies that are integrated with one another and aligned to the
business strategy.
HRM indeed aims to support the achievement of business goals but, equally, it should
aim to build a relationship based on trust, openness and personal fulfilment. This first
part of this course deals with the broad areas and concerns of the practice of HRM
covering its conceptual basis, the strategic framework within which HRM activities
take place and the various factors that affect it, including the impact of HRM on
performance, the specific functions of human capital management, knowledge
 management and competency-based HRM and importantly, the ethical and social
responsible considerations that need to be taken into account when practising HRM.

2. Objectives
On completing this course students should be able to define these key concepts.
Students should also know about:
1) The fundamental concept of HRM and how it developed
2) The meaning of HRM
3) The goals of HRM
4) The philosophy of HRM
5) The underpinning theories
6) The reservations made about HRM
7) Models of HRM
8) The position of HRM today

3. Lecturing Method
The course will use lecturing, discussion, and assignment method.

4. Assessment Method
Class attendance 10 %, Class participation and assignments 30 %, Mid-term exam
30 %, Final exam 30 %

5. Lecturers
Team

6. Lecturing Topics
Week Main Topic Topic in Detail
1 The practice of human • The practice of human resource
resource management management
• The essence of human resource
management (HRM)
• Strategic HRM
 • Delivering HRM – systems and roles
• HRM and performance
2 • Human capital management
• Knowledge management
• Competency-based HRM
• The ethical dimension of HRM
• Corporate social responsibility
3 People and organizations • Organizational behavior
• Work, organization and job design
• Organization development
4 Factors affecting employee • Motivation
behavior • Commitment
• Employee engagement
5 People resourcing • Strategic resourcing
• Workforce planning
• Recruitment and selection
• Resourcing practice
• Talent management
6 Learning and development • Strategic learning and development
• The process of learning and
development
• The practice of learning and
development
• Leadership and management
development
7 Performance and reward • Performance management
• Reward management – strategy and
systems
• The practice of reward
management
• Managing reward for special groups
8 Mid- term Semester Exam
9 Employee relations & • Strategic employee relations
Employee well-being • The employment relationship
• The psychological contract
• The practice of industrial relations
• Employee voice
• Employee communications
• The practice of employee well-
being
• Health and safety
10 International HRM • The international HRM framework
• The practice of international HRM
 • Managing expatriates
11 HRM policy and practice • HR policies
• HR procedures
• HR information systems
• Employment law
12 HR skills • Strategic HRM skills
• Business skills
• Problem-solving skills
• Analytical and critical skills
• Research skills
• Statistical skills
• Selection interviewing skills
• Job, role and skills analysis and
competency modelling
13 • Learning and development skills
• Negotiating skills
• Leading and facilitating change
• Leadership skills
• Influencing skills
• Handling people problems
• Managing conflict
• Political skills
14 HRM toolkits • Strategic HRM toolkit
• Human capital management toolkit
• Organization design toolkit
• Organization development toolkit
• Employee engagement toolkit
• Workforce planning toolkit
• Talent management toolkit
15 Planning and delivering • Performance management toolkit
learning events toolkit • Strategic reward toolkit
• Total rewards toolkit
• Job evaluation toolkit
• Grade and pay structure design
toolkit
• Attitude surveys toolkit
16 Final Semester Exam

7. References
1) Armstrong, M. & Taylor, S. 2014. Armstrong’s handbook of Human Resource
Management Practice. 13th revised edition. Kogan Page Ltda.
 2) Keegan, A and Francis, H (2010) Practitioner talk: the changing textscape of HRM
and emergence of HR business partnership, The International Journal of Human
Resource Management, 21 (6), pp 873–98

Workload