Master of Business Administration
[Online Mode]
Semester IV
Batch: July 2022
Course Matrix & Syllabus
Elective: Human Resource Management
Semester IV
Course Course Course Course
Course Title
No. Type Code Credit
17 SC7 21VMB3S305 Performance Management System 4
International Human Resource
18 SC8 21VMB3S401 4
Management
19 SC9 21VMB3S402 Strategic Human Resource Management 4
Organization Development and Change
20 SC10 21VMB3S403 4
Management
21 CFE 21VMB30F405 Cross-functional Elective Course 4
22 Project 22VMB0P406 Master Thesis / Project * 6
Total Credit 26
* Master Thesis / Project will be carried out between Sem 3 and Sem 4, but evaluation will reflect in Sem 4
Legend
CC Core Course
SC Specialization Course
OEC Open Elective Course
CFE Cross Functional Elective Course
Course: Performance Management System Course Code: 21VMB3S305
Course Credits: 4 Learning Hours: 120
Course Outcomes
CO1: Define the Performance Management System (PMS) and its alignment with HR
processes.
CO2: Explain the relevance of the different appraisal methods in improving employees’
performance.
CO3: Demonstrate the ability to develop KRA and KPI of employees.
CO4: Analyze the role of reward management in PMS.
CO5: Develop the ability to understand and distinguish the different types of
competencies of employees and link the same with performance.
Unit 1: Introduction to Performance Management
Concept of Performance Management, Characteristics of Performance Management,
Objectives of Performance Management, Principles of Performance Management,
Challenges to Performance Management. Functions of Performance Management
System, Characteristics of Effective PMS
Learning Outcome: Explain the meaning characteristics and challenges of performance
management.
Unit 2: Performance Management System (PMS): An Overview
Difference and link between Performance Management and Performance Appraisal,
Benefits of Performance Management, Succession Planning, Role Analysis and Evaluating
Performance Management, Linkage of Performance Management to Other HR
Processes, Exposure to Oracle, SAP PM System, every manager is an HR, Role of
Leadership in PMS
Learning Outcomes: Develop an understanding of the key attributes of performance
management and performance appraisal in HR functions.
Unit 3: Performance Planning
Characteristics of Performance Planning, Objectives of Performance Planning,
Importance of Performance Planning, Methodologies of Performance Planning, Process
of Performance Planning and Barriers to Performance Planning
Learning Outcome: Identify the characteristics, objectives and barriers of performance
planning.
Unit 4: Performance Appraisal
Meaning of Performance Appraisal, Process of Performance Appraisal, Approaches of
Performance Appraisal
Learning Outcome: Provide an understanding of the process of performance appraisal.
Unit 5: Traditional and Modern Methods of Appraising Methods
Traditional Methods (Annual confidential report, Straight ranking, Grading, paired
ranking, Linear Rating Scale, forced distribution method, Critical incident method
Questionnaire Field survey method, Essay method), Modern Methods (360 and 720
Degree feedback, MBO, Behaviourally Anchored Rating Scale, Assessment center
method, Potential Appraisal), Traditional vs. Modern Methods. Self-Evaluation, Exploring
Bell Curve approach in Performance Appraisal
Learning Outcomes: Analyze the effectiveness of different appraisal methods and
highlight the relevance of 360-degree feedback.
Unit 6: Tools to measure Performance
Tools to measure Performance, Performance Management for Teams, Performance
Management in practice, Analyzing Performance problems, KRA and KPI -Introduction,
Developing KRA and KPI, Balanced scorecard, concepts of balance scorecard, application
of balance scorecard
Learning Outcomes: Ability to examine the usefulness of KRA and KPI in developing
employees’ performance.
Unit 7: Performance Monitoring
Role of Line Managers in Performance Management, Supervision, Concept and
Characteristics, Objectives and Importance of Performance Monitoring, Process of
Performance Monitoring
Learning Outcome: Analyze the importance of supervision and performance monitoring.
Unit 8: Mentoring and Coaching
Coaching and Mentoring in the Organization, Coaching, Skills and Activities of Coaching,
Coaching to Improve Unsatisfactory Performance, Learning to Coach, On-going
Mentoring and Protégé Development, Mentoring, Skills and Activities of Mentoring,
Learning to Mentor, Setting up Mentoring Schemes, Informal Mentoring, International
or Cross-cultural Implications
Learning Outcome: Ability to discuss the implication of coaching and mentoring in an
organization.
Unit 9: Performance Counselling
Concept of Performance Counselling, Principles of Performance Counselling,
Performance Counselling Skills and Performance Counselling for Higher Job
Performance
Learning Outcome: Analyze the impact of Performance Counselling for higher job
performance.
Unit 10: Performance Management Implementation
Bottlenecks, challenges, Strategies for Effective Implementation of Performance
Management and Factors affecting Performance Management Implementation
Learning Outcome: Describe the process and challenges of Performance Management
implementation.
Unit 11: Organizational Change through Performance Management
Creating a High-Performance Learning Environment: The Leadership Challenge, Building
and Leading High-Performance Teams, Organizational Culture and Performance
Management
Learning Outcome: Provide an understanding on how performance management can
translate to Organizational Change.
Unit 12: Performance Appraisal and Reward System
Factors of measuring performance, Purpose, Process and methods, Performance
Management linked Reward Systems ‐ Reward Management, Objectives, Components
of Reward System, Challenges of Linking Performance and Reward
Learning Outcomes: Ability to analyze and improve employee’s performance through
reward management.
Unit 13: Competency Mapping to enhance Performance
Competency-based Performance Management, Objective assessment of Competencies,
Planning for Training and Development, Competency, Types of Competencies,
Identification of Competencies, Assessment of competencies
Learning Outcomes: Interpret the need for training and development to enhance
employees’ competency.
Unit 14: Ethics in Performance Management
Meaning and Concept of Ethics, Principles of Ethical Performance Management, Ethical
Issues and Dilemmas, Developing Code of Ethics, Performance Management in
Organizations
Learning Outcome: Describe various ethical issues in Performance Management.
Unit 15: Role of HR Professional in Performance Management
Appraising HR Functions, Future Role of HR Professionals in Performance Management
in Knowledge Millennium
Learning Outcome: Discuss the role of HR Professionals in Performance Management
System.
Course: International Human Resource Management Course Code: 21VMB3S401
Course Credits: 4 Learning Hours: 120
Course Outcomes
CO1: Identify the issues, opportunities, and challenges of international HRM.
CO2: Analyze the strategic and functional roles of HRM in various international contexts,
such as recruitment and selection, performance management, learning and
development, career management, compensation, motivation, and repatriation.
CO3: Demonstrate the knowledge of human resource management policies and
practices in multinational enterprises/different countries.
CO4: Interpret the management policy, practices, and systems in the field of international
human resource management.
CO5: Infer the external forces that have the potential to shape international HRM.
Unit 1: Introduction: IHRM vs. HRM
Domestic HRM and International HRM: Differences and similarities in HRM and IHRM:
Variables that moderate the difference between HRM and IHRM: Morgan’s model of
International Human Resource Management: Cultural context and IHRM. Applying a
strategic view of IHRM
Learning Outcome: Discuss the definitions of International Human Resource
Management (IHRM) and the differences between domestic and IHRM; understand key
terms in international human resource management (IHRM).
Unit 2: Cultural Dimensions of International Human Resource Management:
Definitions of Culture; Hofstede’s cultural dimensions, Trompenaar’s cultural dimensions
The GLOBE study; the cultural dimensions by Hall and Hall; Growth and spread of
internationalization
Learning Outcome: Develop and understanding of HRM within the context of
internationalization and cultural environment.
Unit 3: International, Multinational, Global & Transnational Organizations,
Advanced Market MNCs and Emerging Market MNCs
Understand how emerging market MNCs(e.g. firms from Brazil, Russia, India, China) are
different from advanced market MNCs (e.g. firms from US and UK) in their approach to
managing people, The institutional environment, Country-of-origin effect, Host-country
effect, Reverse knowledge transfer. The role of states, Standardization and Localization
Subsidiary Role, Organizational Legitimacy, Path to Global Status – Structure and stages
of Internationalization. Organizational control system
Learning Outcome: Evaluate how institutions affect HRM practices by gaining knowledge
in HRM within the context of emerging market.
Unit 4: IHRM in Mergers & Acquisitions, and Joint Ventures
Foreign Operation Modes and their Combinations, Cross Border M&A, Role of the HR
function in M&As, M&A phases and HR implications, The role of expatriates in M&As
International Joint Ventures, IJV development stages and HRM implications, Cross-
cultural management in international joint ventures(IJV), The top management team and
the role of expatriates in IJVs
Learning Outcome: Analyze how international growth places demands on management,
and that HR activities are determined by organizational factors.
Unit 5: MNCs Approach to International Human Resource Management and
International Staffing, Recruitment, and Selection
Introduction to Global Talent Management. Approaches for international staffing: -
Ethnocentric, Polycentric, Geocentric, Regiocentric. Three categories of staff:-
Advantages and Disadvantages of using Home Country or Parent Country
Nationals(PCNs), Host Country Nationals (HCNs), Third Country Nationals (TCNs),
Determinants of staffing choices, Reasons for international assignments, Types of
international assignments, Roles of Expatriates, Non-expatriates, and Inpatriates,
Recruitment and Selection Criteria of International Managers, Expatriate Success and
Failure, Female expatriates
Learning Outcome: Discuss the importance of global talent management policies and
practices for multinational organizations.
Unit 6: International Performance Management
Introduction: Performance Management around the Globe PMS Policies and Practices in
MNEs. Types of international assignments: ‘technical assignments’, ‘developmental
assignments’, ‘strategic assignments’, ‘functional assignments’. Variables affecting
expatriate performance. A cross-cultural context for performance management
Performance criteria
Learning Outcome: Infer those aspects of performance management processes with
regard to expatriate performance.
Unit 7: Training and Development in International Human Resource Management
The role of expatriate training: Pre-departure training Programs: - Cultural awareness
programs, Preliminary visits, Language training, Practical assistance, Security briefings
Management development- Individual Development and International teams
Re-entry and repatriation problems
Learning Outcome: Identify the importance of expatriate training, the components of
effective pre-departure training programs, and the overall process of repatriation.
Unit 8: International Compensation
Objectives of an international compensation: Base salary, Foreign Service inducement
and hardship premium, Allowances:-Housing, COLA, Education, Relocation, Benefits -
Medical, emergency, security, Contributions to savings, pension schemes, etc. while
abroad
International Compensation Approaches:-The Going Rate Approach (Market Rate
Approach) and the Balance Sheet Approach (the Build-up Approach). A third emerging
approach to international compensation: - ‘Local Plus’ Income taxes incurred in both
home and host country
Learning Outcome: Develop and understanding of the key components of an
international compensation program.
Unit 9: International Industrial Relations and the Policies and Practices of MNEs
Industrial relations policies and practices of multinational firms. Trade unions and
Industrial relations:- Influencing wage levels, Constraining the ability of multinationals to
vary employment levels at will Hindering or preventing global integration of the
operations of MNEs, International trade secretariats (ITS)s Regulation of multinationals
by international organizations, Regional integration - EU. The concept of offshoring and
its strategic importance, Offshoring and HRM in India, Offshoring and HRM in China,
Code of Conduct - Monitor the HRM practices
Learning Outcome: Examine the potential constraints that trade unions may have on
MNEs and understand the HR implications of offshoring strategies.
Unit 9: Global Diversity and Equality Management
Theoretical perspectives relating to equality, diversity, disadvantage, and discrimination
in employment Understanding of equality and diversity policies and practices to the
achievement of organizational goals, quality, and excellence
Learning Outcome: Understanding how managers and HR professionals can be effective
in not only managing diversity but also in leveraging diversity as a competitive advantage.
Unit 10: Strategic International HRM
The development of SIHRM and the process of international strategic management
The evolution of the MNE in terms of various stages of internationalization and the
methods firms use to enter international markets. The process for developing MNE
strategy and IHRM strategy and the relationship between the two
Learning Outcome: Understand the development of SIHRM and the process of
International Strategic Management.
Unit 11: Design and Structure of the Multinational Enterprise
The fundamentals of organizational design and Structure and explain the process of
designing an MNE, The basic characteristics associated with different organizational
structures, The implications for IHRM from the different structures, The importance of
teams, networking, and the need for learning in MNEs
Learning Outcome: Discuss the organizational structures in MNEs with examples.
Unit 12: International Employment Law, Labor Standards
The three major legal systems and their key differences: -civil, commercial, criminal
International labor law and standards and their impacts; the goals of the various
international trade agreements
Learning Outcome: Discuss the International Legal Aspects and International Trade
Agreements.
Unit 13: Comparative IHRM: Operating in Other Regions and Countries
Understand different types of regions in the world; Important features of IHRM in Europe,
North America, Asia Pacific, Latin America, Middle East, and Africa
Learning Outcome: Develop and Overview of the important features of HRM in different
countries/different regions.
Unit 14: Global Ethics and Well-Being of the International Workforce
The ethical climate within different countries: Bribery and pay-offs: Code of Conduct for
International Business; Ethical absolutism and Employment practices in various countries
The importance of global health & Safety; Role of IHRM in health & Safety
Learning Outcome: Understand the role of IHRM ethics and well-being of employees.
Unit 15: Challenges and Emerging Issues in IHRM
Integration Issues, Heterogeneous Functions, Changes in a political, economic, and legal
environment, Local versus Universal Perspectives, Social Responsibility
Learning Outcome: Develop and Gain perspectives on the challenges in IHRM.
Course: Strategic Human Resources Management Course Code: 21VMB3S402
Course Credits: 4 Learning Hours: 120
Course Outcomes
CO1: Identify the challenges and opportunities in SHRM and understand the context of
SHRM.
CO2: Describe the implications of the evolving strategic role of HR professionals and the
application of these strategies in the industry.
CO3: To develop a perspective on Strategic Human Resources Management.
CO4: Comprehend the policies of design and redesign of work systems.
CO5: To capture the changing landscape of SHRM by linking with business strategies.
Unit 1: Introduction to Strategic Human Resources Management
Introduction, history, the evolution of SHRM, Definition, an investment perspective of
Human Resources Management, understanding and measuring human capital, factors
influencing SHRM.
Learning Outcome: To appreciate the levels of understanding of SHRM.
Unit 2: Challenges in Strategic Human Resources Management
Impact of Technology, HR issues, and challenges related to technology, workforce
demographic changes, and diversity
Learning Outcome: To understand the Challenges in SHRM from different generational
cohorts.
Unit 3: Strategic Management
Models of strategy, the process of strategic management; mission statement, analysis of
the environment, establishing goals and objectives, setting strategy, corporate strategy,
business unit strategy
Learning Outcome: To understand the Strategy models and their applications in an
organization.
Unit 4: The Evolving/ Strategies Role of Human Resources Management
Strategic HR versus Traditional HR, HR roles, Barriers to Strategic HR. Strategic
organization of HR functions. Outcomes of strategic HR, A model of strategic Human
Resources Management
Learning Outcome: To understand and evaluate the strategic role of human resources
management in an organization.
Unit 5: Strategic Human Resources Planning
What is Strategic Human resources planning, the importance of strategic human
resources planning, and the process of strategic human resources planning; Assessing
Current HR Capacity, Forecasting HR Requirements, Gap Analysis, Developing HR
Strategies to Support Organizational Strategies
Learning Outcome: To apply the strategic role of human resources planning in an
organization.
Unit 6: Design of Work Systems
The model for the design of work systems, Job specification, Job enlargement, job
rotation, job enrichment, and vertical loading. Five core job characteristics; skill variety,
task identity, task significance, autonomy, and feedback. Job Characteristics Model
Learning Outcome: To design the work systems in an organization to achieve
organizational goals.
Unit 7: Redesign of Work Systems
Strategic choices, Cross-cultural teams, challenges in cross-cultural teams, Redesign of
work systems, outsourcing, offshoring, mergers, and acquisition
Learning Outcome: To apply the process of redesigning the work systems in an
organization.
Unit 8: Implementation of Strategic Human Resources Planning
Process of implementing SHRM, Strategic recruitment, internal and external recruitment,
Methods of recruitment, E- Recruitments, challenges in Strategic human resources
management
Learning Outcome: To identify factors influencing SHRP and Strategic Recruitment.
Unit 9: Training and Development
Benefits of training and development, planning and strategizing training, Kirkpatrick,
Donald four steps to measuring training effectiveness; reaction, learning, behavior,
results. Integrating training with performance management systems and compensation
Learning Outcome: To provide an overview of training and development and how the
integration of training is done with performance management systems and compensation.
Unit 10: Strategic Performance Management and Feedback
Overview of Strategic Performance Management, competency-based performance, and
development, why performance management systems often fail, and performance
appraisal methods for different types of teams
Learning Outcome: To apply competency-based performance systems in an
Organization.
Unit 11: Compensation
Compensation system, direct; base pay, incentive pay, indirect; legally required and
optional. Equity, Equity, and work-related outcomes, internal and external equity.
Learning Outcome: To apply the compensation system considering employee voice.
Unit 12: Labor Relations
Why employee unionizes, collective bargaining; process, failure to reach an agreement,
labor relations in the pandemic
Learning Outcome: To evaluate the various labor relations strategies and its
implementations for the betterment.
Unit 13: Employee Separation
What is employee separation, overview on reductions in force, layoffs, and turnover,
managing great resignations, to great retention, strategic downsizing, and retirement?
Learning Outcome: To familiarize the learner with the concept of employee separation
and factors influencing employee separation.
Unit 14: Global Human Resources Management
How global HRM differs from Domestic HRM, Assessing culture, strategic HR issues in
global assignments, expatriate, repatriation
Learning Outcome: To know the global HRM and HR issues in global assignments.
Unit 15: Strategic Initiatives and contemporary challenges in interventions of HR
HR Issues in Mergers & Acquisitions with different sector-specific. HR challenges in
difficult Times. HR Outsourcing and HRM. Social Accountability, Sustainability & HRM.
Cross-cultural management. Contemporary challenges in interventions of HR talent
management
Learning Outcome: To know the virtual working scenarios during Covid-19 and
challenges faced by employees and organizations at different levels of change tactics and
strategies adopted in managing change.
Course: Organizational Development and Change Management
Course Code: 21VMB3S403
Course Credits: 4
Learning Hours: 120
Course Outcomes
CO1: Identify the challenges and opportunities in applying Organizational Development
And understand the various perspectives of Organizational development.
CO2: Describe the implications of Change theories and the application of these theories
in industry.
CO3: Demonstrate an awareness and fundamental knowledge of the need for change,
why organizations change or fail to change, and how to plan for, manage and measure
change.
CO4: Comprehend the policies of OD, and practices relating to various sectors.
CO5: Develop the components of OD and change management relating to various HR
interventions.
Unit 1: Introduction to Organizational Development
Introduction, Definition, History – Laboratory training background, the five stems of OD
practice, action research and survey feedback background, normative background,
productivity and quality of work-life background, strategic change background;
Evolution of OD, OD interventions: definition, actors to be considered, choosing and
sequencing, relevance of organizational development in HR, Goal of organizational
development and elements of OD
Learning Outcome: To recognize the levels of understanding of Organizational
Development at different levels.
Unit 2: Organizational Development Process
The process of Organizational Development - 7 approaches:- (1) Initial Consultation (2)
Data Collection (3) Data Feedback and Confrontation (4) Action Planning and Problem
Solving (5) Team Building or Team Formation (6) Inter-Group Development (7) Appraisal
and Follow-Up
Learning Outcome: To explain the OD process and applications of these processes in
various sectors.
Unit 3: Diagnosing Organizations
Need for diagnostic models, organization, group, individual-level diagnosis, Collecting
and analyzing the diagnostic information, Feeding Back diagnostic information,
Designing interventions, an overview of interventions
Learning Outcome: To predict the need for diagnostic models and their applications in
an organization.
Unit 4: OD Interventions
The Cummings and Worley framework for OD interventions. A classification of OD
interventions - Human process interventions, Techno structure interventions, HRM
interventions, and Strategic change interventions. Three comprehensive models for
diagnosing organizational systems in OD - organizational level, group level, and
individual level
Learning Outcome: To understand and evaluate the OD interventions in an organization.
Unit 5: Human Process Interventions
Human process interventions (individual, group, and inter-group human relations);
Individual-based: coaching, counselling, training, behavioural modeling, delegating,
leading, morale-boosting, mentoring, motivation; Group-based: conflict management,
dialoguing, group facilitation, group learning, self-directed work teams, large scale
interventions, team building, and virtual teams; Inter-group based: Organization
mirroring, third party peace making interventions
Learning Outcome: To discuss human process interventions related to interpersonal
relations and group dynamics.
Unit 6: Techno-Structural Interventions
Restructuring Organizations, Employee Involvement, Work Design, Balanced scorecard;
Business process reengineering; Downsizing and outsourcing
Strategic Interventions: Competitive and Collaborative Strategies, Organization
Transformation
Learning Outcome: To examine techno structural interventions that focus on structural
design and on the technology to coordinate work processes more effectively.
Unit 7: Organizational Cycle and Organization Structure
The organizational life cycle stages - startup, growth, maturity, decline, and death (or
revival), Overview of organizational structure, the process for creating an organizational
structure - Plan the future, consider the past, build your organizational structure, fill in
the people, balance authority and responsibility, fill in employee data and metrics,
practice robust performance management of employees, review your organizational
structure annually
Learning Outcome: To develop an understanding of the frameworks of organizational
development and stages of the organizational cycle.
Unit 8: Evaluating and Institutionalizing Organization Development Interventions
Evaluating Organization Development Interventions – implementation and evaluating
feedback, measurement, research design; Institutionalizing framework
Learning Outcome: To illustrate the evaluating process of organization development
interventions and describe the elements in the process of institutionalising organisation
development interventions.
Unit 9: The Future of OD
The changing environment, Fundamental strengths of OD, Implications of OD for the
client, Ethical standards in OD, OD’s future, OD Consultant’s role, Issues in the consultant-
client relationship, Power, Politics & OD, and Research on OD
Learning Outcome: To identify factors influencing changing environment and
implications of OD for the clients.
Unit 10: Introduction to Change
Introduction to organizations change, Nature of change, Internal & External changes,
Types of change
Learning Outcome: To prepare an overview of organizational change.
Unit 11: Models of change
Kurt Lewin’s Change Model: Unfreeze → Change → Refreeze; Lewis’s Force field, Systems
Model, Action research model, organizational vision, and strategic planning
Learning Outcome: To understand the Kurt Lewin’s Model of change and application
model.
Unit 12: Resistance to Change
Reasons for the resistance, overcoming resistance for the change, change and person
and manager, systematic approach to making change- factors for effective change, skills
of leaders in change management, designing the change
Learning Outcome: To apply the resistance to change techniques based on the forces of
change.
Unit 13: Change Management Frameworks
Change management frameworks applied in industry and overview on Kotter 8-Step
Process for Leading Change, McKinsey & Company’s 7-S Framework: Style, Skills,
Systems, Structure, Staff, and Strategies = Shared Values & Goals, ADKAR
Model: Awareness → Desire → Knowledge → Ability → Reinforcement, The Kübler-Ross
Model: Shock → Anger → Bargaining → Depression → Acceptance, Satir Change
Management Model: Late Status Quo → Resistance → Chaos → Integration → New Status
Quo, William Bridges’ Transition Model: Ending → Neutral Zone → New Beginnings
Learning Outcome: To infer change management frameworks and applications of these
frameworks based on the requirements and sector.
Unit 14: Employee Experience and Employee Engagement
Introduction to employee experience and employee engagement and understanding
employee voice on these attributes. Factors influencing EX and EE
Learning Outcome: To illustrate the concept of Employee Experience and Employee
Engagement and factors influencing EX and EE.
Unit 15: Impact of Organizational Change on Organization Culture
Overview on Organizational culture and factors influencing Organization culture,
Overview on Cameron’s organizational cultural Scale, Impact of different levels of change
on organizational culture
Learning Outcome: To interpret the latest types of Organizational culture and it’s
affecting factors.
