Syllabus M.A HRM 20 21 Final PDF

DEPARTMENT OF M.
A HRM
D G VAISHNAV COLLEGE (AUTONOMOUS)
CHENNAI – 600106
OUTCOME BASED EDUCATION (OBE)

SYLLABUS 2020-2021
DEPARTMENT OF M.A HRM
Academic Year 2020 - 2021

Syllabus 2020 - 2021
INSTITUTION
VISION
To impart value based quality academia; to empower students with wisdomand
to charge them with rich Indian traditions and Culture; to invoke the self , to
broaden the same towards Nation building , hormony and Universal brotherhood.
MISSION
To ensure sustained progress and development in imparting quality education, to

pioneer new avaenues of teaching and research and to emerge as an institution
with potential for excellence
Vision
To impart a quality and value based education and professional HR training
that enables a holistic development interms of HR competencies, conceptual
knowledge and experiential learning compatible to the Institution and
Industry requirement.
Mission
Educate and facilitate professional training of students through multiple
approaches that nourish professional competency and self development.
Build a strong interface interface between HR aspirants and HR
professionals though network with Industry.
Instilling a sense of integrity,
PROGRAMME EDUCATIONAL OBJECTIVES
1. To produce Postgraduates professionally trained in Human Resource

Management.
2. To establish HR Departments and independently , manage basic HR

functions.
3. To get the Post graduates in Human Resource Management as industry

ready resources for managing HR functions in Industry.
4. To equip graduates for decision making in all types and levels of HR

functions.
5. To facilitate Human Resource Management for independent

entrepreneurial ventures in HR business fields.
6. To develop vital skills in Human relations and team work in business

organizations.
7. To make data driven decisions for effective management of HR in
Industries.
8. To develop leadership qualities with human dimensions of empathy ,

trust, values, ethics in Organizations through HR practices.
9. To demonstrate scholarly attitude to pursue higher education and

research in HRD and allied subjects.
10. To develop and maintain peace, hormony and human relations through
scientific methods of Industrial relations.
11. To advice and guard the interest of employers and employees through
appropriate knowledge on Labour Legislation.
Programme Outcomes and Graduate Attributes
Scholarship Knowledge
Get deep knowledge of professional Human Resource Management subjects

through behavioural, social and other allied disciplines with the competency
to use the acquired knowledge for the benefit of Organisations.
Critical Thinking
Understand labour problems critically, discriminate causative factors

drawing appropriate conclusions and offering tactical HR solutions.
Problem Solving
Think scientifically and independently , conceptualize effective redressal of

problem and offer wide range of HR solutions in a feasible manner with due
consideration of interest to employer, employees and society.
Research Skills
Collect information specific to unique HR needs and problems through

review of literature, experimentation, applying suitable research
methodologies , techniques, tools, design, sample studies, analyse and
interpret data, display, demonstrate and present findings for broader
perspective and decision making.
Usage of Modern Tools
Develop, choose, learn and apply techniques, resources for prediction,

refinement, modeling and understanding of the HR issues.
Collaborative and Multidisciplinary work
Have knowledge and understanding of individual and group behavior , take

up opportunities and contribute positively for team work, cross functional
work, diverse workforce, receptiveness , accommodative for achieving
organizational goals.
Communication
Develop skills to receive , send, interpret, evaluate employee information

and effectively communicate on complex HR issues within and outside the
organizations write effective reports, design documentation, make effective
presentations, give and receive clear instructions and maintaining societal
communication.
Life Long learning
Maintain and prove scholarly attitude to pursue a career in HRD and

Research with a zeal and vision to engage oneself for lifelong learning
amidst constant and continuosly emerging economical , technological,
organizational and socio political changes.
Ethical Practices and Social Responsibility
Develop ideas and solutions for practical problems and approach the same
with bend of moral and social responsibilities.
Independent and Reflective learning

Develop professional skills in the disciplinary , inter disciplinary and multi
disciplinary areas of management sciences and professional associations.
Programme Specific Outcome

1. Scientifically study , critically evaluate, analyse , interpret and effectively apply the
basic theories labour laws, principles, process of methods used in the fields of HRD.
2. Apply the knowledge of Human Resource Management in the areas of research,

education practice, entrepreneurship and organizations.
3. Solve complex problems in the field of human relations, industrial relations, HRM with
an understanding on tools to be used, analytical skils to be applied with appropriate
insight on human behavior , social dynamics, organisational development , industry
safety, statutory compliances and socio cultural aspects.
4. Apply the knowledge of people management to appreciate , develop and test the
throretical models of application in HR practices.
5. Use standardized tools and techniques , modern and classical methods to carryout
structured experiences and develop skills to interpret explain and validate scientific data
for intended objectives.
Mapping PO VS PSO
PO1 PO2 PO3 PO4 PO PO6 PO7

5
PSO1 3 2 1 3 2 1 3
PSO2 3 3 3 3 1 3 3
PSO3 3 2 3 2 1 3 3
PSO4 2 3 3 2 3 1 2
PSO5 2 3 3 3 2 1 2
MAPPING OF PEO TO PO
PEO PO PO PO PO PO PO PO PO PO PO
1 2 3 4 5 6 7 8 9 10
PEO 1
3 3 2 2 2 3 2 3 3 2
PEO 2
3 3 2 2 2 3 2 3 3 2
PEO 3
3 3 2 2 2 3 2 3 3 2
PEO 4
3 3 2 2 2 3 2 3 3 2
PEO 5
3 2 3 2 2 3 3 2 2 3
PEO 6
3 3 2 2 2 3 3 3 2 2
PEO 7
3 3 2 2 2 3 2 2 3 2
PEO 8
3 3 2 2 2 3 2 3 3 2
PEO 9
3 3 2 2 2 3 2 3 3 2
PEO 10
3 3 2 2 2 3 2 3 3 2
SCHEME ON EXAMINATIONS
As per the University Regulation the following split up of marks for Theory, practical and
project are to be followed.
(i) SPLIT UP FOR INTERNAL AND EXTERNAL MARKS FOR THEORY AND
PRATICAL PAPER:
S.No Paper Internal External Total

1 Theory 40 60 100
2 Practical 40 60 100
(ii ) SPLIT UP FOR INTERNAL ASSESSMENT MARKS (40) FOR THEORY:
CIE- Continuous Internal Evaluation (40 Marks)
Blooms Test Assignments Quizes Current Affairs
Category
Remember 20 5 5 10
Understand 5
Apply 10 10
Analyze 5
Evaluate 5
Create
Blooms Category Weightage %
Remember 20
Understand 20
Apply 30
Analyse 10
Evaluate 15
Create 5
CURRICULUM
The ambitious course of M.A in Human Resource Management was launched in the year
2008, by D.G Vaishnav College, and it is ensured that the PG MA HRM Program is vibrant
and thought provoking. The course is designed in such a manner so as to include
theoretical and practical learning. The two year intensive course which has four
internships ensures real industrial experience to the budding HRs along with enhancing
the students’ ability to adapt to different organizational culture. The students are placed
in the HR department of reputed organizations of different sectors like Manufacturing,
Service, and IT, thus widening their knowledge spectrum.
In this era, wherein “global” is the new “local”, Summer Internship in North India and the
Annual Study Tour to South Asian countries go a long way in providing the global
exposure to the students. The monthly HRD training programs, in association with the
professional bodies, weekly guest lectures, etc., mould one’s personality by building their
competencies and instilling in them a sense of confidence, thereby producing industry
ready and effective HR
The course has core, internal elective, specialized course, generic elective and open elective
ELIGIBILITY FOR THE AWARD OF DEGREE

A candidate shall be eligible for the award of the degree only if he/she has undergone
prescribed course of study for a period of not less than two academic years, passed the
examination of all the four semesters earning the requisite credits fulfilled such conditions as
have been prescribed there for.
FIRST SEMESTER
Sl. Course CourseCod Course HoursDistri Overa Total Marks
N Category e bution llCred Cont
O L T P S its act C ESE Total
Hour I
s/We A
ek
CORE Learning and 4
1 4 0 0 1 4 60 100
Development 5 0
CORE
4
2 Labour Legislation 4 0 0 1 4 5 60 100
0
CORE Fundamentals of
4
3 Human Resource 4 0 0 1 4 5 60 100
0
Management
Specialized Dynamics of 5 4
4 4 0 0 1 3 60 100
course Human Behaviour 0
Organizational 5
Counselling
4
5 General or Managerial 4 0 0 1 3 60 100
0
Elective Concepts and
Business Ethics
Soft skill I English for effective 5 5
6 4 0 0 1 2 50 100
communication 0
Internship Service Sector
7 36 4
Internship
SECOND SEMESTER
Course Hours Total
category Distributio Cont
Sl. Course Course Over Marks
n act
N Hour
Code all
O s/We
Credit ek CI Tota
L T P S SEE
s E l
Industrial Relations and 5
1 CORE 4 0 0 1 4 40 60 100
Employee Welfare
Organizational 5
2 CORE 4 0 0 1 4 40 60 100
Behaviour
Performance 5
3 CORE 4 0 0 1 4 40 60 100
Management System
Specialized Global Human 5
4 4 0 0 1 3 40 60 100
Course Resource Management
Total Quality
Internal Management or 5
5 4 0 0 1 3 40 60 100
Elective Managerial Economics
for HRM
Soft Skill English for
6 4 0 0 1 2 50 50 100
II Competitive Exams 5
Manufacturing 3
7 Internship 4
internship 6
*Summer Internship 2 Credits (with Duration of a Month /26 Working days)

THIRD SEMESTER
Sl. Course CourseCo Course HoursDist
Overa Total Marks
N Category de ribution
llCred Cont
O L T P S its act CI ESE Tota
Hour A l
s/We
ek
1 CORE Research Methodology 4 0 0 1 4 5 40 60 100
2 CORE Industrial Law 4 0 0 1 4 5 40 60 100
CORE Compensation Benefit 5
3 4 0 0 1 4 40 60 100
Analysis
CORE Strategic Human 5
4 4 0 0 1 4 40 60 100
Resource Management
Specialised Corporate Social 5
5 4 0 0 1 3 40 60 100
Course Responsibilty
Open Organizational 5
6 4 0 0 1 3 40 60 100
elective Softskill
Soft skill -
7 French for Beginners 4 0 0 1 2 50 50 100
III 5
FOURTH SEMESTER
Course Hours Total
category Distributio Cont
Sl. Course Course Over Marks
n act
N Hour
Code all
O s/We
Credit ek CI ES Tota
L T P S
s E E l
CORE Organizational 5
1 4 0 0 1 4 40 60 100
Development
CORE Human Resource 5
2 4 0 0 1 4 40 60 100
Development
3 CORE Project viva voce 5 8 5 150 50 200
Soft Skill French for Beginners 5
4 4 1 2 50 50 100
-IV
LEARNING AND DEVELOPMENT
Department: M.A.HRM Academic Semester: ODD

Course: LEARNING AND
Semester: I Section: 2020-2022 Course Code:
DEVELOPMENT
Contact Hours /week: No. of credits: 4
CIA: 40 ESE : 60 Exam Hours: 03
COURSE OUTCOMES: At the end of the Course, the Student will be able to:
Differentiate the concepts of Learning, Training & Development and explain the
CO1 relevance of Training in Human Resource Development
Compare and apply the Adult Learning theories for employee training and
CO2
productivity in organizations.
Describe the various aspects of Training process such us training need analysis,
training design, training environment, training content, trainer capabilities, training
methodologies and training evaluation for Training and Development functions in
CO3
any groups or organizations. Design, evaluate and deliver training programmes
effectively using various models of training and development.
Classify and critically evaluate different methods of Management Development

CO4
Programmes for executive development.
Analyze the importance of HR professional bodies (eg:ISTD,NHRD), avail

CO5
membership and participate in their professional meets.
Compare the various technological advancements and tools in Training and

CO6
development and explain the latest trends and government initiatives in the field.
Mapping of CO v/s PO:
PO1 PO2 PO3 PO4 PO5 PO6 PO7 PO8 PO9 PO10
CO1 3 2 3 2 2 3 2 3 2 3
CO2 3 3 3 2 3 3 2 3 3 3
CO3 2 2 3 3 3 3 2 3 3 2
CO4 3 2 3 2 3 2 2 2 3 2
CO5 3 2 2 3 2 3 3 2 2 3
CO6 2 3 3 2 2 3 3 2 2 2
Mapping of CO v/s PSO:
PSO1 PSO2 PSO3 PSO4 PSO5
CO1 3 2 2 2 2
CO2 3 3 2 3 2
CO3 3 3 3 3 2
CO4 3 3 2 2 2
CO5 3 3 3 3 3
CO6 3 3 3 3 3
Correlation levels: 1- Weak 2-Medium 3-High

LEARNING AND DEVELOPMENT
(50Hours)
Objectives:
To orient the student on the concepts of training, development andlearning.To develop

skills in planning and organizing trainingprograms.To know the significance of
Training for HRD and HRMpractice.
S.NO CONTENTS HOURS COS
Introduction
1
Definition of Learning, Training and Development-
Differences between Training, Development, Learning 10 CO1
and Education-Concept of Training- Need, Importance
and Types of Training– Relevance of Training in HRD
2
Learning & Training
10 CO2
Charecteristics and Principles of
Learning, Bloom’s Taxonomy – Adult
learning theories: Andragogy for Adult
learners, Assumptions in Andragogy,
Differences between Androgogy and
Pedagogy- Facilitation Theory-
Experimental Learning- Action
learning- Blended learning and
Problem-Based learning – Project
Based learning- Learning Enhancement
Factors
3
Training Process
Training Need Analysis : Issues, 10 CO3

Benefits, Objectives of training,
Designing a training programme-
Instructional Design- Training
Calendar – Skill Matrix- On the Job
and Of the Job Methods of Training ,
Implementation of the Training
Programme Trainer capabilities-
Training Environment and Transfer of
learning - Training Evaluation –
Donald Kirkpatrick’s Evaluation Model
and other models-Impediments to
Effective Training -Training Aids
4
Concept of Management/Executive
10 CO4, CO5
Development – Objectives- Importance
and principles of Management
Development –Process of Management
Development - Methods and
Techniques of Executive Development:
On the Job and Of the job techniques –
Career Development and Talent
Management- Professional bodies/
Training organizations in India: ISTD,
NHRD
5 Technology and Training and Development

10 CO6
Learning Management Systems – E-
learning- Mobile Technology and
Training -Recent trends in
Organizations with respect to Training
and Development- Training Process
Outsourcing- Recent Government
Initiatives in the field of learning,
training and development eg: Skill
India, Swayam and new initiatives.
Reference
Pandu, Naik, G (2007): Training and Development – Text, Research and

Cases, NewDelhi, Excel Books. Rishipal, (2011), Training and Development
Methods, IndiaSultan Chand and Sons . Aswathappa, K. (2010) Human
Resource Management – Text and Cases. New Delhi. Tata McGraw Hill.
Dessler, Gary & Varkkey, B. (2017). Human Resource Management (15th
ed.)India, Pearson Education . Gupta C.B. (2018) Human Resource
Management Text and Cases (19th ed.)India – Sultan Chand and Sons
LABOUR LEGISLATION

Course: Labour
Semester: I Section: 2020-2022 Course Code:
Legislation
Contact Hours /week:
No. of credits: 4
5
As a HR professional the person will be able to work independently for

CO1 filing Factory License, EPF and ESI Online Portals for employee registration
and monthly contribution
HR student became industry ready with real time cases practices from the
CO2
class room discussions
After the graduation the student can work on Working hours and Overtime
CO3 calculation, Annual leave with wages calculation
Calculating essential HR metrics like OT, Working hours, Annual Leave

CO4
with wages etc.
Effective Labour Grievance handling and decision making as per statutory

CO5
compliance guidelines
CO1 3 2 3 2 2 3 2 3 2 3
CO2 3 3 3 2 3 3 2 3 3 3
CO3 2 2 3 3 3 3 2 3 3 2
CO4 3 2 3 2 3 2 2 2 3 2
CO5 3 3 2 2 2 3 3 2 2 3
CO1 3 2 2 2 2
CO2 3 3 2 3 2
CO3 3 3 3 3 2
CO4 3 3 2 2 2
CO5 3 3 3 3 3
LABOUR LEGISLATION
Objectives:
▪ This paper aims to provide an understanding application and interpretation of the

various labour laws and their implications and labour issues. ▪ Stimulate thinking
on rationale behind the laws and their enforcement problems. ▪ To expose the
students to understand the legal frame work which is important for the efficient
decision making relating to man management and industrial relations.
S.No Contents Hours Course

Outcome
1 Introduction: Emergence and Objectives of Labour 10 CO1

Laws and their Socio-Economic Environment. Origin
of Law, Sources of Law, Legal Concepts. Ministries
involved in law making, executing. Level of labour
ministry.
2 Factories Act 1948- Working Conditions, Health, 10 CO2

Safety, Welfare, Provisions Relatingto Hazardous
Process, Working Hours of Adults, Employment of
Young Persons, Annual Leave with Wages Special
Provisions and Penalties.
3 Laws relating to Social Security: Employees Provident 10 CO3
Funds Act 1952, and Employees' State Insurance Act-
1972. The Payment of Bonus Act 1965, the Payment of
Gratuity Act, 1972. Purpose - eligibility – benefits.
4 The Maternity Benefit Act, 1965, Maternity Benefit 10 CO4

Legislation and its growth in Indiawith the
Amendments. Difference Maternity benefit in ESI Act
and Maternity act –eligibility. Workmen's
compensation Act, 1923 – purpose – eligibility,
benefits.
5 Interpretations of Labour Laws, their working, and 10 CO5

implications for Management, Union, Workmen, the
Economy and the Industry.
Reference
Handbook of Industrial Laws by N. D. Kapoor - S Chand, 2010.Industrial Labour

Laws-Taxman Publications, 2012 . . Industrial Relations, Trade Unions and Labour
Legislations by P.R.N.Sinha, Indu . Bala Sinha, Seema Priyadarshini Shekar- Pearson
Publication, 2011. 4. Industrial Disputes Act 1947 along with the Central rules, Bare
Act (with short . comments) Commercial Law Publishers India Pvt., Ltd., Delhi, 2012
FUNDAMENTALS OF HUMAN RESOURCE MANAGEMENT
Department:M.A.HRM Academic Semester: ODD
Course: FUNDAMENTALS
Section: Course Code: OF HUMAN RESOURCE
MANAGEMENT
Contact Hours
No. of credits:4
/week:4
CIA:40 ESE :60 Exam Hours: 03
CO1 Explain the importance of Human resource and their effective management of the
organization of different sectors in this contemporary environment and the ability to
solve the problems arising in the organization.
CO2 Demonstrate the ability to prepare a recruitment and selection strategy for matching the
organizational needs and skills of potential and perspective candidates. This includes
searching and researching the different sources of recruitment, the advantages and
disadvantages of each type that will best suit the organization.
CO3 Develop, analyze, organize, conduct and evaluate different training and development
methods in a cost effective way to suffice the needs of the organization and employees.
CO4 Summarize the fundamental concepts, principles, techniques, Judgments in supply and
demand forecasting in determining manpower planning.
.
CO5 Compare and contrast the different methods of performance appraisal and to identify
the best unbiased method to evaluate the performance of the employees to provide
feedback for enhanced performance and productivity in the future.
CO1 3 2 3 2 2 3 2 3 2 3
CO2 3 3 3 2 3 3 2 3 3 3
CO3 2 2 3 3 3 3 2 3 3 2
CO4 3 2 3 2 3 2 2 2 3 2
CO5 2 3 2 3 2 3 3 2 3 2

CO1 2 3 3 3 3
CO2 3 3 2 3 2
CO3 3 2 3 3 3
CO4 3 3 2 3 3
CO5 3 3 3 2 2
FUNDAMENTALS OF HUMAN RESOURCE MANAGEMENT
(50 hours)
Objectives
Understand the Principles, policies and requisite skills needed for an HR professional. Focus
on the contemporary issues faced by an HR professional . To integrate HR strategy to Business
Strategy and substantiate with suitable concepts models and theories
S.NO CONTENTS HOURS COURSE

OUTCOME
1 Introduction to Human Resource
10 CO1
Management : Definition, Nature, Scope,
Functions, Objectives of Human Resource
Management,
OrganizationofHumanResourceDepartment
,PersonnelpoliciesandPrinciples,Skill for
Human Resource professionals, Evolution
of HRM and its present scenario, HRM
Models, Difference between Human
Resource Management and Personnel
Management, Strategic Human Resource
Management(SHRM).
Human Resource Planning and Designing 10 CO2

2
of Jobs: Nature and Importance of Human
Resource planning, Factors affecting
Human Resource Planning, The planning
process, Long term and Short term
planning, Human Resource planning and
Government, Barriers to Human Resource
Planning; Job analysis,Job description, Job
design -, Job enrichment, Job Rotation, Job
enlargement and Job simplification.
3
Recruitment and Selection: Recruitment
10 CO3
and Selection - Process, types and methods
includingmodernmethodssuchasusageofsoc
ialmediaetc.,EvaluationandControl,
Placement, Interview, Induction, Selection
process, Psychometric and Aptitude test,
Barriers for effective selection; Separation.
4 10 CO4
Training and Development: Types and functions;
Performance Appraisal- Appraisal process,
Challenges on Performance Appraisal, Incentives
and Benefits; Job Evaluation and its process,
Alternatives to Job evaluation. Theories of
Remuneration, Remuneration plan and Business
Strategy – HR as a business Partner.
5 An overview of HR practices in Different Sectors: 10 CO5

Service (Information Technology, Consultancy,
and Retail) and Manufacturing Sector. Similarities
and Differences between
ManufacturingandServiceSector.Contemporary
HR practices - HR Audit, Big Data, HR Analytics
and Enterprise Resource Planning(ERP).
References
Aswathappa : Human Resource Management , TMH , NEW Delhi ,2013. V.S.P Rao :
Human Resource Management : Text and Cases, Anurag Jain , New Delhi, 2014.
Mukherjee,K.PrinciplesofManagement,2ndEdition,TATAMCGRAWHILL2009. C.B
Guptha : Human Resource Management , Sultan Chan
DYNAMICS OF HUMAN BEHAVIOUR
Section: Course Code: Course: Dynamics of Human

Behaviour
Contact Hours
No. of credits:3
/week:4
CO1 Appreciate the human element and dimensions in employee behavior by applying
different psychological theories for Human Resource management and human resource
Development.
CO2 Exhibit the ability to relate with the employees by using the principles of human
development, life span development and to facilitate occupational and career
adjustment needs in the organization.
CO3 Develop skills in the assessment and prevention of human errors related to Industrial
accidents by applying the concepts Sensation and Perception.
CO4 Recognize and apply different memory improvement techniques for personal,
professional, organizational and effective team functioning. .
CO5 Identify, choose or develop tools/psychological tests for measuring intelligence,
aptitude, skills, competencies, required for human performance in different functions
of Human resource Management such as recruitment, selection, training and
development, performance appraisal etc.
CO1 2 3 3 2 2 3 2 2 2 3
CO2 3 3 3 2 3 3 2 3 3 3
CO3 2 2 3 3 3 3 3 3 3 2
CO4 3 2 3 2 3 2 3 2 2 2
CO5 2 3 2 3 2 3 3 2 2 2
CO1 2 3 3 3 3
CO2 3 3 2 3 2
CO3 2 2 3 3 3
CO4 3 3 3 3 3
CO5 2 3 3 2 2
DYNAMICS OF HUMAN BEHAVIOUR
(45 Hours)
Objectives:
▪ To understand the dynamics of human development and behavior. To learn

the relationship between psychology and HRM practice for serving employees
in organization. To know the basic concepts in General Psychology for
professional development in organization.
S.No CONTENTS HOURS COURSE
OUTCOME
1 Definition of Psychology - Schools of 9 CO1

Psychology - Behaviorism -
Psychoanalysis - Humanistic school -
Application of Psychology - Psychology
in Industry - self-development - Human
relations - Psychology in relation to
Human Resource Management and
Human Resource Development.
2 Development of Human Behaviour: 9 CO2
Growth and development; Principles of
development, Role of genetic and
environmental factors in determining
human behavior;; Life span development
- Characteristics, development tasks -
Adulthood and Middle Age with
reference to Occupational and career
adjustment. The nature of individual
differences
3 Sensation, Attention and Perception: 9 CO3

Sensation: concepts of threshold,
absolute and difference thresholds,
Factors influencing attention including
set and characteristics of stimulus;
Definition and concept of perception,;
Accidents in Industry with reference to
sensation, attention.
4 Memory: Encoding and remembering - 9 CO4

Organization and Mnemonic techniques
to improve memory; Theories of
forgetting - decay - Memory and
forgetting - Two process theories of
memory - Improving memory.
5 Intelligence and Aptitude and 9 CO5

Psychological Measurement: Concept of
intelligence and aptitude, Nature and
theories of intelligence – Emotional
Intelligence, Social intelligence,
measurement of intelligence and
aptitudes; Characteristics and
construction of standardized
psychological tests; Types of
psychological tests; - Intelligent Quotient
and Aptitude Tests.
References:
1. Clifford T. Morgan, Richard a. King, John R. Weis and John Schopler,

“Introduction to Psychology” – 7th Edition. Tata McGraw Hill Book Co. New Delhi,
1993. Ernest R. Hillgard, Richard C. Atkinson, Rita L. Atkinson, (1975): “Introduction
to Psychology” 6th Edition, Oxford IBH publishing Co. Pvt. Ltd., New Delhi.
Baron.A. Robert, Psychology, Pearson Education Vth Ed.,2002. Dwivedi ( 2008) :
HUMAN RELATIONS & ORGNIZATIONAL BEHAVIOUR 5th Edition (Paperback)
Publisher Macmillan India Limited, New Delhi. K. C. Dubey (2009): Psychology and
Human Behaviour 01 Edition , Publisher: Omega Publications. Bernard Burnes,
Carolyn Axtell, Deanne Den Hartog, Fiona Patterson, John Arnold, Ray Randall, Cary
L. Cooper, Joanne Silvester, Ivan T. Robertson, Don Harris (2010): Work Psychology:
Understanding Human Behaviour in the Workplace (Paperback), Pub. Financial
Times/ Prentice Hall.
ORGANISATIONAL COUNSELLING
Course:ORGANISATIONAL
Course Code:
COUNSELLING
Contact Hours
No. of credits:3
/week:4
CO1 Exhibit the values and ethics of counseling goals and practices of counseling method.
CO2 Identify and apply various counseling theories and models to interpret the
psychological and emotional needs of the employees at workplace.
CO3 Assess different psychosocial problems of the employees at workplace and to devise a
plan to help them to overcome their problems through various counseling approaches
and also to preserve and promote Mental Health at workplace by using counseling
methods.
CO4 Develop and utilize the skills of Organizational Counseling such as active listening,
paraphrasing, summarizing, counseling therapies, etc in the counseling process.
CO5 Establish and run effective professional counseling service in the industries.
CO1 3 2 3 2 2 3 2 3 2 3
CO2 3 3 3 2 3 3 2 3 3 3
CO3 2 2 3 3 3 3 2 3 3 2
CO4 3 2 3 2 3 2 2 2 3 2
CO5 2 3 2 3 2 3 3 2 3 2

CO1 2 3 3 3 3
CO2 3 3 2 3 2
CO3 3 2 3 3 3
CO4 3 3 2 3 3
CO5 3 3 3 2 2
ORGANISATIONAL COUNSELLING
Objective (45 Hours)
To approach the employee related problems with human touch. To get oriented in basic
counseling knowledge and skills. To integrate counseling methods into HRD and HRM
practices.
S.NO CONTENTS HOURS COURSE OUTCOME
1 Introduction to counseling – 9 CO1

Definitions – Difference
between Counseling and
guidance– Ethics and values of
counseling, counseling goals –
Evolution of Counseling.
2 Counseling Theories: 9 CO2

Psychoanalytical – Behavioral
Approach – Carl Roger’s Client
Centered Theory - Cognitive
Behavior therapy - Eclectic
model – Indian Approach to
Counseling.
3 Counseling process and skills: Counseling 9 CO3

process: stages from intake to termination.
Counseling relationship-Skills of
Counseling – Active Listening:
Paraphrasing, Summarizing, Clarifying,
Questioning and reflecting -Counseling
Therapies- Individual VS Group
counseling.
4 Common Psychosocial problems 9 CO4

in workplace: Alcoholism, drug
addiction, indebtedness,
maladjustment, ill-health,
occupational diseases, mental
health problems, relationship
problems and indiscipline,
absenteeism, family problems -
problems of specific groups such
as the backward, handicapped,
older, younger, women and
LGBTQ employees - Sexual
harassment at work places.
5 Counseling in Work place: 9 CO5

Appointment of professional counselor
with HR benefits in Industries –
Challenges in establishing and running
counseling services in industries - The
need to develop counseling skills for
HR Managers and Line supervisors.
Reference
1.Ruth Roberts & Judith Moore (2010): Counselling and Psychotherapy Practice Series,
Sage Publications,Industrial Psychology 01 Edition (Paperback): Industrial Psychology
(2012) Aph PublishingCorporation.Bill O'Connell; Stephen Palmer; Helen Williams (
2011): Solution Focused Coaching in Practice, Taylor and FrancisPub.Bernard Burnes,
Carolyn Axtell, Deanne Den Hartog, Fiona Patterson, John Arnold, Ray Randall, Cary
L. Cooper, Joanne Silvester, Ivan T. Robertson, Don Harris (2010): Work Psychology:
Understanding Human Behaviour in the Workplace (Paperback), Pub. Financial
Times/PrenticeHall.Copeland, Sue ( 2010) :, Counselling Supervision in Organisations
(Professional and Ethical Dilemmas Explored)Publisher: Taylor andFrancis. Hazel
Reid, Jane Westergaard( 2011 ) : Effective Supervision for Counsellors - An
Introduction
MANAGERIAL CONCEPTS AND BUSINESS ETHICS
Course:Managerial
Semester:II Section: Course Code: Concepts and Business
Ethics
Contact Hours
No. of credits:3
/week:4
CO1 Demonstrate the descriptive knowledge of basic principles of management, and
communicate the management evolution and how it will affect the task and
functions of future managers
CO2 Observe and critically evaluate the influence of historical forces on the current
practice of management
CO3 Practice the process of managements functions of planning, organizing , staffing,
directing, controlling, reporting and budgeting
CO4 Demonstrate an ability to critically examine how organizations adapt to an
uncertain environment and identify techniques managers use to influence and
control the internal environment
CO5 Critically evaluate the role of professional manager in Delegation of Authority
and decentralization and in the emerging trends in corporate structure and culture
CO6 Identify and properly use vocabularies within the field of management to
articulate one’s own position on a specific management issue and communicate
effectively with varied levels of human resources
CO1 3 3 2 2 3 2 3 2 3 3
CO2 3 2 2 2 2 2 2 2 3 3
CO3 3 3 3 2 3 3 3 3 3 3
CO4 3 3 3 2 2 3 3 3 3 2
CO5 3 3 3 2 3 3 3 3 2 3
CO6 3 3 2 2 2 3 3 3 3 3
COURSE PSO5
PSO1 PSO2 PSO3 PSO4
OUTCOME
CO1 2 2 2 2 2
CO2 2 2 2 3 2
CO3 2 3 3 3
CO4 3 2 3 3 2
CO5 2 3 3 3 2
CO6 3 2 3 2 2

MANAGERIAL CONCEPTS AND BUSINESS ETHICS
(45 Hours)
Course Objective
1. Introducing the evolutions and practices of Management.Transferiing the techincal aspect of
human managing technique. To Make the students learn and excel towards people managing
perspectives in an organization.
S.NO CONTENT HOURS COURSE

OUTCOME
1 Introduction to Management: Nature and 9 CO 1

Scope of Management- Importance of
Management -Evolution of Management
Thought - Manager and Environment -
Systems Approach to Management – Levels
of Management – Roles and Responsibilities
of Manager – Skills required for Professional
Manager.
2 Planning & Decision Making: Steps in 9 CO2

Planning Process – Types of Plans – Scope
and Limitations – Flexibility in Planning -
Sound Plan – Management by Objective
(MBO) – Decision making process and
techniques – Policy formulation.
3 Organizing and Staffing : Organization 9 CO3

Structure & design - – Span of Management
– Delegation and Decentralization – Line and
Staff Authority – Trends in Corporate
Structure – Strategy and Culture – Impact of
Technology on Organizational Structure -
Mechanistic vs Adoptive Structures – Formal
and Informal Organization – Span of Control
– Narrow and Wide Span of Control –
Optimum Span of Control - Effective
organizing and Organizational Development
– Selection Process - Induction – Placement
- Self Employment – Nature, Scope and
Importance of Entrepreneurship.
4 Coordination & Control : Importance –Need 9 CO4

for Coordination – Co-ordination &
Cooperation – Problems in coordination –
Techniques of Coordination – Concept of
Control – Areas of Control- Control Process
– Essentials of Budgetary Control – Zero
Based Budgeting (ZBB) - Performance
Standards and Measurements – Steps to
make Performance Appraisal Effective –
Integrated Control System in an Organization
- Management by Exception (MBE) &
SWOT Analysis
5 Business Ethics & Corporate Governance : 9 CO5

Importance of Business Ethics – Factors
Governing Business Ethics in an
Organization – Corporate Governance across
the nations –Ethical Decision Making –
Ethical Leadership –Corporate Social
Responsibility in Global Scenario -
Consumer Protection – Environment
Protection – Sustainable Business Practices,
Indian Management Thoughts.
Refrences
Certo, S C. and Certo, T, Modern Management, 12th Edition, Prentice Hall, January
2011.DeGeorge, R., Business Ethics, 7th Edition, Pearson, 2011.Govindarajan M., and
Natarajan S., Principles of Management, PHI Learning Pvt. Ltd., 2009.Griffin, R. W.,
Management, 11th Edition, South-Western College Publication, January 2012.
Koontz, H. and Weihrich, H., Essentials of Management: An International Perspective, 8th
Edition, Tata McGraw Hill Education Private Ltd., July 2009.Mukherjee, K., Principles of
Management, 2nd Edition, Tata McGraw Hill Education Pvt. Ltd., 2009. Robbins, S and
Coulter, M, 11th Edition, Management, Prentice Hall, January 2011.Schmerhorn, J.R.,
Management, 11th Edition, Wiley, July 2012. Schmidtz, D. and Willott, E., Environmental
Ethics, Oxford University Press, 2011.
1. Bengt Jarkifm , F.Lovingssib “ The A- Z Management Concepts and Models , Viva
Book Publishers – Revised Edition.Tim Hanangan , “ Management concepts and
Practices”, 5th Edition, FT Prentice Hall publishers. Dr.C.B Gupta, “Management
Concepts and Practices, Sultan Chand & sons, 2014 Edition.
SERVICE SECTOR INTERNSHIP
CO1 Demonstrate the theoretical knowledge so gained by classroom teaching, under
the auspices of the Organization
CO2 Observe and critically evaluate the performance the Company interms of HR
functions
CO3 Analyse Unique practices of the company to that of
CO4 Demonstrate an ability to critically examine how organizations adapt to an
uncertain environment and identify techniques managers use to influence and
control the internal environment
CO1 3 3 2 2 3 2 3 2 3 3
CO2 3 3 2 2 3 3 3 3 3 3
CO3 3 3 3 2 3 3 3 3 3 3
CO4 3 3 3 2 2 3 3 3 3 2
CO5 3 3 3 2 3 3 3 3 2 3
CO6 3 3 2 2 2 3 3 3 3 3
SEMESTER- II
Industrial Relations & Employee Welfare
Department: M.A HRM Academic Semester:Even
Course: Industrial
Semester:II Section: A Course Code: Relations & Employee
Welfare
Contact Hours
No. of credits:4
/week:
CIA: 40 ESE :60 Exam Hours: 03
CO1 Demonstrate descriptive knowledge of the field of Industrial Relations , and

enactment pertaining Industrial disputes, Trade Unions, and Employment
Standing Orders.
CO2 Apply the essential concepts of Trade Unions to compare and contrast the
functions, structure , democracy and status with developed countries.
CO3 Identify , evaluate , recognize the types of Industrial approaches and consider the
social historical and equity within Industrial Relations.
CO4 Demonstrate an ability to critically examine and Investigate solutions to
Industrial Problems through Machinery and Collective Bargaining, Negotiation
process based on research study and Assessment of current practices.
CO5 Practice the process of Industrial Relations and Communicate the knowledge of
Industrial Relations in both written and verbal methods to employer and
employee to maintain Industrial harmony and Conflict Mangement.
CO6 Critically evaluate the role of Industrial Managers , in constant and dynamic
Business Environment.
CO7 Critically examine the role, power and functions of ILO and Labour
Administration to strengthen the Industrial Relations.
CO1 3 2 3 2 2 2 2 2 2 3
CO2 2 2 3 2 2 2 2 2 3 2
CO3 3 2 2 3 3 2 2 2 2 2
CO4 3 3 3 2 3 3 2 3 2 2
CO5 3 3 3 3 3 2 3 2 2 2
CO6 3 3 3 3 2 3 3 2 2 3
CO 7 2 2 3 3 2 2 3 3 2 2

COURSE PSO5
PSO1 PSO2 PSO3 PSO4
OUTCOME
CO1 3 2 3 3 2
CO2 2 2 2 3 2
CO3 3 3 3 2 3
CO4 3 3 3 3 3
CO5 3 3 2 2 2
CO6 3 2 3 3 2
CO 7 2 3 3 2 2

Industrial Relations & Employee Welfare
(50 Hours)
Course Objective
1. To Review the concept of Industrial Relations.To understand the Industrial

harmony and industrial conflict. To review the importance of collective
Bargaining. To assess the functioning of departments related IR
S. NO CONTENTS HOURS COURSE

OUTCOME
1 Concept of Industrial Relations : 10 CO 1

Objective and Importance of
Industrial Relations – Factors
affecting Industrial Relations –
Labour Laws Governing
Industrial Relations – Industrial
Relations Frame Work in India –
The Role of State in Industrial
Relations – Industrial Relations
Approaches – Sociological,
Psychological, Gandhian,
Marxist Approach – Employee
Relations in Service Sectors –
Prerequisites for Harmonious
Employee Relations .
2 Trade Union : History and 10 CO 2

Growth of Trade Unions in India
– The Trade Union Act, 1926 –
Definition -features –
Procedures to establish –
Obligations – Registration &
Recognition – Classification of
Trade Unions - Trade Union
Structure & Leadership –
Responsibilities of Trade Union
Leader – Organizational
Leadership – National Interest –
Trade Union Democracy –
Problems of Indian Trade
Unions - White Collar
Unionism – Trade Unionism in
Unorganized Sector –
Governance of Trade Unions
and Related Issues - Global
Scenario of Trade Unions.
3 Collective Bargaining & 10 CO 3

Negotiation Process : Concept –
Nature & Scope of Collective
Bargaining – Factors favouring
Collective Bargaining
Relationship in India – Factors
hindering Collective Bargaining
Relationship in India – Levels
of Collective Bargaining –
Approval Procedures –
Coverage and Duration of
Agreements - Precondition for
Success of Collective
Bargaining - Negotiation –
Concept – Process – Essential
skills for effective Negotiation –
Industrial Employment Standing
Orders Act, 1946.
4 Industrial Disputes and 10 CO 4,5

Industrial Harmony : Industrial
Disputes – Types - Causes –
Authorities Maintained Under
the ID Act, 1947 – Arbitration –
Voluntary & Non Voluntary –
Adjudication – Strikes –
Retrenchment – Lay-off – Lock-
out – Closure – Code of
Industrial Relations Discipline –
Grievance Procedure –
Managing Discipline in the
Industry – Domestic Enquiry -
Workers Participation in
Management. Futuristic issues in
Industrial Relations.
5 Employee Welfare : Concept – 10 CO 6,7

Nature and Scope of Employee
Welfare – Welfare as a tool to
increase Productivity – Agencies
of Employee Welfare – Role of
State – National Commission on
Labour – Welfare Measures for
Employees in formal and
informal sector – Functions of
Employee Welfare – Functions
of Labour Welfare Boards in
Tamil Nadu.
References
1. Aswathappa: Human Resource Management, TMH, New Delhi, 2003.2. Arun Monappa:
Industrial Relations, TMH, New Delhi, 2003. 3. V.S.P.Rao, Human Resource Management:
Text & Cases, Anurag Jain, New Delhi, 2002.4. R.S.Dwivedi, Managing Human
Resources/Personnel Management in Indian enterprises, Galgotia Publishing Company, New
Delhi, 2002.5. Biswajit Pottanayak, Human Resource Management. Prentice Hall of India
Pvt.l.td. 2003 . 6. Memoria, C.B. Dynamics of Industrial Relations in India. Himalaya Pub.
House. 7. Robbins, S.P. & Coulter, M.(2012), Management (11th edition) - Ch. 3:
Organizational Culture and the Environment: The Constraints
8. John Gennard Managing Employment Relations Chartered Institute of Personnel and
Development, 2010-9. Pauline Dibben, GiltonKlerck, Geoffrey Wood Employment Relations:
A Critical and International Approach Chartered Institute of Personnel and Development, 2011
10. Nirali Prakashan Labour welfare and industrial hygiene Wiley; 7 edition (December 6,
2011).
11. An Introduction to Collective Bargaining and Industrial Relations by Harry Charles Katz
and Thomas A. Kochan (Paperback - Dec. 1, 2007) . 12.Cases in Collective Bargaining &
Industrial Relations by David Dilts and Raymond Hilgert (Paperback - June 27, 2006)
13. Collective Bargaining in the Private Sector (Industrial Relations Research Association
Series) by Paul F. Clark, John Thomas Delaney, and Ann C. Frost (Paperback - Mar. 2003)
14. Global industrial Relations (Global HRM) by Michael J. Morley, Patrick Gunnigle, and
David G. Collings (Paperback - July 2S, 2006). 15.The Ethics of Human Resources and
Industrial Relations by John W. Budd and James G. Scoville (Paperback - Sept. 15, 2005)
16.Advances in Industrial and Labor Relations, Volume 14 by David Lewin and Bruce
Kaufman (Hardcover - Jan. 5, 2006) 17. Industrial Relations: Theory and Practice by Trevor
Coiling and Mike Terry (Paperback - Mar. 15, 2010) 18. S C Srivastava Industrial Relations
and Labour Laws 6 Edition Publisher: Vikas Publishing House (2012) 19. Trevor Coiling,
Mike Terry. Industrial Relations: Theory and Practice John Wiley & Sons, 2010
20. Venkatraman P Industrial Relations APH Publishing, 2007.
ORGANIZATIONAL BEHAVIOUR
Course: Organizational
Semester: II Section: Evening Course Code:
Behaviour
Contact Hours
No. of credits: 4
/week: 5
ESE : Exam Hours: 03
CO1 The HR person can able to manage and lead work groups and teams with
knowledge of Individual behaviour, attitude and its impacts in
organizational functions.
CO2 Can able create Motivational model and activities based on motivational
theories and training given during the course of time.
CO3 The person will be able to design and execute effective communication
channel to handle Group Dynamics and channelizing the functional
groups.
CO4 Functioning as an efficient team player with the positive behaviour and
attitude.
CO1 3 2 3 2 2 2 2 2 2 3
CO2 2 2 3 2 2 2 2 2 3 2
CO3 3 2 2 3 3 2 2 2 2 2
CO4 3 3 3 2 3 3 2 3 2 2
PSO1 PSO2 PSO3 PS04 PSO5
CO1 3 2 2 2 2
CO2 2 2 3 2 3
CO3 2 2 1 3 1
CO4 3 3 2 2 2

ORGANIZATIONAL BEHAVIOUR
(50 Hours)
Objective
The course develops in-depth knowledge of organizational; behaviour implication to

organizational culture and climate from a psychological perspective. Provides an
understanding of social system, culture, status and organisational development.
S NO CONTENTS HOURS OUTCOME

1 Introduction to Organisational 10 CO 1
Behaviour, Historical
development of OB -
Understanding OB. Attitude –
formation & measurement of
attitude, work attitude – job
satisfaction and organisational
commitment.
2 Motivation -Early theories, 10 CO 2
Contemporary theories,
Motivation at work -Designing
Motivating Jobs
3 Group Dynamics – 10 CO 3
Classification of groups,
developmental stages of teams,
Group Behaviour,
Communication in Groups and
Group Decision making.
4 Leadership - trait, Behavioural 10 CO 4

and contingency theories;
Power and Politics; Trait,
Behavioural Analysis (T.A.);
Work stress.
5 Organisational structure and 10 CO 3,1
Design; elements of
organisational structure,
challenges in designing an
Organisation structure.
Organisational design and
employee behaviour.
Organisational Culture and
climate. Organisational
conflict; causes, types of
conflict, Management conflict.
References
1. Organisational Behaviour- S. Fayyaz Ahmad, Nazir Ahmad Gilkar & Javid Ahmad Darzi -
2008 –Atlantic Publishers and Distributers Pvt Ltd, New Delhi. Organisational Behaviour-
K.C.S. Ranganayakulu – 2005- Atlantic Publishers and Distributers Pvt Ltd, New Delhi.
2. Organisational Behaviour- Ray French - 2011 –John Wiley & Sons Ltd. 4. Managing
Organisational Behaviour- William Fox - 2007 – Juta & Co, South Africa. 5. Organisational
Behaviour- Shuchi Sharma - 2013 – Tata McGraw- Hill, New Delhi. 6. Stephen P. Robbins,
Organizational Behaviour, Pearson Education, New Delhi, 2007.
‘’
PERFORMANCE MANAGEMENT SYSTEM
Course: Performance
Management System
Contact Hours
No. of credits: 4
/week: 50
ESE : Exam Hours: 03
CO1 Appreciate and recognise the significance of different kinds of
Performance Appraisal systems
CO2 To compare and contrast the different apparisal processes and managing
performances
CO3 Will be able develop a performance development model for a Company
with diversified manpower
CO4 Will be able to devise communication mechanism for faciliating
performance review
CO5 To evaluate and assess the present relavance of PMS
CO1 3 2 3 2 2 2 2 2 2 3
CO2 2 2 3 2 2 2 2 2 3 2
CO3 3 2 2 3 3 2 2 2 2 2
CO4 3 3 3 2 3 3 2 3 2 2
CO1 3 2 2 3 2
CO2 2 2 2 2 3
CO3 2 2 2 3 3
CO4 3 3 2 3 2
CO5 3 2 2 3 2

PERFORMANCE MANAGEMENT SYSTEM
(50 Hours)
Course Objective
Introduce students to the basic concepts involved in Performance management

system.To familiarize students with the various techniques used to appraise
performance.To make them more performance oriented effective and efficient
HR managers.
S.NO contents Hours Outcome

1 The Foundation of 10 CO 1
Performance Management:
Definition, Principles,
Concerns, Benefits and Scope
of Performance Management.
Processes for Managing
Performance, Implications for
Performance Management.
2 The process of performance 10 CO 2
management: Performance
management as a process of
management; The
performance management
cycle; The performance
management sequence; How
performance management
works; Performance
management activities;
Performance management in
action.
3 Performance planning and 10 CO 3
agreements, Managing
performance: Performance and
development planning; Role
profiles; Objective setting;
Performance measures and
assessment; Performance
planning; Development
planning; The performance
agreement. Managing
performance throughout the
year; The continuing process
of performance management;
Updating objectives and work
plans; Managing continuous
learning; Coaching and
Mentoring
4 Assessing and reviewing 10 CO 4
performance: Approach to
assessment; Factors affecting
assessments; Methods of
assessment; Overall analysis
of performance; Narrative
assessment; Rating; Forced
distribution; Forced ranking;
Quota systems; 360 degree
feedback. Reviewing
performance: The performance
review meeting; Performance
review difficulties;
Performance review issues;
Organizational issues; Focus,
criteria and impact of
Performance review. Using
reviews as a communications
channel; Balancing past
performance against future
potential; Performance review
problems; Self-assessment;
Giving feedback.
5 The Reality of Performance 10 CO 5
Management-Overall Findings
of the Research, Best practice,
Views about Performance
Management- Problem, Issues
Identified by Field Visits
Reference:
1. Herman Aguinis (2007) Performance Management, Pearson Education Publishers. Michael

Armstrong and Angela Baron (2007) Performance Management, Jaico Publishing House.
T.V.Rao (2004), Performance Management and Appraisal System, Response Books, New
Delhi. Performance Management: A Pocket Guide for Employee Development (2009) by
James Rollin Sight publications. Performance Management:Integrating Strategy
execution,Methodologies,Risk Analytics by Gary Cokins(2009) published by John Wiley
&Sons,Inc., New Jersey. Harvarrd Business Essentials:Performance management :Measure
&Improve the effectiveness of your employees-Compiler by Harvard School Press (2006)
3. Performance Management By Robert Bacal (2005) Mc Graw Hill-New york.
4. Five Key Principles of Corporate Performance Management. by Bob paladino(2007)
Published by John Wiley & Sons Inc.,New Jersey.
GLOBAL HUMAN RESOURCE MANAGEMENT
Course: Global Human

Resource Management
Contact Hours
Course Instructor: No. of credits:3
/week: 5
Academic semester : Even ESE : Exam Hours: 03
CO1 Understand the different phases of Globalization
CO2 Global impact across different Sectors
CO3 Agreements and implications of various international organisations
CO4 Develop sesnsitivity in cultural variations and business propositions
CO1 3 2 3 2 2 2 2 2 2 3
CO2 2 2 3 2 2 2 2 2 3 2
CO3 3 2 2 3 3 2 2 2 2 2
CO4 3 2 2 3 2 2 2 3 2 2
CO1 3 2 2 2 3
CO2 2 2 2 3 2
CO3 2 2 2 3 3
CO4 3 3 2 2 2

GLOBAL HUMAN RESOURCE MANAGEMENT
(45 Hours)
Course Objective
To understand the nature of International HRM and appreciate how and why
International HRM has become so critical to competitiveness and to our
society's wellbeing. To develop greater sensitivity and confidence in our
own capacity to effectively impact the HRM process when working across
cultures, To find the Role of MNCs and their HR functions.
S.NO CONTENTS HOURS OUTCOME

1 Globalization and the Indian 9 CO 1
Business Environment: Meaning
and Implications, Phases, Global
Impact on Indian Economy across
Sectors. Modes of Entry
strategies.
2 International Business 9 CO 2
Environment: Review of the
global economy, the global
recession, Business environment
in Developed and Developing
Countries. International trade
theories. GATT and WTO:
Agreements and Implications.
International cultural aspects-
Values and norms, religion and
ethics, language, education,
impact of cultural differences on
business.
3 International HRM(IHRM) 9 CO 3
Definition, reasons for going
global, Approaches to IHRM,
Difference between IHRM and
Domestic HRM, Reasons for
emergence of IHRM, Models of
IHRM-Matching model, Harvard
Model, Contextual Model, 5P
Model European Model, Models
of SHRM in Multinational
Companies, Internationalization
of HRM: Socio-cultural context,
Organizational dynamics and
IHRM: Role of culture in
International HRM, Employee
management issues,
Organizational Processes in
IHRM, Linking HR to
International expansion strategies,
The Challenges of International
Human Resource Management.
4 International Compensation: 9 CO 4
Forms of compensation and
factors that influence
compensation policy, key
components of international
compensation, Approaches to
international compensation,
compensation practices across the
countries, social security systems
across the countries, global
compensation: emerging issues
Reference
1.Certo, S C. and Certo, T, Modern Management, 12th Edition, Prentice Hall, January 2011.
2.DeGeorge, R., Business Ethics, 7th Edition, Pearson, 2011.3.Govindarajan M., and
Natarajan S., Principles of Management, PHI Learning Pvt. Ltd., 2009.4.Griffin, R. W.,
Management, 11th Edition, South-Western College Publication, January 2012.5.Koontz, H.
and Weihrich, H., Essentials of Management: An International Perspective, 8th Edition, Tata
McGraw Hill Education Private Ltd., July 2009.6.Mukherjee, K., Principles of Management,
2nd Edition, Tata McGraw Hill Education Pvt. Ltd., 2009.7.Robbins, S and Coulter, M, 11th
Edition, Management, Prentice Hall, January 2011.8.Schmerhorn, J.R., Management, 11th
Edition, Wiley, July 2012/ 9.Schmidtz, D. and Willott, E., Environmental Ethics, Oxford
University Press, 2011.
10.Bengt Jarkifm , F.Lovingssib “ The A- Z Management Concepts and Models , Viva Book
Publishers – Revised Edition.11.Tim Hanangan , “ Management concepts and Practices”, 5th
Edition, FT Prentice Hall publishers12.Dr.C.B Gupta, “Management Concepts and Practices,
Sultan Chand & sons, 2014 Edition.
TOTAL QUALITY MANAGEMENT
Department: M.A.HRM Academic Semester: EVEN

Course Code:
Course: TOTAL QUALITY
Section: 2020-2022 Discipline Specific
MANAGEMENT
Elective
No. of credits: 3
4
CO1 Describe the basic concepts, dimensions and Framework of Total Quality
Management.
CO2 Analyze and apply the various principles of Total quality management and List the
prestigious Quality Awards and work towards getting such awards in organizations.
CO3 Classify, compare and use the various tools and techniques of Total Quality
Management aligned with Human Resource Management Functions.
CO4 Associate the concept of Quality circle with Human Resource Development and form
such employee groups in organizations.
CO5 Explain the ISO standards relating to Quality and Environment Management systems
and support the organization in achieving these certifications.
CO1 3 2 3 2 2 2 2 2 2 3
CO2 2 2 3 2 2 2 2 2 3 2
CO3 3 2 2 3 3 2 2 2 2 2
CO4 3 2 2 3 2 2 2 3 2 2
CO5 2 3 2 3 2 3 2 3 2 3
CO6 3 2 2 3 2 2 3 2 3
CO1 3 2 2 2 2
CO2 3 3 2 2 3
CO3 3 3 3 2 3
CO4 3 3 3 3 3
CO5 3 3 2 3 3
CO6 3 3 2 3 3

TOTAL QUALITY MANAGEMENT
(45 Hours)
OBJECTIVES:
▪ Understand the Basics of Total Quality Management. Gain insight on tools

and techniques of TQM. Understand the importance of Quality Circles,
ISO certifications and Awards
NO CONTENTS HOURS OUTCOME
1 Definition of Quality -Need for 9 CO 1

Quality – Evolution of Quality- -
Dimensions of Product and
service quality – Basic Concepts
of TQM: Definition, Framework
and characteristics of TQM-
Reasons for adoptingTQM and
Barriers to TQM, Quality Gurus
and their contributions
2 TQM Principles 9 CO 2
TQM Leadership: Quality
Statements- Customer
Satisfaction-Employee
Involvement- Process approach-
Continuous Process
Improvement- Supplier
Partnership- Performance
Measures: Cost of Quality and
Quality Awards
3 TQM TOOLS & 9 CO 3

TECHNIQUES I
Seven basic tools of quality-

New management tools- Six
Sigma – Business Process
Benchmarking
4 TQM Tools and Techniques II 9 CO 4
Quality circles – Human Resources
Development and Quality Circles -Quality
Function Deployment (QFD) – Taguchi
quality loss function – Total Productive
Maintenance
5 Quality Management Systems 9 CO 5

ISO 9000 series of standards–
Environmental Management System ISO
14000 series- - Recent trends and Quality
Initiatives in organizations
Reference
1. Jayakumar. V (2017). Total Quality Management For MBA Students, Chennai,
Lakshmi Publications.Subburaj Ramasamy (2012) Total Quality Management, New
Delhi, Tata McGraw-Hill Education Private Limited.Besterfield Dale H. (2011).
Total Quality Management, (3rd ed.). India, Pearson Education.Besterfield Dale H,
Besterfield Carol,Besterfield Glen H. , Besterfield Mary, Urdhwareshe
Hemant , Urdhwareshe Rashmi (2018). Total Quality Management, Pearson
Education.Naagarazan R.S., Arivalagar A.A, ( 2011.) Total Quality Management. New
Delhi, New Age International.Evans. James R., (2007)Total Quality Management
,India,Cengage Learning
MANAGERIAL ECONOMICS
Department: M.A.HRM Academic Semester: EVEN

Course: Managerial
Semester:II Section: 2020-2022 Course Code:
Economics
No. of credits: 3
4
CO1 Develop Knowledge about the Nature and Scope of Managerial Economics and its
relationship with other areas of economics such as Production Management,
Marketing, Finance and Operation research
CO2 Illustrate the basic economic principles such as discounting principle, opportunity
cost, incremental concept, scarcity, marginalism and equi marginalism.
CO3 Conceptualize the theory of Demand and Supply , Market Equilibrium, Price Ceiling
and Price Floor.
CO4 Compare and Contrast the Changes in Demand and Supply, Price and Cross Price
Elasticity
CO5 Assess the growth of Industrial sector in Pre and Post reform period, growth and
pattern of Micro, Small and Medium enterprises.
CO6 Analyse the problems inMSMEs, Industrial exports, employment generation , policies
pertaining to women workers in India as well regional imbalance and labout turnover.
CO1 3 2 3 2 2 2 2 2 2 3
CO2 2 2 3 2 2 2 2 2 3 2
CO3 3 2 2 3 3 2 2 2 2 2
CO4 3 2 2 3 2 2 2 3 2 2
CO5 2 3 2 3 2 3 2 3 2 3
CO6 3 2 2 3 2 2 3 2 3
CO1 3 2 2 2 2
CO2 3 3 2 2 3
CO3 3 3 3 2 3
CO4 3 3 3 3 3
CO5 3 3 2 3 3
CO6 3 3 2 3 3

MANAGERIAL ECONOMICS
(45 Hours)
Course Objective
To understand and integrate economic theory with business practice.To apply
economic concepts and principles to solve business problems.To know internal
and external factors influence the business, and growth of Industries across
the country.Over all view of Government economic policies viz., industrial
policy, Migration trends.
NO CONTENTS HOURS OUTCOME

1 Introduction to Managerial 9 CO 1
Economics: Definition,
Nature and Scope,
Relationship with other areas
in Economics, Production
Management, Marketing,
Finance and Personnel,
Operations research - The
role of managerial
economist.
2 Basic economic principles – 9 CO 2
the concept of opportunity
cost, incremental concept,
scarcity, marginalism, Equi-
marginalism, Time
perspective, discounting
principle, risk and
uncertainty. Theory of
Demand: Demand and
Supply, Market Equilibrium,
Price Ceilings and Price
Floors, Comparative Statics:
Changes in Demand and
Supply. Price Elasticity of
Demand Price Elasticity,
Total Revenue, and Marginal
Revenue, Factors Affecting
Price Elasticity Cross Price
Elasticity.
3 The Economic Policy and 9 CO 3
Industrial Sector: Industrial
Sector in Pre-reforms period,
Growth and Pattern of
Industrialization , Industrial
Sector in Post-reform
periodgrowth and pattern of
Micro, Small, Medium
Enterprises s, problems of
India’s Industrial Exports,
Labour Market- issues in
Labour Market Reforms and
approaches to Employment
Generation
4 Migration and Absenteeism: 9 CO 4

Approaches to Labour
Migration trends & effects of
Migration. Absenteeism to
Industrial Labour in India,
causes, effects and remedies.
Labour turnover - Trends in
Labour Turnover in India.
Problems and Policy of
Female Workers in India.
5 Indian Industrial Growth: 9 CO 5
Industrial policy: Trends in
industrial growth since
1991.Performance and
problems of Micro, Small,
and Medium Enterprises.
Role of MNC’s in India.
Problems of regional
imbalance and industrial
growth in India. 32
Reference:
1. Ahluwalia I.J. [1985], ‘Industrial Growth in India,’ Oxford University Press, New Delhi. 2.
P.R.N.Sinha Indu Bala Sinha (2010) Industrial Relation Trade Unions and Labour Legislation
Pearson Publication. New Delhi 3. Government of India, Annual Economic Survey. 4. Reserve
Bank of India, Annual Report on Currency and Finance. 5. Bhagwati, Jagdish. [2004],’In
Defense of Globalization,’ Oxford University Press, U.K. 6. Dhingra, Ishwar
//C.[2006],’Indian Economy,’ Sultan Chand and Sons, New Delhi. 7. William F. Samuelson
(Author), Stephen G. Marks (Author) Managerial Economics Wiley; 7 edition (December 6,
2011) 8. Ivan Png, Dale Lehman Managerial Economics John Wiley & Sons, 05-Mar-2007 9.
3.Ranjana Seth Industrial Economics Ane Books Pvt Ltd, 01-Jan-2010 10. Vidya Rajaram
Industrial Economics Lambert Academic Publishing, 2011
MANUFACTURING INTERNSHIP
CO1 Demonstrate the theoretical knowledge so gained by classroom teaching, under
the auspices of the Organization
CO2 Observe and critically evaluate the performance the Company interms of HR
functions
CO3 Anlyse the business performance of the Company
CO4 Demonstrate the ability to know how the Manufacturing concern functions in an
organisation
CO1 3 3 2 2 3 2 3 2 3 3
CO2 3 3 2 2 3 3 3 3 3 3
CO3 3 3 3 2 3 3 3 3 3 3
CO4 3 3 3 2 2 3 3 3 3 2
CO5 3 3 3 2 3 3 3 3 2 3
SUMMER INTERNSHIP
CO1 Gain an exposure to know the culture and the way of functioning of an Industry
outside Tamil Nadu
CO2 Critically analyse the performance of the Company interms of Business,
Finance,,administrative functions
CO3 To gain adaptability in cross cultural environment
CO4 To obtain an impressive position at a Pan India level
CO5 Compare the contrast the learning aspects in all the three internship ( Service,
Manufacturing and Summer )
CO1 3 3 2 2 3 2 3 2 3 3
CO2 3 3 2 2 3 3 3 3 3 3
CO3 3 3 3 2 3 3 3 3 3 3
CO4 3 3 3 2 2 3 3 3 3 2
CO5 3 3 3 2 3 3 3 3 2 3
SEMESTER III
RESEARCH METHODOLOGY

Course: Research
Semester:III Section: 2020-2022 Course Code:
Methodology
No. of credits: 4
4
CO1 Effective decision making, strategic planning and execution based on reliable
and accurate database will be able to do it with the research methodology
tools and methods.
CO2 Problem solving by adopting different variables by framing hypothesis to
assess and analyse the relationship, association and impacts of any issue in an
organization to understand cause and effect
CO3 Internal skill gap will be able to fulfill with analysis reports of skill matrix or
future projects. Such analyse report can be done by collecting database to
predict the future market.
CO4 As a HR person can able to analyse the data’s and draw output with scientific testing
tools and methods.
CO5 Methods like action research ensures collection of data on customer feedback,
employee’s satisfaction with the methods like interview, questionnaires. Time
to time it supports to evaluate the performance and to frame objective of the
organization
CO vs PO
CO1 3 2 3 2 2 2 2 2 2 3
CO2 2 2 3 2 2 2 2 2 3 2
CO3 3 2 2 3 3 2 2 2 2 2
CO4 3 2 2 3 2 2 2 3 2 2
CO5 2 3 2 3 2 3 2 3 2 3
MAPPING CO vs PSO
CO1 3 2 2 2 2
CO2 2 2 2 2 3
CO3 2 2 3 2 3
CO4 2 2 3 3 3
CO5 3 3 2 2 3

Research Methodology
(50 Hours)
Objectives (50 Hours)

To understand the nature 0and importance of the scientific method and
appreciate the principles of HRM research.To develop the capacity to
independently conceptualize a problem and execute research . To develop
technical competence to assess and analyze problems, needs and services in
the field of HRM.
S NO CONTENT HOURS OUTCOME

1 Research meaning, scope and objectives – 10 CO 1
types of research and research design -
exploratory, descriptive, experimental,
explanatory / Diagnostic Design - Case Study
as a method of research and tool of data
collection. Problem- definition - research
problem - Relevance of research for decision
making in various functional areas of
management. Qualitative Research:
Definition, Characteristic features, and Tools:
InDepth Interview, FGD and Ethnography.
2 Hypothesis – Concepts, Meaning, Importance, 10 CO 2
Types, Uses and Requirements-Testing of
Hypothesis. Variable – Definition and
understanding. Sample and Population –
Principles of Sampling - Sampling techniques
and sample size determination for research
3 Data – Definition–Types- Primary and 10 CO 3
Secondary data- Merits and Limitations. Data
collection – Tools of Data Collection:
Observation, Questionnaire & interview
schedule. Scales of measurement / Types of
Scales: Nominal, Ordinal, ratio, interval.
Concept of Validity and Reliability. Scaling
techniques: comparative and noncomparative
scales (Continuous – itemized, rating,
staged/attitudinal scale and its types)
4 Data analysis - Editing and coding of data- 10 CO 4
Univariate, bivariate, multivariate analysis -
Chi-Square test – Correlation and regression
analysis, multiple regression analysis – Single
and two factor analysis of variance (ANOVA)
Application and use of statistical tests –
Parametric t-test ( t – test) and non-parametric
- Interpretation of test results.
5 Presentation of Research Results: Tabulation 10 CO 5
– need, nature and guidelines – Ungrouped
and grouped frequency tables, charts and
diagram- Organizing a research report: Use of
executive summary, appendix and
bibliography.
References
1. Babbie, E. (2001), “The Practice of Social Research “Thomson Learning Academic

Resource Center. 2. D.K. Lal Das, (2004) “Practice of Social Research” Rawat Publications,
Jaipur. 3. Research Methodology: Methods and Techniques C. R. Kothari- September 2013-
New Age International Publishers. 4. Research Methods for Business: A Skill Building
Approach- Uma Sekaran, Roger Bougie – 2010 – John Wiley & Sons, New Delhi. 5. Research
Methodology: A Step-by-Step Guide for Beginners- Ranjit Kumar – 2010- Sage Publications,
New Delhi 6. Research Methodology- R. Panneerselvam – 2004- Prentice Hall of India Pvt
Ltd, New Delhi 7. Research Methodology -Khan – 2011- APH Publishing Corporation, New
Delhi. 8. Research Methodology - D K Bhattacharyya – 2009 – Excel Books, New Delhi.
INDUSTRIAL LAW
Department: M.A HRM Academic Semester: ODD
Course:INDUSTRIAL
Semester:III Section: A Course Code:
LAW
Contact Hours
No. of credits:4
/week:50
CO1 Analyzing Indian constitutional provisions and explaining the approaches to the
study of Industrial law
CO2 Examining the Fundamental Rights and Duties of Indian citizens with a study of
the significance and status of Directive Principles examining the essence of the
preamble
CO3 Apply the statutory provisions pertaining to Shops and establishment, Contract
labours and employment of child labour
CO4 Examine the social implication, purpose and procedure to get benefit out of sexual
harassment (Grievance and Redressal) Act and Right to Information legislation.
CO5 Demonstrate an ability to critically examine the values and policy considerations
involved in Industrial Law ; resolve problem-based questions on industrial law
issues which involve applying relevant labour law cases and statutes
CO6 Demonstrate an understanding in salient provisions of Apprentice Act, the
NEEM scheme and legislations pertaining to remuneration
CO7 Analyze the various dimensions of working of labour and Employment Ministry
and Ministry of HRD, ILO, UNO to assess its relevance in future
COURSE PO1 PO2 PO3 PO4 PO5 PO6 PO7 PO8 PO9 PO10
OUTCOME
CO1 2 2 2 2 2 2 2 2 2 3
CO2 3 2 2 2 2 2 2 2 3 2
CO3 3 2 3 2 3 3 2 3 3 3
CO4 3 3 3 3 3 3 3 3 2 2
CO5 3 3 3 3 3 3 3 3 2 3
CO6 3 2 2 3 3 3 3 3 3 3
CO7 2 3 2 2 2 2 3 3 2 3
CO1 3 2 3 3 2
CO2 2 2 2 3 2
CO3 3 3 3 2 2
CO4 3 2 3 3 2
CO5 3 3 3 3 2
CO6 2 2 3 3 2

INDUSTRIAL LAW
(50 Hours)
Course Objectives
Training the students on statutory compliance for the industrial

establishments.To make the students strong in Labour Law practices and
proceedings.To strengthen students ability to solve industrial disputes and
compliances legally.
S .NO CONTENTS HOURS OUTCOME
1 Unorganised Sector; Problem 10 CO 1

of Definition and
Identification; Unionization
problems Historical backdrop
of proposed bills on social
security for unorganized
sector (2004, 2005 & 2007);
Unorganized Sector Workers’
Social Security Act, 2008;
Inter State Migrant Workmen
(Regulation of Employment
and Conditions of Service)
Act, 1979
2 Shops and Establishments Act, 10 CO2
1947 - Contract Labour Act
(Abolition and Regulations),
1970, Child Labour (Abolition
and Regulations) Act, 1970.
Objectives – eligibility –
functions – punishments.
3 Sexual Harassment 10 CO 3
(Grievances & redressal) Act,
2013 - Right to Information
Act, 2005 – emergence of the
Act – social implication –
purpose – procedure to get
benefited out of the act.
4 Apprentices Act, 1961 – 10 CO 4

purpose, eligibility,
punishments for breach of
law. NEEM scheme –
eligibility, pros and cons.
Difference between Neem and
apprentice scheme.
5 Minimum Wages Act, 1948 - 10 CO 5

Payment of wages act, 1936,
Equal remuneration Act, 1976
- Introduction to International
Labour Organization (ILO) -
United Nations Organization
(UNO) initiatives on labour
force. Revised Rules and upto
date notification, amendments,
regulations, and case laws in
respect of the above Acts.
Reference:
1. Handbook of Industrial Laws by N. D. Kapoor - S Chand, 2010.2. Industrial Labour Laws-

Taxman Publications, 2012. 3. Industrial Relations, Trade Unions and Labour Legislations by
P.R.N.Sinha, Indu Bala Sinha, Seema Priyadarshini Shekar- Pearson Publication, 20114.
Industrial Disputes Act 1947 along with the Central rules, Bare Act (with short comments)
Commercial Law Publishers India Pvt., Ltd., Delhi, 20125. The Factories Act, 1948 along with
the Central rules, Bare Act with Short Comments, Commercial Law Publishers India Pvt.,
Ltd., Delhi, 2012.6. Labour and Industrial Laws”Padhi, P.K , 4th Edition, PHI Learning Pvt
Ltd., 20197.“Compliances Under Labour Laws , H.L. Kumar, 5th Edition, Universal Law
Publishing., 2017.8.. A, Deshpande, “ Industrial Relations and Labour Law” Sharad D. Geet,
Mrs.Asmita Revised Syllabus 2014 , PBC Book Sellers.
COMPENSATION BENIFIT ANALYSIS
Department: M.A HRM Academic Semester: ODD
Course: : Compensation
Semester:III Section: A Course Code:
Benifit Anlysis
Contact Hours
No. of credits: 4
/week:5
CO1 Practically derive a compensation mechanism considering the forces involved
CO2 Apply the methods of fixing methods of Compnesation to an employee

CO3 Apply the statutory provisions pertaining to Shops and establishment, Contract
labours and employment of child labour
CO4 Compare and undertsand the pay variations for expatriates
CO5 Demonstrate the ability to analyse the CPI and WPI and its practical implications
OUTCOME
CO1 2 2 2 2 2 2 2 2 2 3
CO2 3 2 2 2 2 2 2 2 3 2
CO3 3 2 3 2 3 3 2 3 3 3
CO4 3 3 2 3 2 2 2 3 2 2
CO5 3 3 2 2 3 2 3 3 2 3

CO1 3 2 3 3 2
CO2 2 2 2 3 2
CO3 3 3 3 2 2
CO4 3 2 3 3 2
CO5 3 2 2 3 2

COMPENSATION BENIFIT ANALYSIS
(50 Hours)
Course Objectives
Training the students on compensation management.Methods and criteria are

focused on compensation framing.Factors contributes on compensation packages
design in an organization Governments intervention and laws on fixing
wage framing
1 Introduction: Compensation 10 CO 1
Management – significant
factors affecting compensation
policy – equity and comparison
comparable value. Forces
considered for fixing wage and
salary.
2 Job analysis – WPI – CPI - 10 CO 2

Blue and white color jobs
salary fixing method –
competency and pay, -
Expectancy theory - incentives
schemes – concept, methods,
impacts.
3 National Wage policies - Wage 10 CO 3

board – Formation, functions,
Industrial Wage Survey
4 Pay roll management – 10 CO 4

authorized deductions –
Employee Stock Option –
Fringe benefits – Pay variation
for expatriates, parent, host
countries nationals.
5 Pay commissions – formation – 10 CO 5
functions – reports.
Reference:
1. Kumar Dipak., Human Resource Planning, Excel books, New Delhi, 2005. 2. Tripathi
P.C.., Personnel Management & Industrial Relations Management, Sultan chand & sons, New
Delhi, 2003. 3. Aswathappa, Human Resource and Personnel Management, Mc Graw-Hill
International Books Company, New York, 2006. 4. The WorldatWork Handbook of
Compensation, Benefits & Total Rewards: John Wiley & Sons, New Jersey, 2007. 5. Deb
Topomoy, Compensation Management texts and case. Excel books, New Delhi, 2009. 6.
Upadhyay S S Dr: Compensation Management rewarding performance. Global India
publications, New Delhi., 2009. 7. Michael Armstrong, Helen Murlis., Reward Management.,
Kogan page publishers,USA 2007,
STRATEGIC HUMAN RESOURCE MANAGEMENT
Course: STRATEGIC
Semester: III Section: 2020-2022 Course Code: HUMAN RESOURCE
MANAGEMENT
Contact Hours
Course Instructor: No. of credits:3
/week: 4
CO1 Classify the different types of Corporate, Business and Functional Strategies and
facilitate organizations’ to align their business goals with HRM objectives.
CO2 Explain the concepts of Strategic Human Resource Management, importance of

SHRM in the present competitive world and critical role of HR managers in
corporate management.
CO3 Analyse and Evaluate various recruitment, retention and training and development
strategies and choose the appropriate ones for a given situation.
CO4 Analyse and Evaluate various performance management, rewards and

retrenchment strategies and choose the appropriate ones for a given situation.
CO5 Describe the management trends and use the new strategic management tools in
industries to gain a competitive advantage.
Co vs Po
OUTCOME
CO1 2 2 2 2 2 2 2 2 2 3
CO2 3 2 2 2 2 2 2 2 3 2
CO3 3 2 3 2 3 3 3 2 3 3
CO4 3 3 2 3 2 2 3 2 2 2
CO5 3 3 2 2 3 2 3 2 2 3
CO1 3 2 3 3 2
CO2 2 2 3 3 2
CO3 3 3 2 2 2
CO4 3 2 2 2 2
CO5 3 2 3 2 2

STRATEGIC HUMAN RESOURCEMANAGEMENT
(45 Hours)
Objectives
• This aims to formulating and executing human resource policies and

practices that produce the employee competencies and behaviors the
company needs to achieve.To expose students to various types of
Corporate, Business and HR strategies
S CONTENTS HOURS OUTCOME
N
O
1 9 CO 1
Strategic Management
Definitions of Strategy
and Strategic
Management-Strategic
Plan- Strategic
Management Process-
SWOT Analysis- Types
of: Corporate Strategies-
Business or Competitive
Strategies – Porter’s
Generic Strategies
Model- and Functional
Strategies
2 Definition and Concept of Strategic 9 CO 2

Human Resourse Management-
Differences between Strategic
Human Resource management and
conventional Human Resource
management- Benefits and
Challenges of strategic Human
Resource Management- Integrating
HR with Strategic Management-
Cues of Integration- Role of Human
Resource Professionals as a Strategic
Business partner.
3 HR Strategies I: Recruitment 9 CO 3
Strategies: Employer Branding,
Contest Recruiting, Social Media and
e- Recruiting, Employee referrals,
Recruitment process outsourcing,
Head hunting – Competency Based
Approach to Selection- Retention
Strategies: Executive education,
Flexi timing, Tele commuting, Work
from home, Employee empowerment.
Employee Involvement, Autonomous
Work Teams- Training and
Development Strategies: Creating
learning organization - Competency
mapping – Multi skilling -
Succession planning-Cross Cultural
Training
4 HR Strategies II: –Performance 9 CO 4

Management Strategies: Defining
key result areas (KRA) - Result based
performance appraisal - Linking
performance to pay-Merit based
promotions.Reward and
Compensation Strategies:
Performance based pay - Skill based
pay - Team based pay -Broad
banding-Profit sharing - Executive
compensation - Variable pay.
Retrenchment Strategies: Early
retirement plans, Voluntary
retirement schemes (VRS) –Early
retirement plans -Project based
employment, Downsizing.
5 Management Trends & Strategic 9 CO 5
Management Tools: Workforce
Diversity, Demographic changes,
Influence of Technology – Strategic
Management Tools: Strategy Map,
HR Scorecard, Digital Dashboard –
HR Metrics-Benchmarking-
Improving performance through
HRIS, High Performance Work
Systems
Reference
1. 1. Aswathappa, K. (2010) Human Resource Management – Text and

Cases. New Delhi. Tata McGraw Hill. 2. Dessler, Gary & Varkkey, B.
(2017). Human Resource Management (15th ed.)India, Pearson Education.
Gupta C.B. (2018) Human Resource Management Text and Cases (19th
ed.)India – Sultan Chand and Sons. 3. Gyanchandani Rajni,(2014)
Strategic Human Resource Management. Nirali Prakashan. Reference
Books. Jack Lawrence .R & Glueck William F(2008)-Strategic Human
ResourceManagement-Tata Mc Graw Hill Publishing CompanyLtd.
1. Dr.B.RathanReddy(2015)EffectiveHumanResourceTrainingandDevelopment
Strategy, (3rd ed.).Mumbai, Himalaya PublishingHouse.
2. Armstrong Micheal (2011),Armstrong's Handbook of Strategic Human
Resource Management (5th ed.). London, Kogan Page Ltd.
COPORATE SOCIAL RESPONSIBILITY
Department:MA Human Resource Management Academic Semester:: EVEN
Course:Coporate Social
Semester: III Section: Course Code:
Responsibility
Contact Hours
No. of credits:03
/week:4
CO1
Recognize and appreciate the social, ethical and moral responsibility of
organizations in extending organizational benefits to the society.
CO2 Match organizational policies/needs with CSR programs and to be able to

critically evaluate it.
CO3 Use Modern tools of CSR to promote Environmental Sustainability and achieve
ethical acceptability.
CO4 Derive CSR models and policies for both Business and Organizational
commitments towards philosophies, principles and practices of CSR.
CO5 Measure the impact of CSR on direct and indirect stakeholders.
CO1 2 2 2 2 2 3 2 3 3 3
CO2 3 3 3 2 3 3 2 3 3 3
CO3 3 2 3 3 3 3 2 3 3 2
CO4 3 2 2 2 3 2 2 2 3 2
CO5 2 3 3 3 2 3 3 2 3 2

PSO1 PSO2 PSO3 PSO4 PS05
CO1 2 2 3 3 3
CO2 3 3 2 3 2
CO3 3 2 3 3 3
CO4 2 2 3 2 3
CO5 2 3 2 3 2
COPORATE SOCIAL RESPONSIBILITY
Objectives(45 Hours)
Training the students on compensation management.Methods and

criteria are focused on compensation framing. Factors
contributes on compensation packages design in an organization
. Governments intervention and laws on fixing wage framing
N CONTENTS HOUR OUTCOME

O S
1 9 CO 1
Social Responsibility - Meaning, Types
and nature of Social Responsibilities.
Corporate Social Responsibility-
Meaning, Definition, CSR principles,
Models of CSR: Carroll Model of CSR,
Keith Davis model and Schwartz &
Carroll Model, Best practices of CSR,
Need and importance of CSR,
Evolution of CSR in India.
2 9 CO 2
Government policies for CSR:
Voluntary guidelines for CSR by
Ministry of Corporate Affairs; CSR
guidelines for PSU by Ministry of
Heavy Industries and Public
Enterprises.
3 9 CO 3
Social auditing – Meaning, Uses,
Principles, Social book keeping, Social
Accounting, Methodology of Social
Auditing and process of Social
Auditing; The International
Organization for Standardization (ISO)
standards - The Accountability AA1000
Series; and The Social Accountability
International SA8000 standard. The
ISO 26000 Guidance Standards on
Social Responsibility.
4 9 C0 4
CSR and Strategy: The Objectives of
Business, Role of the Business
Manager; Corporate Governance:
Principles of Corporate Governance;
Systems of Corporate Governance;
Strategic Applications of CSR;
Corporate role in Environmental
Sustainability and Innovation.
5 9 CO 5
CSR and Leadership: Globalization and
Corporate Social
Responsibility.Corporate Sustainability:
Definition, Strategic imperatives for
Sustainable development.
REFERENCE BOOKS:
1.Emiliani M L (2006) Improving Management Education.2. Ghoshal S & Moran P (2005)
Towards a Good theory of Management in SumantraGhoshal on Management ed. Birkinshaw
J &Piramal G Prentice Hall3. David Crowther&Guler Aras, 2008, Corporate Social
Responsibility, .Bob Doppelt Leading Change Toward Sustainability: A Change-Management
Guide forBusiness, Government and Civil Society 20032. Philip Kotler, Nancy Lee Corporate
Social Responsibility: Doing The Most Good For YourCompany And Your Cause 20083.
Ugly Subhabratha Bobby Banerjee Corporate Social Responsibility: The Good, the Bad andthe
2009
OPEN ELECTIVE – III SEMESTER
ORGANISATIONAL SOFTSKILLS
(45 Hours)
Objectives
1. To elucidate the significance of career planning and decision making.2. To illustrate the
steps involved in Career Development.3. To identify the skillsets / strategies required for Job
sustainance.
Uni1 I (9
Hours)
Introduction : Career definition- Planning for a career- Career ladder – Decision Making -
Process of Decision making
Unit 2 (9
Hours)
Preparations for a Job Search – Organizing portfolios – Preparing a C.V- Job Portals-
Creation of Profiles in Job Portals – Usage and its effectiveness – Understanding Job
description and Job Specification
Unit 3 (9
Hours)
Self Motivation - Aptitude – Leadership Skills – Teamwork – Communication –Problem

Solving Skills – Persuasive Skills- Network skills
Unit 4 (9
Hours)
Interviews – Group Discussions- HR rounds – Physical and Mental preparations for attending
an Interview.
Unit 5 (9
Hours)
Campus to Coporate – E mail writing, Grooming skills, Joining formalities – Adjustments to

work place – Adherance to Company policy. Professional etiquette , Dining etiquette.
Reference
Rajendra Pal & J.S. Korlahalli, Essentials of Business Communication -

Sultan Chand & Sons - New Delhi. • Shirley Taylor, Communication for
Business - Pearson Publications - New Delhi. • Bovee, Thill, Schatzman,
Business Communication Today - Pearson Education Private Ltd - New Delhi. •
Penrose, Rasbery, Myers, Advanced Business Communication - Bangalore. •
Simon Collin, Doing Business on the Internet - Kogan Page Ltd - London. •
Mary Ellen Guffey, Business Communication – Process and Product
International Thomson Publishing - Ohio.
SEMESTER – IV
ORGANISATIONAL DEVELOPMENT
Course :Organisational
Semester:IV Section: Course Code:
Development
Contact Hours
No. of credits:04
/week:5
CO1 Will be able to design and execute organisational changes such as
policy, organizational structure, culture, management through
training and development, management games.
CO2 This course builds self-confidence to the student to establish a
business on OD consultant or HR consultant for implementing HR
practices efficiently.
CO3 The skills and abilities trained to the students helps them to became
to team building coach or skilled HR professional to moderate high
performing teams
CO4 The ability to handle and implement change in the organisation as a
change agent.
CO5 The course builds capacity to bridge the relationship between
employer and the employer in the organisation as HR professional.

CO1 2 2 2 2 2 3 2 3 3 3
CO2 3 3 3 2 3 3 2 3 3 3
CO3 3 2 3 3 3 3 2 3 3 2
CO4 3 2 2 2 3 2 2 2 3 2
CO5 2 3 3 3 2 3 3 2 3 2
PSO1 PSO2 PSO3 PSO4 PS05
CO1 2 2 3 3 3
CO2 3 3 2 3 2
CO3 3 2 3 3 3
CO4 2 2 3 2 3
CO5 2 3 2 3 2
ORGANISATIONAL DEVELOPMENT
(50 Hours)
This paper believes in making the students understand the level

of trust and support that OD interventions can bring among an
organisation's members.To understand the organizational changes
and the remedies. To learn about the conflict management
strategies through OD activities.
S CONTENTS HOURS OUTCOME

NO
1 Organizational 10 CO 1
Development - concept and
evolution - characteristics of
OD - organizational
effectiveness and OD - OD
process – phases in OD -
OD interventions.
2 Organizational 10 CO 1
Development programs and
techniques - Grid training -
Managerial grid - Blake and
Mouton grid - New
managerial grid - Rensis
Likert's Managerial Systems
- System 1 to 4 continuum -
Fieldler's Leadership
contingency model.
3 Work Groups & Teams,

Preparing for the world.
Emerging issues of Work
Organisation and Quality of
Working life – Career stage
model – Moving up the
career ladder, Work life
balance.
4 Stress and Well Being at 10 CO 4

Work, Four approaches to
stress, Sources of stress at
work, consequences of
stress, Prevalent Stress
Management, Managerial
implications – Digital
HRM.
5 Organisational 10 CO 5
Development and Change ,
Organisational
Development , Alternative
Interventions , Change
Agents : Skills Resistance
to change , Managerial the
resistance, Levin’s change
model , Organisational
reality
Reference:
1. Organization Development and Change- Thomas G. Cummings, Christopher G.

Worley - 2009 –Cengage Learning. 2. Organisation Development: Principles,
Process & Performance - Amitabh Mehta - 2009 –Global India Publications Pvt
Ltd, New Delhi. 3. Organisation Change and Development- Kavita Singh - 2009 –
Excel Books, New Delhi. 4. Organisation Development Systems- Vinayshil
Gautam, Surinder Batra - 2011 – Concept Publishing Company Pvt Ltd, New
Delhi. 5. An Experiential Approach to Organization Development- Brown - 2008–
Pearson Education,Inc.
HUMAN RESOURCE DEVELOPMENT
Course :Human
Semester:IV Section: Course Code:
Resource Development
Contact Hours
No. of credits:04
/week:5
CO1 Develop a Carreer development model improvising the existing

model
CO2 Demonstrate the ability to create a HR metrics to create tools to prepare
workforce analytics
CO3 Develop insight into contemperory HR issues.
CO4 Ability to compete and excel in multi cultural and multi linguistic workforce or
organisations
CO5 Clarity in imparting cross cultural training in MNC’s .
CO1 2 2 2 2 2 3 2 3 3 3
CO2 3 3 3 2 3 3 2 3 3 3
CO3 3 2 3 3 3 3 2 3 2 2
CO4 3 2 2 2 3 2 2 2 2 2
CO5 2 3 3 3 2 3 3 2 2 2
Mapping of PSO1 PSO2 PSO3 PSO4 PS05

CO v/s PSO:
CO1 2 2 3 2 3
CO2 3 3 2 2 2
CO3 3 2 3 3 3
CO4 2 2 3 3 3
CO5 2 3 2 3 2
HUMAN RESOURCE DEVELOPMENT
(50 Hours)
To gain a deep insight into the subject matter so that the

student is able to develop suitable understanding on the topic.
To integrate the theoretical understanding with practical
application to the field.To build a knowledge base appropriate
to Human Resource development. To enable the student to develop
the attitude required for the successful application of Human
Resource development in industries
1 Human Capital 10 CO 1
Management-
Definition- Purpose;
Manpower Planning-
Process –
Understanding
Organizational goals
and Objectives;
Career Development
–Initiatives –
Kaleidoscope career
model; Leadership
and Power-
Leadership theories –
Contemporary
Leadership issues –
Role of HR in
Leadership.
2 Competency Mapping 10 CO 2
/Building – Profiling and
architecture; Balanced
Score Card(BSC) –
Perspectives- Principles;
Strategic Management
tool- Steps; HR Metrics
– Measurements;
Workforce Analytics;
Emotional Intelligence –
Importance –
Application.
3 Knowledge 10 CO 3
Management - MC
Elory Model;
Instructional Design
– Evolution –
Theories; HR Audit
– Definitions-
Purpose - Levels –
Process; Training
and Development –
Training need
analysis – Objectives
- Training and
Development in
HRD.
4 Mergers and 10 CO 4
Acquisitions –
Definition – Types –
Process –
Challenges; Job
rotation – Definition
– Benefits-
Advantages-
Characteristics;
Managing Diversity
– Steps – Diversity
and Value – Equality
and Diversity -
Diversity programs;
Cross cultural
management –
Meaning – Cultural
differences –
Communication
across culture -
Global Leadership-
Cross cultural
training
5 Task and Analysis – 10 CO 5

Definition – Purpose –
Process – Methods;
Management of
creativity – Diversity of
the creative team-
creativity and Leadership
– HRM fosters creativity
– Characteristics of
creative individuals –
Challenges; Employee
Engagement – Attrition –
Challenges.
Reference:
1. Elwood F. Holton III (Author) , Richard A. Swanson (Author) Foundations

of Human Resource Development (2nd Edition) January 22, 2011 2. Jon M.
Werner (Author), Randy L. DeSimone (Author) Human Resource
Development Publication Date: September 22, 2011 | ISBN-10: 0538480998 |
ISBN-13: 978-0538480994 | 3. Rick Bellingham, contibuting editor Russ
Campanello HR Optimisation 2010 4. Santosh Gupta Human Resource
Development: Concepts and Practices Deep and Deep Publications, 01-Jan-
2008 5. Ashok Kumar Sannigrahi Human Resource Development New India
Pub. Agency, 2011
PROJECT WORK
CO1 Demonstrate the competence and caliber in analysis through statistical tools and
techniques
CO2 Demonstrate the practical dimension to Research Methodology subject
CO3 Develop a suitable research design for the concerned topic
CO4 Evaluate the company based on the topic chosen for the study
CO5 Nurture the significance and relevance of data analysis and its pivotal role in
functioning of the Organisation
CO1 3 3 2 2 2 3 2 3 3 3
CO2 3 3 3 2 3 3 2 3 3 3
CO3 3 3 3 3 3 3 2 3 2 2
CO4 3 2 2 3 3 2 2 2 2 2
CO5 2 3 3 3 2 3 3 2 2 2
Internal Evaluation – 150

External evaluation - 50

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DEPARTMENT OF M.

OUTCOME BASED EDUCATION (OBE)

DEPARTMENT OF M.A HRM

Academic Year 2020 - 2021

To ensure sustained progress and development in imparting quality education, to

PROGRAMME EDUCATIONAL OBJECTIVES

1. To produce Postgraduates professionally trained in Human Resource

2. To establish HR Departments and independently , manage basic HR

3. To get the Post graduates in Human Resource Management as industry

4. To equip graduates for decision making in all types and levels of HR

5. To facilitate Human Resource Management for independent

6. To develop vital skills in Human relations and team work in business

8. To develop leadership qualities with human dimensions of empathy ,

9. To demonstrate scholarly attitude to pursue higher education and

Programme Outcomes and Graduate Attributes

Get deep knowledge of professional Human Resource Management subjects

Understand labour problems critically, discriminate causative factors

Think scientifically and independently , conceptualize effective redressal of

Collect information specific to unique HR needs and problems through

Usage of Modern Tools

Develop, choose, learn and apply techniques, resources for prediction,

Collaborative and Multidisciplinary work

Have knowledge and understanding of individual and group behavior , take

Develop skills to receive , send, interpret, evaluate employee information

Life Long learning

Maintain and prove scholarly attitude to pursue a career in HRD and

Ethical Practices and Social Responsibility

Independent and Reflective learning

Programme Specific Outcome

2. Apply the knowledge of Human Resource Management in the areas of research,

PO1 PO2 PO3 PO4 PO PO6 PO7

S.No Paper Internal External Total

CIE- Continuous Internal Evaluation (40 Marks)

Blooms Test Assignments Quizes Current Affairs

Blooms Category Weightage %

ELIGIBILITY FOR THE AWARD OF DEGREE

*Summer Internship 2 Credits (with Duration of a Month /26 Working days)

Department: M.A.HRM Academic Semester: ODD

Classify and critically evaluate different methods of Management Development

Analyze the importance of HR professional bodies (eg:ISTD,NHRD), avail

Compare the various technological advancements and tools in Training and

Mapping of CO v/s PO:

PSO1 PSO2 PSO3 PSO4 PSO5

Correlation levels: 1- Weak 2-Medium 3-High

To orient the student on the concepts of training, development andlearning.To develop

S.NO CONTENTS HOURS COS

Training Need Analysis : Issues, 10 CO3

5 Technology and Training and Development

Pandu, Naik, G (2007): Training and Development – Text, Research and

Department: M.A.HRM Academic Semester: ODD

As a HR professional the person will be able to work independently for

Calculating essential HR metrics like OT, Working hours, Annual Leave

Effective Labour Grievance handling and decision making as per statutory

Mapping of CO v/s PO:

PSO1 PSO2 PSO3 PSO4 PSO5

▪ This paper aims to provide an understanding application and interpretation of the

S.No Contents Hours Course

1 Introduction: Emergence and Objectives of Labour 10 CO1

2 Factories Act 1948- Working Conditions, Health, 10 CO2