• To help students understand the transformation in the role of HR functions from being a support function to strategic function.
UNIT I CONTEXT OF SHRM
SHRM – SHRM models – strategic HRM vs Traditional HRM – Barriers to Strategic HR- Adopting an Investment Perspective – Understanding and Measuring Human capital – Human side of corporate strategies – strategic work redesign – Strategic Capability – Bench Marking.
UNIT II HUMAN RESOURCE DEVELOPMENT
Meaning – Strategic framework for HRM and HRD – Vision, Mission and Values – Importance – Challenges to Organisations – HRD Functions – Roles of HRD Professionals – HRD Needs Assessment – HRD practices – Measures of HRD performance – Links to HR, Strategy and Business Goals – HRD Program Implementation and Evaluation – Recent trends –HRD Audit.
UNIT III E-HRM
e- Employee profile– e- selection and recruitment – Virtual learning and Orientation – e – training and development – e-learning strategies- e- Performance management – and Compensation design – Use of mobile applications in HR functions– Development and Implementation of HRIS – Designing HR portals – Issues in employee privacy – Employee surveys online.
UNIT IV CAREER & COMPETENCY DEVELOPMENT
Career Concepts – Roles – Career stages – Career planning and Process – Career development Models– Career Motivation and Enrichment –Managing Career plateaus- Designing Effective Career Development Systems – Competencies and Career Management – Competency Mapping Models – Equity and Competency based Compensation.
UNIT V EMPLOYEE COACHING & COUNSELING
Need for Coaching – Role of HR in coaching – Coaching and Performance – Skills for Effective Coaching – Coaching Effectiveness– Need for Counseling – Role of HR in Counseling – Components of Counseling Programs – Counseling Effectiveness – Employee Health and Welfare Programs.
TOTAL: 45 PERIODS
• Understand the relationship of HR strategy with overall corporate strategy, the strategic role of specific HR systems.
• Appreciate SHRM in the context of changing forms of organisation and will have a better understanding of the tools and techniques used by organizations to meet current challenges.
• To be more sensitive to cross-cultural issues and understanding of international approaches to dealing with people in organisations. Students will look at HRM in a broader, comparative and international perspective to deal with complex issues and manifold risks.
• Providing an overview of the counselling and coaching processes and techniques, Developing alternative approach to dealing with problem situations in organisations
• Understand the career development theories and models and gain necessary self -insight, skills and techniques to become effective HR managers
1. Randy L. Desimone, Jon M. Werner – David M. Mathis, Human Resource Development, Cengage Learning, 7th edition, 2016.
2. Jeffrey A Mello, Strategic Human Resource Management, Cengage Learning, 3rd edition, 2011.
3. Paul Boselie. Strategic Human Resource Management. Tata McGraw Hill. 2011
4. Robert L. Mathis and John H. Jackson, Human Resource Management, Cengage Learning, 2007.
5. Pulak Das. Strategic Human Resource Management- A Resource Driven Perspective- Cengage Learning 4th Indian Reprint- 2013.
6. Terresa Torres Coronas & Mario Arias Olivia. e-Human Resource Management- Managing Knowledge People- Idea Group Publishing, 2005.
7. Randall S Schuler and Susan E Jackson. Strategic Human Resource Management. Wiley Publications- 2007.