INDIAN INSTITUTE OF MANAGEMENT RANCHI

MBA-BA
AY 2025-26
CORE COURSE

COURSE NAME: Human Resource Management (HRM)

TERM: III
CREDITS: 3

Name of the Faculty Faculty Office Email

Address
Prof. Rakhi Singh SK-504; 5th floor [email protected]

CONSULTATION TIME FOR STUDENTS: With prior appointment

COURSE DESCRIPTION:
Every manager’s job involves working with and through people and therefore all managers need
to be effective people managers. In addition, every employee needs to develop an understanding
on the relevance of human resource management in the context of organization’s performance
and progress. This course familiarizes students with the knowledge, skills and tools required to
appreciate the functions, techniques and practices encompassing HRM. This course aims to equip
the future HR managers with necessary competencies required to play an active part in the HRM
activities of any organization, big or small.

COURSE OBJECTIVES:
• To understand need and scope of HRM in different contexts.
• To learn about different process and considerations used in HRM.
• To identify HR problems and develop suitable solutions.

CLO Trait Assessment

CLO1 :Enable students to
systematically analyze and NA Mid-term
address complex HRM issues
in various organizational
settings.

CLO 2: Develop students’

skills in using evidence-based End Term
approaches to diagnose and
solve HRM problems.
 2

PRESCRIBED TEXTBOOK:
DeNisi/ Griffin/ Sarkar - HR: A South-Asian Perspective, Cengage Publishing.

EVALUATION:
Evaluation Components as per Program
Detail Weightage (%)
Manual Rules
Mid Term Examination The questions would be based on the 25%
analysis and application of concepts.
End Term Examination The questions would be based on the 45%
evaluation and creation of solutions
Group Assignment The details are given below. 30%

Total 100%

Group Assignment: Each group has to submit the case analysis PPT, in not more than six slides. The
case analysis PPT should address the discussion questions and demonstrate root cause analysis and
solution evaluation criteria, wherever applicable.

FIELD TRIPS / WORKSHOPS PLANNED (Yes/No) (If yes, please provide details): NO
ACADEMIC MISCONDUCT: Please refer latest program manual (MBA/MBA-BA/MBA-
HRM/IPM/MBA-Executive) provided to you.
ELEMENTS OF SOCIAL IMPACT IN COURSE CURRICULUM (YES/NO) (If yes, please
mention session details/case details/other reading material details which has implications to social
impact): NO

DETAILED SESSION PLAN:

Sessio Business Topic(s) and Readings Pre-Read
n No. Problem Discussion (Textbook,
Questions Articles,
Cases)
1 What is the HRM - Need Reading 1:
scope of & Scope Cappelli,
HRM in Peter. "Why
organizations Why HRM we love to
? exists? hate HR…
What is the and what HR
scope of can do about
HRM? it." Harvard
Business
Review 93, Pre-Reading 1: HR’s New Role In this tight
no. 7/8 labor market, cost cutting is out. Championing
(2015): 54- employee concerns is in. by Peter Cappelli and
61. Ranya Nehmeh
2 How can HRM Reading 2:
organizations Alignment Collins, J.C.,
ensure that with Vision & Porras, J.I.
their HRM is What does it (1991).
aligned with mean for Organization
their overall HRM to be al Vision and
vision & aligned with Visionary
Mission? an Organization
 3
organization’ s. California
s vision? Management
Review, 50
What are the (2), 117-137
potential
consequences
for an
organization
if HRM is
not aligned
with its
vision?
3 How can Human Chapter 3 Pre-Reading 2: Conger, J. A., & Fulmer, R. M.
businesses Resource DeNisi et al., (2003). Developing your leadership pipeline.
build a Planning HR: A South- Harvard business review, 81(12), 76-85.
proactive Asian
human What are the Perspective
resource methods of
planning HRP?
4 approach Human Case 1:
that predicts Resource Powertech
skill Planning India_
shortages Redesigning
and matches Workforce
worker Composition.
capabilities HBSP.
with business Product
needs in a Number:
constantly W17263-
changing PDF-ENG
market?
5 HR HRM – Pre-Reading 3: Ulrich, D., Younger, J.,
professionals Roles & Brockbank, W. and Ulrich, M. (2012), "HR talent
possess the Competencie and the new HR competencies", Strategic HR
right roles s Review, Vol. 11 No. 4, pp. 217-222.
and What are the
competencies key roles of
to drive HR Reading 3:
organization professionals Ulrich, D.,
al in modern Younger, J.,
effectiveness organizations &
? Brockbank,
How have the W. (2008).
roles of HR The twenty‐
professionals first‐century
changed over HR
the past organization.
decade, and Human
what factors Resource
have driven Management,
these 47(4), 829-
changes? 850.
 4
6 How Job Analysis Case 2: Pre-Reading 4: Fernandez-Araoz, C.,
precisely job What is job Baidu Inc.: Groysberg, B., &Nohria, N. (2009). The
analysis description, Leveraging definitive guide to recruiting in good times and
practices are specification Artificial bad. Harvard Business Review, May. (R0905F).
critical for and analysis? Intelligence
effective for Intelligent
talent How does Recruitment
acquisition accurate job By: Xi
and overall analysis Zhang,
organization impact the Yuqing Zhao,
al success. effectiveness Zixin Wu,
of talent Ning Su
acquisition W34515-
strategies? PDF-ENG
7 What criteria Recruitment Chapter 4
and What are the DeNisi et al.,
evaluation various HR: A South-
methods may methods of Asian
recruitment?
be used to Perspective
How can
guarantee a design
fair and effective
effective recruitment for
selection the long-term
process that and cost
properly effective.
8 identifies Selection Chapter 4
individuals What are the DeNisi et al.,
with the various stages HR: A South-
greatest of selection? Asian
potential for Perspective
long-term What are the
success in the different types
of selection Reading 4:
organization Charan, R.
testing?
? (2016). The
secrets of
great CEO
selection.
Harvard
Business
Review,
94(12), 52-
59.
9 What is Onboarding Reading 5: Pre-Reading 4: Cable, D. M., Gino, F., & Staats,
importance What are key Elembilasser B. R. (2013). Reinventing employee onboarding.
of aligning elements of y, V., MIT Sloan Management Review, 54(3), 23.
onboarding an effective Chakraborty,
with both onboarding S., &
company- process? Rangaswamy
wide goals What is , U. (2021).
and formal and Analysis of
departmental informal Onboarding
objectives. boarding? Practices in
India: A
Proposal for
Post
 5
Pandemic
Scenario. The
Indian
Journal of
Industrial
Relations,
Vol. 56, (3),
pp. 492-504
10 How HR can Learning Chapter 5 Pre-Reading 5: How To Create A Learning And
design and and DeNisi et al., Development Program To Grow Your Team
implement Developmen HR: A South- https://peoplemanagingpeople.com/media/how-
effective t Asian to-create-a-learning-and-development-program/
Learning and What is the Perspective
Development importance
programs of conducting
regular
training
needs
assessments,
involving
employees
and managers
in the L&D
planning
process?
11 Learning Reading 6:
and Evaluating
Developmen ROI on Your
t Company's
How do Learning and
informal Development
structures Initiatives
emerge in By: Bruce C
organizations Rudy
? H07TEC-
PDF-ENG
How do we
analyse Heen, S., &
informal Stone, D.
structures in (2014). Find
organizations the coaching
? in criticism.
Harvard
Business
Review,
92(1/2), 108-
111.
12 How a well- Total Chapter 6 https://www.forbes.com/advisor/business/workpl
designed Rewards DeNisi et al., ace-benefit-trends-by-generation/
Total What are HR: A South-
Rewards components Asian
strategy can of total Perspective
drive rewards?
employee Discuss the
motivation, different
 6
engagement, elements of
and retention Total
Rewards,
including
base pay,
variable pay,
benefits,
work-life
balance,
recognition,
and career
development
13 Total Case3: Gen Pre-Reading 6: Aguinis, H., Joo, H., &
Rewards Y in the Gottfredson, R. K. (2013). What monetary
What is the Workforce rewards can and cannot do: How to show
trend of (HBR Case employees the money. Business horizons, 56(2),
personalized Study) By: 241-249.
rewards? Tamara J.
Erickson
R0902X-
PDF-ENG
14 How can Performance Chapter. 7 Pre-Reading 7: Buckingham, Marcus, and
organizations Managemen DeNisi et al., Ashley Goodall. "Reinventing performance
design a t HR: A South- management." Harvard Business Review 93, no.
performance Asian 4 (2015): 40-50.
management What is Perspective
system that traditional
effectively and modern
aligns approach of
employee PM?
goals with
15 business Performance Case 4 :
objectives? Managemen Attock
t Refinery
Limited:
What is Performance
continuous Management
development By: Asfia
? Obaid, Umer
Sultan Janjua
What are the W15451-
errors occurs PDF-ENG
during PM?
16 How can HR Employee Reading 7: Pre-Reading 8: Zak, P. J. (2017). The
apply new Engagement Erickson, neuroscience of trust. Harvard business review,
methods to What are the Tamara J., 95(1), 84-90.
boost stages and and Lynda
employee methods of Gratton.
engagement employee "What it
and morale, engagement? means to
especially work here."
among What are the Harvard
devalued most Business
workers? effective Review 85,
 7
methods to no. 3 (2007):
measure 104
employee
engagement
and
motivation?
17 Talent Case5 : Pre-Reading 9: Delong, Thomas J., and Vineeta
Managemen MAGIS Vijayaraghavan. "Let's hear it for B players."
t Infotech: Harvard business review 81, no. 6 (2003): 96-
Talent 102.
How can Management
organizations Concerns.
improve IVEY
retention Publishing.
rates, Product
especially number:
among high- W26635.
performing
employees?
How can
organizations
create robust
succession
plans to
ensure
business
continuity?
18 How HRM HRM & Reading 8: Pre-Reading 10: Minson, J. A., & Gino, F.
practices Culture Daimler, (2022). Managing a polarized workforce.
influence and Melissa. Harvard Business Review, 100(2), 63-71.
reinforce What is "Why great
organization organizationa employees
al culture l culture? leave “great
What are the cultures”."
key cultural Harvard
factors? Business
Review 11
(2018).
19 AI In HR Reading 9:
Tambe, P.,
How is Cappelli, P.,
artificial &
intelligence Yakubovich,
changing V. (2019).
talent Artificial
management intelligence
practices, in human
such as resources
recruitment management:
and Challenges
performance and a path
tracking? forward.
California
What trends Management
Review,
 8
do you see 61(4), 15-42.
shaping the
future of
talent
management,
and how can
organizations
prepare?
20 How can Employee- Reading 10:
businesses Employer A Popular
combine Relations HR Chief
employee Burned to
requirements What are the Death:
with key factors People
corporate that build Management
goals and trust between Dynamics at
manage employees the Indian
disagreement and Subsidiary of
s to avoid employers, Suzuki Ltd
operational and how can By: Debi S.
disruptions? trust be Saini
maintained? Product
What are the Number:
best practices HK1081-
for handling PDF-ENG
conflicts
between
employees
and
employers?
How should
organizations
handle
grievances to
ensure fair
treatment and
preserve
relationships?

## The session plan may vary as the sessions progress depending on the need and time availability.
Some topics may be dropped, and some new topics may be introduced.

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