Human Resource Management

Session - 1
 Course Handout
Learning goals Learning Outcomes Learning Assessment
method
The course aims to At the end of the course the participants The outcomes would
impart should be able to be assessed through
Functional Appreciate the importance of HRM in End-Sem
Proficiency and business context; Examination
integration with Understand the need for organizations to Mid-Sem
other core business Examation
adopt suitable HR practices and
functions. Quiz
processes; Group Project
Design HR systems independently and Class Participation
also lend support to the HR department (CP)
at their workplaces;
Understand the need for compliances
and external controls in Human Resource
Management .
 Evaluation Pattern

Method Description
Group Project 20 %
Mid Term Examination 25 % (Closed Book, based on text book, TAU
readings and classroom discussions)
End Term Examination 25% (Closed Book based on text book, TAU
readings and classroom discussions)
Quizzes (4) 20 % (Closed Book, based on text book, TAU
readings
and discussions in the class)
General Class 10%
Participation (Including
Good Behaviour)
 Group Project
The groups need to identify an organization in a specific
sector.
As we cover each topic in the course, the faculty will share the
topic related questions/themes by mail/on (ILMS).
The groups need to work on these questions/themes in
respect to their organization and the specific sector.
In all, the groups are required to make four submissions on
specified dates.
Each submission should be a consolidation of topics covered
till the deadline specified, in a proper report format following
the conventions of academic writing including plagiarism
(Plagiarism Limit is set at 15%).
 Module Overview
Module 1 Perspectives on Employment and Industrial Relations
Session 1 Introduction to the Course
Reading (i) Values, Ideologies, and Frames of Reference in Employment
Relations
Course Overview
Discussion Cannot debar women from joining Army Medical Corps
Session 2 Introduction to Labour Law
Readings (i) Introduction : Labour and Industrial Laws
(ii) Labour Law (Supplementary reading)
Case Discussion (iii) High Court upholds government notification on gratuity for
teachers
(iv) Labour law recast to add more leave to maternity, gratuity to be
made portable
Session 3 Designing Jobs & Defining Work
Readings (i) Job Design: Approaches, Outcomes, and Trade-offs
(ii) Theorizing Work: The Importance of Conceptualization of Work
for Research and Practice (Supplementary reading)
Case Discussion (iii) Gopal Cotton Mills Limited
 Factors of Production
Land
Labour
Capital
 Human Resource Management studies all
aspects of work/labour and the employment/
labour relationship.
 Employment Relations

Human
Industrial Resource
Relations Management

Personnel
Management
 Parties in Employment Relationship
Employee
Employer
Government/State
 Employee Interests
Survival and income - Maslows model of work;
[Purely Income Earning Activity]
Equity and voice - a fair days pay for a fair days
work.; [ILO Declaration & Human Dignity]
Fulfillment and social identity - mans strongest link
to reality is work;
Power and control.
 Employer interests
profit maximization
consideration of other stakeholders
power and control over employees
 State Interests
Freedom and the Rule of Law
Equitable Outcomes
Dominance of the Elite
 Incompatibility of Interests
Employers and employees freely pursue their own self-
interest in competitive labor markets; when these interests
align, they consummate an economic transaction, when they
do not align, they keep searching for mutually-beneficial
exchanges.
 Incompatibility of Interests
Although labor markets might not be perfect, employers and
employees share a unity of interests, especially in that
treating employees well improves the companys bottom line
and vice versa.
 Incompatibility of Interests
Employers and employees interact as unequals with some
shared and some conflicting interests, but these conflicts are
economic in nature and limited to the employment
relationship.
 Incompatibility of Interests
Employers and employees interact as unequals with
significant power differentials that are pervasive through all
social relations.
 Four Theories of Employment
Relationship
The Egoist Employment Relationship - pursuit of
individual self-interest by rational agents in economic
markets [Employment at Will]
The Unitarist Employment Relationship - right
employment policies and practices
The Pluralist Employment Relationship - workers
and employers bargaining in imperfect labor markets
The Critical Employment Relationship - conflict is
part of a broader societal clash between competing
groups