Bahria University

(Islamabad Campus) Course Title:

Department of Management Sciences (Undergraduate Studies)

Business Ethics
NAME:SIDRA ZAFAR ENROLL#:01-111112-174 TOPIC:BULDI TOWN FECTORY FIRE
Although many managers and organizations recognize the importance of managing the work force effectively and even "know" what effective approaches are, it is remarkable how frequently firms fail to implement effective human resource management analysis and practices. Therefore, this course has two central themes: (1) How to think systematically and strategically about aspects of managing the organization's human assets, and (2) What really needs to be done to implement these policies and to achieve competitive advantage through people. The intent of the course is both to impart knowledge as well as to stimulate discussion about the values and beliefs that stand in the way of implementing this knowledge. As a required course in a program for people interested in general management skills, our purpose is not to get into the technical detail of issues such as the psychometric properties of selection test validation, the specifics of doing job evaluations, the mechanics of interviewing, or the intricacies of employment law--all issues of relevance for people intending to be human resource professionals. Rather, the course adopts the perspective of the general manager and addresses human resource topics from a more strategic perspective, considering how human resource management might aid in developing competitive advantage and what might be done to fulfill this potential. The course is divided into five sections. The first section addresses the implementation of strategy and the importance of aligning human resource practices so that they are internally consistent and produce the skills and behaviors required to make a given strategy work. It also focuses on the changing global environment and its impact on HR practices. The second section treats a number of specific topics related to recruitment and selection and their relationship to the development of a high performance or high commitment work organization. The third sections deals with topics related to the training and development needs. The fourth section deals with compensation and pay structures, that help an HR manager to maintain a committed work force. And the final section of the course provides an insight into employee relations, health and safety issues, labor relations and its implications. At the end of the course students will be able to summarize and integrate the material given and will have a chance to learn from each other as they will listen to the presentations of the group projects that are an important part of the course.

COURSE OBJECTIVES
To provide students a framework to understand: Page 1 of 10

Bahria University
(Islamabad Campus)
Department of Management Sciences (Undergraduate Studies) The basic HR functions The principles and processes behind major HR functions Trends and Challenges facing managers in Pakistan How HRM is related to the success of the business The role of non-HR managers in HRM The importance of ethical responsibility to employees

THODOLOGY
The primary mode of teaching will be lectures. However to facilitate the understanding of theoretical concepts, case studies/articles, role plays, discussions and class activities will also be used. To gain maximum benefit from this course, students are requested to read the assigned material before coming to the class. This will not only help in generating a healthy discussion but will also enable the students to understand the concepts in their true essence.

COURSE OUTCOMES
After the successful completion of this course, participants will have: Demonstrate an in-depth knowledge of the activities and decisions that inform the employment relationship, including recruitment, selection and training of employees, health and safety, employment law, and motivation and productivity. Knowledge and understanding of: Primary HRM Framework and its concepts Role of HRM as a support function Role of HRM in the career of a non-HRM employee Knowledge of the best practices of business ethical standards and organizational code of conduct. Understanding and functional knowledge of the following processes: Recruitment and selection Job analysis and design HR planning Organizational development and training Compensation and protection Performance appraisals and career planning Payroll management Skills management Succession Planning

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Bahria University
(Islamabad Campus) PRINCIPLES & VALUES
In designing the course, its content, and operating procedures, we have tried to adhere to a number of basic beliefs and values that are worth making explicit: 1. Responsibility. The students in the course are responsible, both individually and collectively, in large measure for what goes on both in the classroom and outside of class. The quality of class discussion depends on all of you coming to class prepared to discuss the issues raised by the material. Learning depends on your reading and mastery of the material. What you learn from your group project depends on the effort you and your colleagues expend and what you do to apply the course concepts. I will do my utmost to facilitate the learning process, but in the end, what you gain from the course is up to you. 2. Implementing the Principles We Are Learning. I have tried to organize and run the course in ways consistent with the ideas we are teaching. These include an emphasis on teams, mutual trust and respect, and information sharing. We will do a lot of the course work in groups/teams, including a project that counts for 10 % of the grade. And, in the everyday interactions that occur in the course, we should strive to treat each other with respect and trust. 3. Fun. The material is interesting and engaging, and learning should be fun. We will do a number of things, including using various class activities, role plays, stimulating debate, and relying on your insights and examples to make the course enjoyable. 4. Some important rules that we should not forget are: a. 75 % attendance is compulsory to sit for an exam. b. Attendance in the first 5 minutes of the class. c. Have to switch off cell phones during the class. Department of Management Sciences (Undergraduate Studies)

TEACHING METHODOLOGY
The teaching methodology will include: Lectures Case Studies Discussions Activities Role Plays Small Scenario Analysis Group Project Presentations

SYLLABUS BREAKDOWN IN LECTURES (WEEKLY)

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Bahria University
(Islamabad Campus)
Department of Management Sciences (Undergraduate Studies)

Week Module 1Introduction to HRM Week 1

Topics

Chapter(s)

Introduction to the course Group Formation Definition of HRM Line and staff aspects HRM primary activities HRM Functions External Influences

Chapter 1 (Dessler) Chapter 2 (Decenzo)

Week 2

HRM in a changing environment How technology effects HRM Ethical issues of HRM HRM challenges

Chapter 1 (Decenzo)

Module 2: HR Planning Week 3 Strategic Management Process Linking strategy to HR planning Assignment 1 Module 3-Job Analysis and Design Chapter 3 (Dessler)

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Week 4 & 5 Department of Management Sciences (Undergraduate Studies) Definition uses of JA Steps in JA Methods of collecting data Job descriptions & specifications Class Activity Quiz 1 Chap5 (Decenzo) Chap 4 (Dessler)

Module 4Recruitment and Selection Week 6 Recruitment forecasting staffing needs forecasting supply of candidates recruitment sources Assignment 2 Week 7 Selection Importance Basic concepts Validation Process Types of tests Work samples & simulations Other selection methods Quiz 2 Week 8 Interviews Types of interviews How to conduct an interview Class activity Chapter 7 (Dessler) Chapter 7 (Decenzo) Chapter 6 (Dessler) Chapter 7 (Decenzo) Chapter 5 (Dessler) Chapter 6 (Decenzo)

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Bahria University
(Islamabad Campus)
Week 9 MIDTERMS Week 10 Changing world of HR Technology Assignment 3 Module 7- Training & Development Week 11 Training process Training methods T&D assignment Quiz 3 Module 8 Performance Management & Appraisal Week 12 Basic concepts Week 13 Performance appraisal tools Chapter 9 (Dessler) Chapter 10 (Decenzo) Chap 11 (Decenzo) Chapter 8 (Decenzo) Chapter 8 (Dessler) handouts Department of Management Sciences (Undergraduate Studies)

Module 10-Compensation Rewards structure and review Job Evaluation and pay structure Executive compensation programs Formulating Salary sheets

Week 14

Career Planning and Management Development of PDP

Week 15 & 16

Final Project Presentations

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Bahria University
(Islamabad Campus)
Week 17

Department of Management Sciences (Undergraduate Studies)

Revision and Practice Questions

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Bahria University
(Islamabad Campus)
Department of Management Sciences (Undergraduate Studies)

TEXT BOOKS (S) AND REFERENCES

Fundamentals of Human Resource Management, David A. DeCenzo, Stephen P. Robbins, 10th Edition Human Resource Management, Gary Dessler, 10th Edition

ASSESSMENT CRITERIA
Midterm Final Exam Assignments Quizzes Semester Project 25% 40% 10% 15% 10%

ASSIGNMENTS

There will be total of three assignments with 3, 3 & 4 marks Students cannot submit late assignments All the written assignments should be according to the following prescribed format Title page with assignment title, name, enrollment number and submission date Font size 12, Times New Roman Single space A4 size paper
QUIZZES

There will be total of 3 Quizzes with 5 marks each Quizzes can be both, surprise and announced Students can expect a quiz at the end of each module/chapter Page 8 of 10

Bahria University
(Islamabad Campus)
There is no policy for a quiz retake There is no specific format for a quiz.
GROUP PROJECT ASSIGNMENT

Department of Management Sciences (Undergraduate Studies)

Working in a group of 4 to 5 people (either your study group or any other group you are able to construct), your task is to examine the human resource system of a division, company, or multiple companies. The purpose of this exercise is to give you experience using the course concepts in an actual field situation, help develop your clinical and analytical skills. Provide you the opportunity to "road test" some of the ideas from the course, and to get some understanding of barriers and issues in the implementation of the course concepts. Regardless of which focus you choose, however, part of your assignment is also to identify human resource practices that the organization knows it should be implementing but that is not currently doing. In other words, you will undoubtedly encounter instances of misalignment in which the organization is, at some level, aware that it is not doing what it ought to be doing, but is doing it anyway. So, in each instance, part of your assignment is to explain why the organizations knowledge is not being used and develop an action plan to overcome these barriers to implementation. This is a critical part of the assignment for it helps you understand why the concepts of the course are not always readily or easily implemented and provides more value to the client because you attend to issues of actually accomplishing change as contrasted with just doing a nice report. Your insights will be developed from a case study you conduct of an organization or a department or set of departments. You should use interview, and possibly other methods as well, to help in your analysis. Possible methods include observation, unstructured, semistructured, or structured interviews, questionnaires, or archival information. In doing interviews. It is helpful to ask more "what" than "why" questions. It is also useful to interview in pairs. Dont miss the opportunity to get objective, archival information that will help in your analysis, and dont miss the opportunity to get information from different levels in the organization (you may find that the alignment of human resources looks quite different depending on whether you are talking to the human resources manager or a first-line supervisor). Requirements: Please turn in a brief proposal (1-2 pages) detailing a) who is in your group, b) the organization or department you will analyze, and c) a brief statement about the focus of your project. You will present a summary of what you learned to your classmates. As part of that presentation, if you intend to use overheads, please make copies available for all of the members of the class. This permits them to follow along and for you to get through more Page 9 of 10

Bahria University
(Islamabad Campus)
Department of Management Sciences (Undergraduate Studies) material more rapidly, allowing time for some questions and discussion. You will have approximately 30 minutes for the presentation and for discussion time, so plan accordingly. You are also responsible for turning in a final report (10 Pages), which you should offer to share with the organization you analyzed. This is due, one week before you are scheduled to present in class. Late papers will not be graded. The particular session in which you will present will be determined by a random drawing. Final report should consist of: Part I: Part II: Part III: Part IV: Part IV: Part V: Presentation: Total Time: 30 Minutes Presentation of the topic: 10 15 Minutes Video: 5 7 Minutes Q & A Session: 7 10 Minutes Note: 1. Time management is very crucial, negative marking will be done if time is not managed properly. 2. Class participation is also very important, students are encouraged to ask questions. 3. Marking criteria for this class project is: a. 4 marks for Report b. 2 marks for showing relevant Video c. 4 marks for presentation (1 mark each for group coordination, formal dressing, confidence & time management) Organizations Introduction 1 Page Functional HRM Focus of study, HRM Issue Analysis Industry Benchmark 4 Page 1 Pages 2 Pages 1 Page

Suggestions & Improvement 1 Page

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