Department of Human Resources Management (MA) 2. HUMAN RESOURCES MANAGEMENT 2.1 . TITLE MANAGEMENT 2.

2 BACKGROUND Change is inevitable in today's business world. As companies embrace the challenges of adapting and improving their organizations, they must look to the strength of their people. An organization's success depends largely on recruiting and selecting the right people, trained develop them to achieve their maximum potential and making sure they are rewarded for their efforts. The masters program in Human Resource Management will provide students with the skills to lead the process of integrating human resources functions with the overall business strategy of a firm. Students will get the chance to experience a hands-on collaborative approach to learning. The courses cover both theory and practical applications. The program focuses on equipping graduates with global sensitivity, holistic business perspective, capability to manage uncertainty and complexity and with capability to manage diversity. The program will enable the University to provide professional human resource managers who can conduct research in HR, provide consultancies in HR at public and private sector, help both private and public sector institutions make an optimal use of their human capital, there by in effect contribute to the realization of the rapid economic development and poverty reduction strategy of the country. The role of effective human resources management is pertinent to the Ethiopian government initiatives in capacity building and public sector reform and the rapid economic development strategy. The role of effective and efficient Human resources management is paramount for the private sector as well, since HRM can be sources of companys competitive advantage, profitability, growth, and to overcome the challenge of globalization. Companies need to hire the right person for the right job, train develop, and reward their staff, and this is made possible through effectively trained and highly skilled professionals in human resources management. 2.3 RATIONALE The problem of widespread poverty is one of the most serious challenges facing Ethiopia. Accordingly the governments primary objective has been and still is to generate and sustain a robust and broad based economic growth through the most productive use of its human capital. In this regard institutions of higher learning need to supply the economy with a highly trained and skilled manpower ranging from medium to higher levels of graduation. OF THE PROGRAM: MASTER OF ARTS IN HUMAN RESOURCES

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A decentralization process that empowered different communities to manage their affairs; a development policy that rationalized the role of the state and created space for the private sector; the existence of a development strategy that addresses rapid and broad based growth and poverty reduction; a justice and civil service reform programs designed to create transparent, accountable, effective and efficient public service and other capacity building efforts combined form the foundation for Ethiopias sustainable development and poverty reduction strategy. The realization of the benefits of the various changes and reform program are dependent on the countrys ability to efficiently and effectively manage its Human Capital. Capacity building, in the Ethiopian context, is critical to ensure rapid, broad-based development and poverty reduction as well as deepen the democratization process. The countrys rapid economic development strategy is designed in an integrated and holistic framework and targets the capacities of the public, private and civil society organizations in order to optimize the synergic effect of strengthening democracy and accelerating socio-economic development and poverty reduction. The government is working towards effective mobilization and coordinated use of the resources of the public, private, NGOs and communities to ensure rapid, broad based development and effectively tackle one of the most serious challenges that Ethiopia is facing deep and wide poverty. Higher educations in Ethiopia are expected to play active roles in the implementation of the countrys poverty reduction and rapid economic development strategy, through providing relevant education to citizens, and functioning as generators of a culture of innovation and entrepreneurship. The institutions must function as innovative learning environments where students and teachers take part in development projects in close collaboration with trades, businesses and other promoters of trade and industry. With regard to Higher Education, Ethiopias sustainable development and poverty reduction strategy have set targets in order to expand the undergraduate intake capacity of all higher education institutions in the country, as well as to expand the postgraduate intake capacity of higher education institutions. The growth in the Ethiopian economy and government initiative in public sector reform and capacity building of government institutions will result in increased demand in medium and high level skilled and highly trained human resource managers for the country at large. The higher education sector needs to expand and develop so that Ethiopia can ensure sustainable socio- economic development and the ultimate eradication of poverty. Addis Ababa University, one of the countrys biggest higher learning institution through its recent strategic plan document had made it clear that its vision is to make the university a center of excellence in research and graduate studies. In line with this strategic plan and cognizant of the countries socio-economic development demand on the efficient and effective management of the countrys Human Capital, the Addis Ababa University College of Commerce has planned to launch a graduate study program in human resources management . 2.4 PROGRAM OBJECTIVES

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2.4.1. GENERAL OBJECTIVE This program provides a critical and academic assessment of the HRM approach and its application by employers in the context of significant structural and contextual change in the world of work and employment. The program draws upon the current research activities and output of the HR teaching group and provides students and practitioners with a thorough grounding in the academic debates about organizations and careers and the methods required for an effective applied research and policy making. It seeks to provide graduates with a conceptual foundation for a career in the field of human resource management or for further academic study in the subject, or to update the knowledge and qualifications of practitioners, trade unionists and those teaching in the area. It will also provide the students with a wider perspective on the principal issues and concerns affecting work and provide the basis for more effective decisions. 2.4.2 SPECIFIC OBJECTIVES Upon the completion of this program the graduate will be able to: Design HRM systems & procedures Plan Human Resources Requirements Develop Human Resources Trading & Development program Formulate Recruitment selection, Evaluation and Rumination systems Consultant on change Management & Implementation Develop human resource policies 2.5 GRADUATE PROFILE After completing their study in the masters program in Human Resources Management, graduates are expected to exhibit the following capacity of HRM professionals: Design human resources policies, programs and procedures Develop a comprehensive human resources plan for a firm Recruit and select employees Design employee training and development programs Provide a healthy and safe work environment Construct recommendations on strategic change initiatives Tackle employee diversity issues and recommend solutions Design performance appraisals

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Develop a total rewards system and policy Describe the legal framework for the labor- management practice in Ethiopia

2.6 ADMISSION REQUIREMENT Candidates applying for admission to a postgraduate program in Human resources management should possess: Degree from recognised university in Human Resource Management, Management Marketing and other related fields. Pass the entry admission examination set for the program

As part of the selection process for the graduate study in HRM, all candidates are required to complete a Personal Assessment Form. This form is designed to allow candidates to consider their own motivation for applying for the program in more detail and help them to decide whether this is the right course for their studies. It will also be considered as additional evidence of a candidate's suitability for the course during the admission process. As a result, applications will not be considered until this form is completed.

2.7 COURSE SCHEDULE The program consists of a total of 30 credit hours expected to be completed in three semesters taught courses and a one semester thesis work. YEAR 1, SEMESTER I S.NO 1. 2. 3. 4. 5. COURSE TITLE COURSE CODE HRM 501 MGT 511 ACCT 521 HRM 531 MGT 541 CR. HRS 2 2 3 2 3 12 CR. HRS 3 2

Human Resource Management Information Systems Principles and Practices of Management Financial and Managerial Accounting Research Methods for Human Resource Management Organization Behavior TOTAL YEAR 1, SEMESTER II COURSE TITLE Organizational Theory and Design Human Resource Planning

S.NO 1. 2.

COURSE CODE HRM 502 HRM 512

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3. 4.

Strategic Performance Mgt I Change Management TOTAL

HRM 522 HRM 532

2 2 9

YEAR 2, SEMESTER I S.NO COURSE TITLE Operations Management Strategic Performance Mgt II Labour Relations & legal Aspects of HRM Strategic Management TOTAL YEAR 2, SEMESTER II COURSE TITLE Human Resource Management Thesis work TOTAL 2.8COURSE DESCRIPTION 1. 1. 2. 3. 4.

COURSE CODE MGT 601 HRM 611 HRM 621 MGT 641

CR. HRS 2 2 2 3 9 CR. HRS 3 33

COURSE CODE HRM 602

HUMAN RESOURCE MANAGEMENT INFORMATION SYSTEMS (HRM 501) (2 Cr. hrs)

This course is designed to familiarize with the basics of Human Resources Information Systems and Technologies that help managers make human resources management decisions. The course discusses how to create and use a data base management system for human resources management. 2. PRINCIPLES AND PRACTICES OF MANAGEMENT (MGT 511) (2 Cr. hrs) This course focuses on the basic concepts and principles of management, the functions of planning, organizing, staffing, directing and controlling, and their relationships to key issues in management practices, such as leadership and motivation in addition. Nature and role of supervisory management, functions of supervisor and labor relations, performance assessment and effective will be dealt. 3. FINANCIAL AND MANAGERIAL ACCOUNTING (ACCT 521) (3 Cr. hrs.)

This course deals with the conceptual and analytical issues for understanding the techniques, nature and purposes of financial and managerial accounting reporting. The course will focus on the nature and role of accounting information, systems of information processing, the possessing and reporting frame work, and formats of corporate reports. Cost allocation, cost accumulation,

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budgeting, standard costing, break even analysis and consideration of relevant costs for short term decision will also be covered

4. Research Methods for Human Resource Management (HRM 531) (2cr. hrs) The course introduces the areas of knowledge which are necessary to conduct and critically evaluate research reports and papers on human resource areas. It also provides the knowledge and techniques needed to carry out quantitative or qualitative research project that improves the utilization of human resources in organizations. Areas covered will include: research design; sampling; both qualitative and quantitative approaches to data collection; the statistical analysis of quantitative data; the preparation of research reports and the use of different paradigms in research.

5. ORGANIZATIONAL BEHAVIOUR (MGT 541) (3 cr. hrs)

The primary objective of the course is to get students acquainted with the dynamics of individual and group behavior in an organizational setting. The course covers concepts and theories on attitude, ability, personality, perception, behavior, learning, motivation, leadership, teams and groups, conflict management and organizational culture.

6.

ORGANIZATIONAL

THEORY

AND

JOB

DESIGN

(HRM

502)

(3cr.hrs)

The goal of this course is to acquaint students with the complex relationships among an organization's characteristics, structure, behavior, environment, and performance, emphasizing that the organization is an integrated entity hosting multiple interests, functions, and activities operating in the context of various internal and external Contingencies. The course emphasizes the understanding of fundamental principles that affect the behavior of individuals and the structure of organizations, and their application to the analysis of real organizational situations. 7. HUMAN RESOURCES PLANNING (HRM 512) (2cr.hrs) The course will discusses the human resources planning function at a firms level, forecasting the human resources need of the firm and the matching tools and strategies of the demand and supply of labor at the firms level, explaining How human resource planning relates to organizational planning and strategic issues, need for human resources planning and undertake skill inventory and finally show the steps involved in human resources planning process.

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8.

STRATEGIC

PERFORMANCE

MANAGEMENT

(HRM

522)

(2cr.hrs)

In this course the meaning of appraisal, training and development is explored. Several models of effective appraisal techniques and training models are introduced, and ways of identifying training needs are examined. Theoretical approaches to learning are discussed. Various training methods are covered in relation to both theoretical aspects of learning and the nature of the material to be learnt. Finally, the ways in which training can be evaluated are considered. 9. CHANGE MANAGEMENT (HRM 532) (2cr.hrs) The goal of this course is to explore the planning, doing and reviewing of change. The planning section includes environmental and socio economic analysis, facilitating community decision making, negotiating alignment amongst agencies and designing organizational management systems. The doing part is designed to cover Capacity building, Operating organizational management systems and Community development and finally evaluating organizational performance and evaluating ecological and socio economic outcomes to review the success of the change .

10. OPERATIONS MANAGEMENT (MGT 601) (2 cr.hrs)

This course explores the nature and scope of operations management. Discussions on the concepts of operation systems, models, types of operation systems, plant location and facility layout, capacity planning, work measurement, APP, MRP, PAC and Total quality management concepts, principles and practices in relation to human resources management and operations will be made. Special attention is given in applications of techniques such as PERT, CPM, Gantt chart, linear programming in reaching sound operations related decisions. Moreover it examines problems encountered in planning, operating, and controlling production of goods and services. 11. STRATEGIC PERFORMANCE MANAGEMENT II (HRM 522) (2 cr.hrs) The design and management of reward systems present general managers with one of the most difficult HRM tasks. This HRM policy area contains the greatest contradictions between the promise of theory and the reality of implementation. This course is designed to familiarize the students with the design and implementation of organizational compensation systems, benefits & motivation, integration of internal equity and external market considerations in wage systems through use of job evaluations and market surveys. Compensation as a means of effective recruitment, motivation, and retention of employees, benefits program design, cost containment, and program management. Performance appraisal processes and implementation of merit systems and statutes affecting compensation practices (e.g., minimum wage laws, unemployment compensation, and workers compensation) will be considered.

12.

LABOUR

RELATIONS

AND

LEGAL

ASPECTS

OF

HRM

(HRM

621)

(2cr.hrs)

This course provides an overview of current developments in employee relations. It

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considers the influence of employers, employees, trade unions and the state in shaping the employment relationship. Areas covered include the issues of management strategy and strategic choice; flexibility in employment and managing diversity; the reform of pay determination and performance management; the role of trade unions and the management of conflict; and the role of the state as an employer and law maker. The aim of the course is to develop a critical understanding of changing patterns of employee relations.

13. Strategic Management. (MGT 641) (3 Cr.hr..)

This course is designed to help students gain better understanding of some of the most critical issues in the field of strategic management today. The issues addressed include: understanding some of the principal driving forces that will shape the future of competition; the central role of corporate purpose to strategy in individual firms, conceptual and operational models of strategic planning, environmental scanning(external and internal), identification of strategic issues, strategy formulation, implementation, and control.

14.

HUMAN

RESOURCE

MANAGEMENT

THESIS

(HRM

602)

(3cr.hrs)

The dissertation takes that form of an empirical study, quantitative or qualitative, conducted by the student on some aspect of Organizational Psychology and Human Resource Management and should focus on the practice of human resource management in organizations. It considers issues relating to the links between HRM strategy, policy and practice, to highlight potential models of best practice and barriers for successful implementation, and to give some remedies for the problems. It should discuses HRM policy and practice concerning recruitment and selection, employee turnover, performance management, careers, training and development, job design and reward, employee relations and equal opportunities in the context of their relationships with HRM. 2.9. TEACHING METHODOLOGY

Course Delivery shall include lectures, seminars, case studies and presentations, projects followed by a four -month thesis period. There are three options for delivering the courses.

Full-time or regular: The course components are delivered over three semesters. Classes typically take place Monday to Friday. Final thesis programs will take place in the last semester. Evening program: The course components are delivered over four semesters. Classes typically take place Monday to Sunday. Final thesis program will take place in last semester.

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Distance learning: The course components are delivered over four semesters. Tutorial classes will be arranged for each course. Final thesis programs will take place in the last semester.
2.10 . ASSESSMENT /EVALUATION

Assessment of student performance shall be done by a mixture of examination and coursework, including written assignments projects, term papers and presentations. The student graduation thesis will be evaluated in accordance with the requirement and procedure as per the new senate legislation .

2.11. QUALITY ASSURANCE

The college will put its maximum effort to make sure that graduate will have the profile as indicated above through setting standard admission examination and selection of the right candidate and continuous assessment of the program in course delivery, availing the needed teaching and learning materials and through capacity development of instructors in the area of study working in partnership with similar institutions.

2.12. GRADUATION REQUIREMENT As per the new legislation of the university (June 2007) article 118.2., A student needs to obtain a minimum CGPA of 3.00. And the student thesis work has to meet the requirements set under Article 119.of the university senate legislation.

2.13. RESOURCES PROFILE 2.13.1. Human Resource Four qualified personnel (Ass. Prof. and above) who have specialized in HRM, functional areas of management and business administration are required for the start up of the program This requirement would be made available by:

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a. Working in partnership with other departments and faculties in the university, and outside the university b. Staff upgrading c. Employing qualified personnel, and

d. Using visiting professors from overseas in combinations, with joint appointment scheme locally; we strongly believe that we can overcome the problem of the critical shortage of qualified personnel, with the necessary support and assistance of the University central administration.

2.13.2 Physical Facilities Until the planned construction of the new building is completed, we made the necessary preparation for the program by. Sharing classrooms with under graduate program. Using the existing library which would be made available to fit the graduate program Facilitating to share libraries outside college Making one of the computer centers dedicated totally to the program

2.14.

DEGREE NOMENCLATURE

The Master of Arts in Human Resources Management (MAHRM)

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