HRM- 401

Human Resource Management

Course Outline
Summer Semester, 2016
PART A: COURSE-SPECIFIC INFORMATION

1. STAFF CONTACT DETAILS

Muhammad Farhan
Cell 0302-8265822
Email m.farhan.sm@gmail.com
Watsapp 0302-8265822
Linked In - https://pk.linkedin.com/in/farhan26
Facebook - https://www.facebook.com/Farhan27

Consultation Hours: 5.00--05.15 & 8:00 8:15 - Saturday

2 COURSE DETAILS
2.1. Teaching Times and Locations

HRM 401: 5.15 - 8.15 PM Saturday 211

2.2. Units of Credit

The course comprises of 45 hours of credit.
Lecture hours: Course spread over 16 weeks. 30 sessions of 1.5 hours for weekdays classes

2.3. Summary of Course

An organization achieves its objectives through HR. An effective organization is one that produces, in a cost
effective manner, requisite levels of the following three HR outcomes: Commitment, Coordination and
Competence. This course introduces you to the central processes that make up human resource management
practice in organisations. We consider various options for attracting, retaining and developing employees and
ensuring that employers meet their legal and ethical obligations in relation to workforce management. You will
cover the key HR functions of recruitment and selection, learning and development, workforce planning,
performance and reward management, occupational health and safety, and diversity management. In this course
students have the opportunity to develop their professional skills and knowledge in managing the employment
cycle.

In a nut-shell, the course aims to: 1) facilitate an understanding of what it is that HR Managers do and how they
do it, and, 2) promote an evidence-based approach to examining the effectiveness of the various options for
managing an organisations workforce.

2.4. Students Intended learning outcomes of the course (ILOs)

By the end of this course, you should be able to:

a. Knowledge and understanding:

- Describe and explain the functions performed by HR Managers, including workplace planning, job analysis,
recruitment, selection, development, remuneration, occupational health and safety, and diversity management.
b. Intuitive Skills:
- Problem Solving and Critical Thinking.
- Recognizing Contemporary Management Challenges.
c. Research/Academic Skills:
- Access relevant evidence-based articles on human resource management topics
- Learn the value of original work and adhere to international standards of academic referencing
 d. Professional Skills
- Engage in group discussions and conduct group work based on human resource management activities
- Evaluate and apply findings from the evidence-based literature to address problems arising in human resource
management

3. LEARNING AND TEACHING ACTIVITIES

3.1. Approach to Learning and Teaching in the Course

This course emphasises both the acquisition and application of knowledge. At IoBM we believe that learning
occurs most effectively when theory is taught in conjunction with application. This is reflected in teaching
approach to this course, which combines conceptual knowledge about the functions of human resource
management along with activities that illustrate how such functions are performed in practice and best
implemented in organisations. We believe that teaching should take into account individual differences in the
needs and attributes of learners and should be responsive to feedback. We seek on-going feedback from students
in relation to the positive and negative aspects of the teaching approach. It is however to be made clear that the
role of the lecture is that of a facilitator of your learning. The onus of real learning is upon the student. The
classroom is a simulation of the real world and therefore it is encouraged that the students actively take
responsibility for their own learning.

3.2 Learning Activities and Teaching Strategies

The lectures are designed to convey theoretical and practical knowledge about the functions performed by HR
Managers as well as hands-on activities and discussions of readings to enable transfer of learning to the world of
work. For example, students will have the opportunity to conduct a job analysis, complete personality tests used
in personnel selection, design a performance appraisal system, and engage in training activities that are currently
being used to train managers in organisations. Lectures will also be used to review the evidence base for various
human resource activities in order to promote a best practices approach to human resource management.
Course Outline

Week Session Topic Assessments Reading %

Human Resource Management at workplace

1 The changing role of human resource management N/A N/A
Strategic HR Role

Human resource management role in creating

competitive advantage
Creating the strategic human resource management
2 N/A N/A
system
Vision, Mission, Strategic objectives, Key Focus Areas of
Organization and role of HR

HR Planning and forecasting

3 Quiz 1
Manpower Planning and Budgeting Unit HRP

The recruitment and selection process

Why careful selection is important
4 Internal source of candidates / Outside source of Quiz 2 Unit R&S
candidates
Various types of sourcing channels

Types of Assessments / Background investigations

Basic features of interviews
Mid Term 1
5 What can undermine an interviews usefulness?
Designing and conducting an effective interview?
Various types of interviews

6 The basics of job analysis Quiz 3 Unit Job

Analysis

Methods of collecting job analysis information

Writing job descriptions
7 N/A
Job analysis exercise Job analysis exercise
Mock - Various types of interviews

Orienting employees
The Training process / Training methods Unit T&D
8 Management development Quiz 4
Evaluating training efforts and effectiveness
Training feedback models

Learning & Development Process

9 Succession Planning Quiz 5
Talent Management

Career Management
The basic career management Unit
10 Roles in career planning and development Quiz 6 Career
Career management and employee commitment Planning
SKILL / WILL Framework

Basic concepts of performance management &

11 Mid term 2
appraisal System
 An introduction to appraising performance
Appraising performance: Problems and solutions Unit PMS
Creating the total performance management process
12 Quiz 7
Difference between Performance Management and
Measurement
Pay for Performance

Compensation and Benefits

Basic factors in determining pay rates Unit
13 Establishing pay rates Quiz 8 Comp&
Competency-based pay / Other compensation trends Benefits
HRIS use in Compensation & Benefits

HRMs role in promoting ethics and fair treatment

Employee discipline and privacy Unit
Managing dismissals Employee
Employee well being Wellbeing
14 N/A
Work/life balance
Employee Safety, Health and Environment
Creating a positive work environment various ethics
Final Project Submission

15 Final Examination Final Paper a

4. ASSESSMENT
4.1. Formal Requirements
In order to pass this course, you must: achieve a composite mark of at least 60% and
make a satisfactory attempt at all assessment tasks (see below).

Assessment Type Weightage Due Date

Quizzes 20% Announced in regular lecture session

Mid Term 1 15% Week 6

Mid Term 2 15% Week 11
Final Project Report 5% Week 15
Presentation / Class 5% Week 15
Participation
Final Exam 40% Week 15

4.2. Term Project

This course of Human Resource Management aims to prepare you as future managers and develop your skills in
order for you to be successful leaders, managers and positive change agents. With the workplace changing at the
current break-neck speed, it is imperative that you are aware of the contemporary issues presently facing the
Human Resource Function. To further develop your professional skills it is also imperative to introduce you to
current research in all areas of Human Resource Management. The term project will aim to do just that. Details
of the Term Project will be announced in Week 6.

5. COURSE RESOURCES

There will be regular contact by the course facilitator through email and Google Docs. The
responsibility is on the student to be prompt in maintaining that contact and avail all the resources
provided.

The prescribed textbook for the course is:

HUMAN RESOURCES MANAGEMENT (13TH EDITION ). BY GARY DESSLER.

PEARSON.

ADDITIONAL REFERENCE:

ARMSTRONG, M. (2010). ARMSTRONG S ESSENTIAL HUMAN RESOURCE

MANAGEMENT PRACTICE : A GUIDE TO PEOPLE MANAGEMENT. KOGAN PAGE
LIMITED.

Readings and other material for in-class participation will be periodically emailed or handed in
personally. Students are encouraged to explore the following websites and Journals for individual
learning:
- www.shrm.org - www.hbr.org
- www.astd.org - www.cipd.co.uk
- www.workforce.com
- www.hrmasia.com
- www.citehr.com