CA - 3, HRM, 2010 - 11, SP Rath - Module Hand Book

Module Code SHI 4026
Module Title Human Resource Management

School/s involved in delivery Institute of Hotel Management, Aurangabad
Name of Course(s) B.A. (Hons.) In Culinary Arts
Module Leader Siba Prasad Rath
Location: Dr. Rafiq Zakaria Campus, Aurangabad
Module Type Culinary - Option
Credit Rating 20 Credits
Level H – Honors
Learning Methods Lecture 48 hrs
Directed Learning 152 hrs
Pre-requisite/s None
Recommended Prior Study None
Co-requisite/s None
Professional Body Requirements None
Barred Combinations None
Graded or Non-Graded Graded
Module Synopsis
This module introduces students to a broad based market approach to HRM in the
hospitality food and beverages sector. It exposes the students to HRM practices to enable
them as individuals who encounter HRM matters on their jobs to deal with them. This module
will provide strong foundations for students who aspire to build a career in hospitality HRM.
Managing human capital in the new economy is a challenge all business professionals face.
This course addresses that challenge by retaining its unique orientation to overall practicality
and real world application incorporating technology, teams and virtual learning methods.
Practical tips and suggestions provide effective ways of dealing with problems in
communication, leadership, discipline, performance appraisal, labour relations, and
compensation administration.
Outline Syllabus
The module will enable the students to address current issues facing human resource
managers and organizational leaders and review human resource trends in the workplace
and the projection of future developments. The students will also present the basic concepts
of human resource management (HRM), enhance leadership skills in advising, counselling,
disciplining, and supporting others and consider legal and ethical issues in HRM and
organizational leadership.
Learning Outcomes
On successful completion of this module in the Year IV, the student will be able to:
Knowledge and Understanding
a) Compare various theories, methods, issues, recent trends and challenges related to
human resource management experienced by today’s chef managers.
b) Appreciate the importance of principles of all management human resource functions
that apply to sustaining all personnel involved in the culinary profession.
c) Identify and analyze the various strategies that the food industry deploys in retaining
and motivating their workforce.
Abilities
1
d) Evaluate human resource management functions with particular emphasis in man
power planning, strategy and contemporary issues.
e) Evaluate the regulatory and legal provisions mandated across the food industry and
culinary profession
f) Compare various human resource models and relate them to the food industry.
Assessment Strategy
Case Study: A case study report of 3500 words on any Human Resource concept and
practice in the food industry prevailing in India will cover the learning outcome b) 1). –
30%
Examination: A descriptive information on key theories and practices of human resource
management will cover learning outcome a). – 70%
Formative Assessment
Quiz, group discussions
Summative Assessment
Case study covering learning outcome a, b, and c
Examination covering all learning outcomes
Assessment Weightings
Case study (30%)
Examination (70%)
Learning Strategy
Lectures, seminars, workshops and debates.
Indicative Reading
Andrews, S., (2009), Human Resource Management – A text book for hospitality industry,
Tata McGrawHill, New Delhi.
Dessler, G., (2008), Human Resource Management, 11th edition, Pearson Education, New
Delhi.
De Cenzo, D.A. & Robbins S.P., (2007), Fundamentals of Human Resource Management,
10th Edition, John Wiley & Sons, U.S.A., 2003.
Losey, M., Meisinger, S. & Ulrich, D., (2005), The Future of Human Resource Management:
64 Thought Leaders Explore the Critical HR Issues of Today and Tomorrow, J. Wiley &
Sons, Singapore
Torrington, D., Hall, L. & Taylor, S., (2004), Human Resource Management, 6TH Edition.
Prentice Hall, London
Jackson S.,Hitt M., & Denisi A., (2003) Managing Knowledge for Sustained Competitive
Advantage: Designing Strategies for Effective Human Resource Management, Jossey Bass,
San Fransisco, CA.
Rao, T. V., Rao R., (2005) The Power Of 360 Degree Feedback- Maximizing Management
and Leadership Effectiveness, Response Books, New Delhi, India.
Bucknall, H., Ohtaki, R, (2005) Mastering Business In Asia, Human Resource Management,
John Wiley & Sons, Singapore.
Prasad L. M., (2006), Principles & Practices of Management, , 6th Edition, Sultan Chand &
Sons, New Delhi
2
Indicative Websites
http://www.metalib.hud.ac.uk
http://www.hr.com
http://www.shrm.org
http://www.mapnp.org/library/hr_mgmnt/hr_mgmnt.htm
http://www.ihrim.org/
http://www.athensams.net
http://www.mercerhr.com/
3
SCHEME OF WORK
MODULE NO. SHI 4026

MODULE/ UNIT Human Resources Management
FACULTY S. P. Rath
Start Date 31/08/2010 End Date 30/04/2011
SCHEME BY WEEK
WEEK TOPIC(s) REFERENCE READING

No.
Week 1 Introduction to Human Resource TORRINGTON, D., HALL, L. & TAYLOR, S., (2004), Human
Management : Changing Resource Management, 6TH Edition. Prentice Hall, London. Pg 3 -
Environment and Role of HRM, pg 24
Proficiency of HR Manager. DE CENZO, D.A. & ROBBINS, S.P., (2007), Fundamentals of
Human Resource Management, 9th Edition, John Wiley & Sons,
U.S.A., Chapter 2
Andrews, S., (2009), Human Resource Management – A text
book for hospitality industry, Tata McGrawHill, New Delhi.
http://www.emeraldinsight.com.librouter.hud.ac.uk/Insight/viewPDF.
jsp?Filename=html/Output/Published/EmeraldFullTextArticle/Pdf/04
40120308.pdf
http://www.emeraldinsight.com/0959-6119.htm
http://www.hotelnewsresource.com/article2961.htm
Chand M. & Kotau A., Impact of HRM Practices on Organizational
Performance in Indian Hospitality Industry(2007), Employee
Relations, Vol. 29, No.6., pp 576- 594
Week Equal Employment Opportunities Current issues in HRM Employment laws

2/3 and Laws affecting discriminating Factories Act – 1948, ESI Act – 1948, EPF Act – 1952, Minimum
practices. Wages Act – 1948, Gratuity Act – 1972 (Govt. of India Law Manual)
90270506.pdf
Hurrell, S., “Dilute to taste? The impact of working time regulation in
the hospitality sector”, (2005) Employee Relation, Vol. 25, No. 5, pp
532- 545
Week 4 Employee Rights and HR DE CENZO, D.A. & ROBBINS, S.P., (2007), Fundamentals of
Communications Human Resource Management, 9th Edition, John Wiley & Sons,
U.S.A., Chapter 4,
Andrews, S., (2009), Human Resource Management – A text
Chpt. 13
www.workforce.com/staffing
40160502.pdf
“Recruitment goes into overdrive as Intercontinental Hotels battles
4
for talent”(2008), Human resource management international digest,
Vol. 16, No.5, pp5-8
Week Human Resource Planning, Job Andrews, S., (2009), Human Resource Management – A text
5/6 Analysis and Recruiting. book for hospitality industry, Tata McGrawHill, New Delhi.
Chapter- 3
TORRINGTON, D., HALL, L. & TAYLOR, S., (2004), Human
Resource Management, 6TH Edition. Prentice Hall, London. Chapter
5, pg 119- 138
DE CENZO, D.A. & ROBBINS, S.P., (2007), Fundamentals of
U.S.A., Chapter 6,
10180502.pdf
Martin, A., Mactaggart D. and Bowden J., “Barriers to recruitment &
retention of supervisors/ managers in Scottish tourism industry,
(2006), International J. of Contemporary Hospitality Management,
Vol. 18, No. 5, pp 380-397.
40140104.pdf
“Sheraton Skyline reaches for stars- Recruitment & training practices
help hotel to win prizes for excellence”(2006), International Human
Resource Management Digest, Vol. 14, No. 1, pp 13-15
10300304.pdf
Week Contemporary approaches to Andrews, S., (2009), Human Resource Management – A text
7/ 8 selection process, key elements for book for hospitality industry, Tata McGrawHill, New Delhi.
successful predictions. Chapter- 4
U.S.A., Chapter 7
10190105.pdf
Avril, A. & Magnini, V., “A holistic approach to expatriate success”,
(2007) Int. J. of Hospitality Management, Vol. 19, No.1, pp 53-64
Week 9 Socializing, Orienting Employees DE CENZO, D.A. & ROBBINS, S.P., (2007), Fundamentals of
U.S.A., Chapter 8.
10160206.pdf
Lockyer, C. & Scholarios, D., “Selecting Hotel Staff: Why best
practice does not always work?”, (2004) Int. J. of Contemporary
Hospitality Management, Vol. 16., No. 2, pp 125- 135
Week Developing Employees ( Training Andrews, S., (2009), Human Resource Management – A text
10 \ 11 and Development) book for hospitality industry, Tata McGrawHill, New Delhi.
Chapter - 6.
5
U.S.A., Chapter 8.
Hassan, A., “Human Resource Development and Organizational
Values (2007).
Journal of European industrial training
Lin,C. & Kuo, T.,“Immediate impact of learning and knowledge on
organizational performance”(2007), Industrial management & data
systems, Vol. 107, No. 7, pp 1066-1083
10200104.pdf
Week Managing Careers Andrews, S., (2009), Human Resource Management – A text
12/13 book for hospitality industry, Tata McGrawHill, New Delhi.
Chapter – 7.
U.S.A., Chapter 9
Harper S., Brown C., & Irvine W., “Qualifications: a fast track to
general manager?”, (2005), Int. J. of Contemporary Hospitality
Management, Vol.17, No.1, pp 51-64
Maccabe V., Savery L., “ Butterfly- A new career pattern for
Australia- Empirical evidence(2007), Journal of Management
Development, Vol. 26, No. 2, pp 103-116
Akrivas C., Ladkin A. & Reklitis, P.,” Hotel Managers Career
Strategies for Success”, Int. Journal of Contemporary Hospitality
Management, Vol. 19, No. 2, 2007, pp 107-119
Week 14 Approaches for Performance DE CENZO, D.A. & ROBBINS, S.P., (2007), Fundamentals of
Management System: Human Resource Management, 9th Edition, John Wiley & Sons,
U.S.A.,Chapter 10
Haktanir, M. & Harris, P.,“Performance measurement practice in an
independent hotel context”(2005), Int. j. of Contemporary
Hospitality Management, Vol. 17, No. 1, 2005, pp 39- 50
Week Performance Management: Andrews, S., (2009), Human Resource Management – A text
15/ 16 Balance Scorecard Architecture book for hospitality industry, Tata McGrawHill, New Delhi.
Chapter – 5.
U.S.A., Chapter 10
10170501.pdf
Evans, N., “Assessing the balanced scorecard as a management tool
for hotels”, (2005) Int. J. of Contemporary Hospitality Management,
Vol. 17, No. 5, pp 376- 390
Week 17 360 degree feedback system, RAO, T. V., RAO R., (2005) The Power Of 360 Degree Feedback-
Human Resource Audit Maximizing Management and Leadership Effectiveness, Response
Books, New Delhi, India, Chapter 16
6
Week 18 Managing Global Human Resource DESSLER ,GARY., (2008) Human Resource Management 11th
edition, Pearson. India, New Delhi., Chapter 14
50180503.pdf
Graf, A., “Changing roles of customers: Consequences for HRM”,
(2007) Int. J. of Service Industry Management, Vol. 18, No. 5, pp
491-509
Week 19 Establishing Rewards & Pay DE CENZO, D.A. & ROBBINS, S.P., (2007), Fundamentals of
Plans- Job rankings, job ratings Human Resource Management, 9th Edition, John Wiley & Sons,
U.S.A., Chapter 11.
Resource Management, 6TH Edition. Prentice Hall, London, Part VI,
pg 591- 611
International journal of manpower
Week 20 Employee Benefits Andrews, S., (2009), Human Resource Management – A text
Chapter – 8.
U.S.A., Chapter 12.
Resource Management, 6TH Edition. Prentice Hall, London, Chapter
29, pg 649- 666
Week Ensuring Safe & Healthy Work Andrews, S., (2009), Human Resource Management – A text
21/ 22 Environment book for hospitality industry, Tata McGrawHill, New Delhi.
Chapter – 9.
U.S.A., Chapter 13
Resource Management, 6TH Edition. Prentice Hall, London, Chapter
22, pg 488- 505
Week 23 Understanding Labour Relations & Andrews, S., (2009), Human Resource Management – A text
Collective Bargaining book for hospitality industry, Tata McGrawHill, New Delhi.
Chapter – 11.
U.S.A.,Chapter 14.
90290104.pdf
Knox, A. & Nickson, G., “Regulations in Australian hotels: is there a
lesson for UK?”(2007), Employee Relations, Vol. 29, No.1, pp50-67
90270302.pdf
Haynes, P., “Filling thevacuum? Non-union employee voice in the
Auckland hotel industry”, (2005), Employee Relations, Vol.27, No.
3, pp 259- 271
7
Week 24 Managing Cultural Diversity LOSEY, M., MEISINGER, S. & ULRICH, D., (2005), The Future
of Human Resource Management: 64 Thought Leaders Explore
the Critical HR Issues of Today and Tomorrow, J. Wiley & Sons,
Singapore, Chapter 45.
Resource Management, 6TH Edition. Prentice Hall, London, pg 690-
pg 714
Grover L. & Siu N., “The human resource barriers to managing
quality in China”, International journal of human resource
10190202.pdf
Devine, F., Baum, T., Hearns, N. & Devine, A., “Managing cultural
diversity: opportunities & challenges for northern Ireland
Hoteliers”(2007), Int. J. of Contemporary Hosp. Management, Vol.
19, No. 2, pp 120-132
Assessment Programme:
Case Study: (Weightage 30%) (Individual Activity): Student will present a typical analysis pertaining
to the human resource management issues. This study will be pertaining to the FOOD, BEVERAGE &
HOSPITALITY INDUSTRY.
Final Exam: Weightage 70%
ASSESSMENT CALENDAR:
ASSESSMENT ISSUE DATE RETURN DATE WEIGHTAGE

Case Study Week 01 Week 16 30%
Readings:
1. Andrews, S., (2009), Human Resource Management – A text book for hospitality industry, Tata
McGrawHill, New Delhi.
2. Dessler, G., (2008), Human Resource Management, 11th edition, Pearson Education, New Delhi.
3. DE CENZO, D.A. & ROBBINS S.P., (2004), Fundamentals of Human Resource Management,
9th Edition, John Wiley & Sons, U.S.A., 2003.
4. Dessler Garry (2008), Human Resource Management, 11th edition, Peterson, India, 2008.
5. LOSEY, M., MEISINGER, S. & ULRICH, D., (2005), The Future of Human Resource
Management: 64 Thought Leaders Explore the Critical HR Issues of Today and Tomorrow,
J. Wiley & Sons, Singapore
6. TORRINGTON, D., HALL, L. & TAYLOR, S., (2004), Human Resource Management, 6TH
Edition. Prentice Hall, London
7. RILEY, M. (1996). Human Resource Management in the Hospitality and Tourism Industry,
2nd ed., Butterworth Heinemann, Melbourne
8
8. LUCAS, R. (1995) Managing Employee Relations in the Hotel and Catering Industry,
Cassell, London
9. RAO, T. V., RAO R., (2005) The Power Of 360 Degree Feedback- Maximizing Management
and Leadership Effectiveness, Response Books, New Delhi, India.
10. SAINI, D. S., Khan, S.A., (2005) Human Resource Management Perspectives For New Era,
Response Books, New Delhi, India
11. BUCKNALL, H., OHTAKI, R, (2005) Mastering Business In Asia, Human Resource
Management, John Wiley & Sons, Singapore.
12. PRASAD L. M., Principles & Practices of Management, (2006), 6th Edition, Sultan Chand &
Sons, New Delhi
13. http://www.emeraldinsight.com.librouter.hud.ac.uk/Insight/viewPDF.jsp?Filename=html/Output/P
ublished/EmeraldFullTextArticle/Pdf/0410080206.pdf Watson, S. & D’Annunzio-Green, N.,
“Improving Cultural Change through Human Resource: the elusive organization alchemy?”(1996),
Int. J. of Contemporary Hosp. Management, 8/2, pp 25-30.
Website addresses:
www.hr.com www.osha.gov
www.shrm.org www.diversityhotwire.com
www.mapnp.org/library/hr_mgmnt/hr_mgmnt.htm www.wfpma.com
www.ihrim.org/ www.shrm.org
http://metalib.hud.ac.uk
www.athensams.net
www.mercerhr.com/
www.hr-guide.com
www.knowledgepoint.com
www.workforce.com
9
YEAR (THREE) B.A. (Hons.) CULINARY ARTS
MODULE /UNIT HUMAN RESOURCE MANAGEMENT
TOPIC Identify & comment on the contemporary practices of HRM As a Case
Study of any unit of food, beverage and hospitality industry.
FACULTY S. P. Rath
MODERATED BY
Issue Date 1ST Week Return Date 16th Week Marks 100 Marks
Weightage 30 Marks
INSTRUCTIONS TO THE CANDIDATE:

1. Your case study should be submitted on computerized A4 Sheet along with a soft copy.
2. References and evidence of research is essential. Bibliography in Harvard style will have 20%
weightage. Structure your case study with an introduction, main discussion and conclusion.
3. Use main points, sub-points, paragraphs and illustrations/ models wherever appropriate.
4. Your case study should be approximately of 5000 words.
ASSIGNMENT:
Provide a case study that should identify, comment and evaluate contemporary HRM practices in the
context of global food services, beverage and hospitality industry.
ASSESSMENT OBJECTIVE / RATIONALE: The case study is designed to enable the student to
research practices in HR, during their industrial understudy or exposure of any unit. The objective of the
case study to improve students:
* Ability to evaluate human resource management functions with particular emphasis in manpower
planning, strategy and contemporary issues.
* Ability to evaluate regulatory and legal provisions mandated across the food industry and
culinary profession.
* Ability to compare various human resource models and relate them to food industry.
* Ability to critically evaluate these solutions by identifying strengths and weaknesses in HRM
setting.
* Identify implications for issues in human resource operational practices.
* Ability to use models and concepts in analysis
ASSESSMENT CRITERIA:
20% - Approach
30% - Content and rationale behind the plan Presentation, Flow, Main points, sub- points, discussion and
illustration.
30%- - Critique and comments with context to the above topic
20% - - Reference, Sourcing, Analysis and conclusion, bibliography.
IMPORTANT: ANY SUBMISSIONS NOT RECEIVED ON 16th WEEK WILL ATTRACT PENALTY.
Please keep a copy of your submitted work.
10
ASSIGNMENT EVALUATION AND FEEDBACK - DEGREE
Student’s Name/ Pathway:4 year B.A. (Hons.) in Year: 3

Number Culinary Arts
Module/ CULINARY ARTS Date: On Time:
Module Code CA SHI 4026
Assessor: S. P. Rath Late: Mitigation
Received:
Grade
Content Excellent Good Satisfactory Poor/Weak Unsatisfactory
Knowledge of the subject

Understanding of
underlying principles
Relevant application
Evaluation/critical analysis
Use of relevant source
material
Structure and Excellent Good Satisfactory Poor/Weak Unsatisfactory

Presentation
Source material
acknowledged
Produced in correct format
Logical flow/style
Spelling, punctuation and
grammar
Learning Outcomes Achieved Not Achieved

Ability to evaluate human resource management functions with particular emphasis in man
power planning, strategy and contemporary issues.
Ability to evaluate the regulatory and legal provisions mandated across the food industry.
Ability to compare various human resource models and relate them to the food industry.
Ability to critically evaluate these solutions by identifying strengths and weaknesses in
HRM setting.
Identify implications of issues in human resource operational practices.
Ability to use models and concepts in analysis.
General Comments: Overall strengths and weaknesses; actions for future consideration:
11
YR. IV, B. A. (Hons.) in Culinary Arts HRM CASE STUDY EVALUATION SHEET
Name of Student ___________________________ Roll No: _______________________

Name of Evaluator: S. P. Rath Signature:_______________________
Name of Moderator Signature:_______________________
CRITERIA COMMENTS MAX. MARKS

MARKS OBTAINED
Approach- 20
(Weightage-20%)
Content- 30
(Weightage-30%)
Critique- 30
(Weightage-30%)
Conclusion- 20
(Weightage- 20%)
KEKEY SKEY FOR EVALUATION
Approach Content Review Critique / Comment Summary
Classifica 15% 30% 40% 15%
tion
Approach valid & Use of range of Relevant to purpose; Relevant to Clear, convincing,
interesting; identified appropriate and well- content; Well argued, communicated logical, evidence of
A scope of research researched information corporate and unit level strategies, for summary reflecting
Class 1 covered HRM in the on HRM functions such recruiting right candidate for right job, the objectives,
70% + context of as Man power planning, choosing employees, Compensation content and critique,
international hotel & employment, training and benefits, legal constraints and effective conclusion
food organisation’s and development, employee relation with context to HR of argument
current issues for strategy, compensation communications employee feedback
managing man and benefits and etc. Presented creative HR solutions to
power. Purpose clear employee relations. identified issues; Reference to context
& fulfilled; Sources and depth excellent, coverage of HR practices,
Evidence of clearly indicated from pros/cons, motivational practices for
creativity in review. recruiting and retaining employees
approach; degree of excellent and clear
originality
Approach valid and Good coverage of HRM Relevant & well planned argument Good structure &
appropriate; Aims theory, sources and with appropriate comments; well developed
B achieved; over depth adequate and reasonably clear argument on argument, adequate
Class 2:1 ambitious in scope, generalist pros/cons linkages and average
60-69% repetitive conclusion
C Approach valid but Some knowledge of Potentially relevant reasonably Fair structure and
some shortcomings relevant information but planned and executed. Fair argument argument. Linkages
Class 2:2
in awareness of not well used, some with reasonable commentary with reasonably clear with
50-59% purpose, fulfillment information missed. reference to content and context, too reference to content,
of aims or scale of Sources and depth fair. large or small to be conclusive on linkages loosely
work pros/cons defined and fair
conclusion of
argument
D Considerable Insufficient use of Poor commentary and argument in Some overall
confusion in purpose relevant information, addition to being poorly planned & argument sometimes
Class 3 & aims but works inadequate content and executed with respect to content and irrelevant, illogical or
40-49% carried to coherent sources of information context. Passable evidence on with little support.
direction pros/cons Passable conclusion
based on linkages
E Great confusion in Excessive use of Inappropriate & misapplied No developed
purpose; no coherent irrelevant information or arguments. No relevance to content or argument &
Fail
direction factual error. Poor context. Poor evidence on ability to misunderstanding of
Below evidence of content relate to pros/cons issues. Poor ability to
40% clarity conclude based on
linkages
12

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Module Code SHI 4026

Module Title Human Resource Management

MODULE NO. SHI 4026

WEEK TOPIC(s) REFERENCE READING

Week Equal Employment Opportunities Current issues in HRM Employment laws

Final Exam: Weightage 70%

ASSESSMENT ISSUE DATE RETURN DATE WEIGHTAGE

INSTRUCTIONS TO THE CANDIDATE:

Student’s Name/ Pathway:4 year B.A. (Hons.) in Year: 3

Content Excellent Good Satisfactory Poor/Weak Unsatisfactory

Knowledge of the subject

Structure and Excellent Good Satisfactory Poor/Weak Unsatisfactory

Learning Outcomes Achieved Not Achieved

Name of Student _____ Roll No: _

CRITERIA COMMENTS MAX. MARKS

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