SYLLABUS - XLRI

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I. ((for private circulation only)SYLLABUSPostgraduate Programme inHuman Resource ManagementBatch 2012-14 EC}}}}}}}}Office of the DeanJune 2012

CONTENTSPagePrefaceProgramme Design and RequirementsI.ECONOMICSCORE COURSESI.1Macroeconomic Theory and PolicyI.2Managerial EconomicsELECTIVESI.3Basic Econometrics of HRI.4Development EconomicsI.5Economics of Human Resources1.6Economics of Information and Network IndustriesI.7Entrepreneurship and New Ventures [also SM]I.8Industrial Economics and Competitive StrategiesI.9International Business EconomicsI.10Managing Private-Public Partnerships [also SM]I.11Money Banking and Finance1.12Social Banking and MicrofinanceI.13Strategic Game Theory for Managers [also SM]II.FINANCECORE COURSESII.1Accounting for ManagementII.2Basic Financial ManagementELECTIVESII.3Financial Considerations in Managing HRII.4Social Finance, Impact Investing & InsuranceIII.GENERAL MANAGEMENTCORE COURSESIII.1Managerial CommunicationIII.2Managerial Ethics [2 credits]III.3Social Research MethodsELECTIVESIII.4Analysis for Managerial Decision MakingIII.5Corporate Image BuildingIII.6Emotional Intelligence and Managerial EffectivenessIII.7Social Legislation for Indian Managers

IV.HUMAN RESOURCE MANAGEMENTCORE COURSEIV.1Employment Relations Laws: Law of Industrial RelationsIV.2Employment Relations Laws: Law of Social SecurityIV.3Fundamentals of Human Resource Management [1.5 credits]IV.4Fundamentals of Industrial RelationsIV.5Fundamentals of Labour laws [1.5 credits]IV.6Human Resource Planning [2 credits]IV.7Performance Management and AppraisalIV.8Wage Determination and AdministrationELECTIVESIV.9Advanced Manpower PlanningIV.10Collective Bargaining and Negotiation ProcessIV.11Employee Empowerment [1.5 credits]IV.12Executive CompensationIV.13Grievance Resolution [1.5 credits]IV.14HR Issues in Mergers & AcquisitionsIV.15Human Resource Management in Service SectorIV.16Industrial JurisprudenceIV.17International Human Resource ManagementIV.18Labour Law ApplicationsIV.19Managerial Competencies and Career Development [4.5 credits] [also OB]IV.20Managerial Counselling [also OB]IV.21Managing Diversity in the WorkplaceIV.22Managing RedundancyIV.23Measuring HR [1.5 credits]IV.24Occupational Testing [also OB]IV.25Organisational Change and Development [also OB]IV.26Participative Management [1.5 credits]IV.27Principles of Labour AdministrationIV.28Role of HR in Knowledge Management [1.5 credits]IV.29Selection [1.5 credits]IV.30Strategic Human Resource Management [also OB]IV.31 Taxation [1.5 credits]IV.32 Training and DevelopmentV.INFORMATION SYSTEMSELECTIVESV.1Business and Data Communications NetworksV.2Business Intelligence and Data MiningV.3Business Modeling Through System DynamicsV.4Cyber LawV.5Data StructuresV.6DBMS with OracleV.7Decision Support SystemsV.8e-Business [also POM]V.9Enterprise Resource Planning [also POM]V.10Human Resource Information SystemV.11I S Strategy [also SM]

V.12V.13V.14V.15VI.Information Security and Risk ManagementIntellectual Property RightsObject-Oriented ProgrammingSoftware Project ManagementMARKETINGCORE COURSESVI.1MarketingELECTIVESVI.2Marketing Decisions for HRVII.ORGANISATIONAL BEHAVIOURCORE COURSESVII.1OB-I: Individual Behaviour in OrganisationVII.2OB-II: Group Behaviour in OrganisationVII.3OB-III: Organisational Structure, Design & ChangeELECTIVESVII.4Assertiveness TrainingVII.5Building Learning Organisations [also SM]VII.6Consulting to ManagementVII.7Cross-Cultural ManagementVII.8Designing Organisations for Uncertain Environment [also SM]VII.9Indian Philosophy and Leadership ExcellenceVII.10Leadership, Influence and PowerVII.11Management of CreativityVII.12Management of RelationshipsVII.13Managerial Competencies and Career Development [4.5 credits] [also HRM]VII.14Managerial Counselling [also HRM]VII.15Occupational Testing [also HRM]VII.16Organisational Change and Development [also HRM]VII.17Personal Effectiveness and Self-LeadershipVII.18Personal Growth LabVII.19Political Behavior & Impression Management in OrganizationsVII.20Strategic Human Resource Management [also HRM]VII.21Stress ManagementVII.22Transactional AnalysisVII.23Zen and the Executive Mind [3 Credits ]

VIII. PRODUCTION, OPERATIONS & DECISION SCIENCESCORE COURSESVIII.1Production ManagementVIII.2Quantitative Techniques for Human Resource ManagementELECTIVESVIII.3e-Business [also IS]VIII.4Enterprise Resource Planning [also IS]VIII.5Operations Research for HRM [also HRM]VIII.6Total Quality ManagementIX.STRATEGIC MANAGEMENTCORE COURSEIX.1Introduction to Sustainable Development and Corporate Sustainability [2 credits]IX.2Strategic ManagementELECTIVESIX.3Advanced Environmental Management and Green MarketingIX.4Applied Quantum InnovationsIX.5Balanced Score CardIX.6Building Learning Organisations [also OB]IX.7Business Networking [1.5 Credits]IX.8Competition and GlobalisationIX.9Designing Organisations for Uncertain Environment [also OB]IX.10Entrepreneurship and New Ventures [also ECONOMICS]IX.11Entrepreneurship Planning and Development: with special reference to TechEntrepreneurs and ProfessionalsIX.12 International ManagementIX.13 I S Strategy [also IS]IX.14 International Relations and ManagementIX.15 Introduction to Social EntrepreneurshipIX.16 Managing Private-Public Partnerships [also ECONOMICS]IX.17 Resource Based StrategyIX.18 Strategic Game Theory for Managers [also ECONOMICS]IX.19 Strategies of Co-operationIX.20 Transformation for Sustainable Superior Performance

PREFACEThe Syllabus Book presents the broad objectives, structureand contents of the courses of our two-year Postgraduate DiplomaProgramme in Human Resource Management (HRM). The syllabusis directional in scope and permits the much desirable flexibility tokeep pace with the ever-growing body of knowledge, experimentsand explorations in management education with special emphasistowards the human side of enterprise.The Association of Indian Universities (AIU), and theGovernmentofIndiarecognisedthetwo-year Postgraduate Diploma in Human Resource Managementawarded by XLRI as equivalent to the 2-year Master’s Degreeawarded by the Indian Universities/Institutes. The All IndiaCouncil for Technical Education has also recognised theprogramme as equivalent to MBA.June 2012XLRI Jamshedpur.

PROGRAMME DESIGN AND REQUIREMENTS:HRM 2012-14 BATCHThe two-year Postgraduate Diploma Programme in Human ResourceManagement prepares a student for a career in industry and services. Theprogramme facilitates learning in modern concepts, techniques and practices in themanagement of human resources and exposes the student to different functionalareas of management to enhance the effectiveness.The courses are designed to develop - (i) the analytical, problem-solving anddecision-making abilities, (ii) the awareness of the socio-economic environment, and(iii) the personality with socially desirable values and attitudes. Towards theseobjectives and to suit the contents of each course, a variety of teachingmethodologies, such as case studies, role-play, problem solving exercises, groupdiscussion, computer simulation games, audio visuals, are used in the programme.The programme requirements include 105 credits (63 credits from core coursesand 42 credits from elective courses), a Summer Project and compulsory participationin Team Building and Village Exposure Programmes.(1)Summer Project – a Non-credit courseSummer Project is a compulsory non-credit course. A student is required to do asummer project on any aspect of Personnel Management & Industrial Relationsin the industry for eight to ten weeks at the end of the first year (April - June).(2)Team Building and Village Exposure Programmes – a Non-credit ProgrammeA two-day team building programme is compulsory for the students. Theobjective of the programme is to develop leadership and team work throughadventure activities (The programme includes overnight camping in tents.)A village exposure programme is also mandatory for the students. The studentsare expected to stay in the villages. They are expected to study some of thepractices and issues relating to rural India.(3)MS-Power Point and Excel WorkshopA three-day Workshop to develop professional presentation and business use ofExcel Spreadsheet will be conducted. It is mandatory for the students to attendthe workshop.A student can opt for a dissertation in lieu of one full credit elective course inTerm V. However, only those students meeting the following criteria will be eligible todo dissertation on a topic of their choice:(a) Secures a minimum CQPI of 5.5 in the courses up to Term III and(b) The core courses average [upto Term I to III of the area of dissertation topicshould be 6.00 or more.Most of the core and elective courses are of full-credit courses i.e. 3 Credits.There are some core and elective courses which are offered as two-credit and halfcredit also. Students who would be opting for half-credit elective courses should takethem in pairs (except in case of audit courses) so that they complete the requirednumber of credits. Half credit courses can be taken in different terms and in differentfunctional areas.

Each full-credit course [3 Credits ] implies a total of 30 contact hours, and isorganised during a Term of 10 to 12 weeks. The courses are offered in the followingareas:1.Economics2.Finance3.General Management4.Human Resource Management5.Information Systems6.Marketing7.Production, Operations & Decision Sciences8.Organisational Behaviour9.Strategic ManagementTheTerm-wise distribution of courses in the first year shall be 7-6-7. The remaining threecore courses shall be scheduled in the second year. During the second year, inaddition to the three core courses, a student is required to do 14 (fourteen) electivecourses. The total workload for a student in any Term should not exceed 6 courses(18 credits).The total number of credits for the core courses are 63 (Sixty-Three) for HRM.Since the HRM programme itself is a specialised programme, there are noseparate Areas for Concentration. Students are required to choose 14 electives fromthe courses offered to them. Out of these, a minimum of 6 (six) electives should befrom those listed under the head “HRM Area” in the Syllabus Booklet. A HRM studentmay, if s/he so desires, opt for a maximum of 4 (four) electives each from Economics,Information Systems and/or Strategic Management Areas.The elective courses listed in this booklet are the total list of approved electives for theProgramme. The list of electives to be offered in a particular term would be decidedby the respective areas and communicated from time to time.

I. ECONOMICSI.1MACROECONOMIC THEORY AND POLICY[3 Credits]ObjectivesThis course exposes students to an overview of an exchange based economy and draws outthe relationship between crucial macroeconomic variables like the level of income,employment, prices, investment, money supply, trade and forex, etc. The design ofgovernment policy measures in regulating and planning for the economy will be discussed.Specific problems like inflation, growth and the control of business cycles will be addressed,with respect to the Indian economy. The purpose is to provide the students with afundamental knowledge of the macroeconomy on the basis of which policy decisions can beanalysed and business decisions can be made.Topics1. Introduction : Schools of Macroeconomic Thought2. National Income Accounting3. The Simple Keynesian Model: Multiplier4. The Complete Keynesian Model – IS-LM Framework5. Monetary and Fiscal Policies in a Closed Economy6. Aggregate Demand and Aggregate Supply, Long-run Aggregate Supply and GrowthModelsApplications: Indian experience with overall and sectoral growth, Inter-sectoral linkages and role of foreign direct investment7. Balance of Payment and Exchange Rate DeterminationApplications India’s experience with exchange rate Impact of fluctuations in exchange rate on export, import and growth of domesticIndustry8. Open Economy Macroeconomics – IS-LM Framework9. Fiscal and Monetary Policies in an Open EconomyApplications: Capital account convertibility debate in India Macroeconomic crises: explaining the experiences around the world10. Inflation, Unemployment and the Labour market

I.2MANAGERIAL ECONOMICS[3 Credits]ObjectivesThe objective of this course is to equip the manager with the methodology of decisionmaking using the concepts of microeconomics. Starting out with an exposition of the theoryof decision making by households and firms, the participants will be made to comprehendthe working of the markets, the determination of prices and the techniques of decisionmaking that the players in the market can adopt to ensure that sound decisions are made.Topics1.Introduction to Managerial Economics; The roles of the firm and the House hold2.Decision Making in the HouseholdConsumer ChoiceDemand; its Determination, Estimation and Forecasting3.Decision Making in the FirmProductionCostSupply : its Determination and Derivation4.Equilibrium in Different Market StructuresCompetitive markets- Equilibrium in the short run and longrunMonopoly equilibriumOligopoly: Strategic interactions and Game Theory5.Markets for Factor inputs6.The Economics of Information7.Market FailureExternalitiesPublic GoodsI.3BASIC ECONOMETRICS OF HR[3 Credits]ObjectivesObjective of the course is to introduce the students to basics of theory and application ofeconometric methods. Emphasis is on understanding and interpreting relations amongeconomic variables which have a direct impact on the way business is conducted in theworld market. The course would take hands-on approach to help students get comfortablewith working with dataset. The course would address the problems typically encountered inconducting empirical econometric research, in evaluating results and testing hypotheses inmaking predictions.The course aims atFamiliarizing students with the basic concepts of econometricsHelp students learn the theoretical aspects of simple and multivariate regressionanalysis

Carry out econometric applications on problem sets and interpret the results ofmultivariate regression using statistical software program SAS.Topics1.Introduction to EconometricsIntroduction to what is econometrics and steps taken by an econometrician incarrying out an empirical study.Different data types – cross section, time series and panel data and problemsassociated with them – examples from Indian context2.Linear Regression ModelBasic concepts of regression analysis – Illustration with two variable LinearRegression ModelEstimation using the method of Ordinary Least Squares (OLS)Properties of EstimatorsIntroduction to Multiple Linear Regression ModelThe Precision of the Estimators and the Goodness of FitTests of HypothesisScaling and Units of Measurement3.The Multiple Linear Regression ModelEstimation using the method of OLS – CLRM assumptions and properties ofEstimatorsGoodness of Fit and General Criteria for Model SelectionTesting HypothesisSpecification ErrorsThe assumption of Multicollinearity – Exact Multicollinearity; near PerfectMulticollinearity4.Choosing Functional Forms and Testing for Model SpecificationExtensions of the Simple Linear Regression Model – Regression through theOriginFunctional Forms – like Exponential and Logarithmic Functions – Linear Log;Log-Linear; Double Log; Reciprocal Transformation; Polynomial Curve Fitting,Introduction to Dynamic Models – Lags in BehaviorHypothesis TestingDummy Variable Regressors – Qualitative Variables and their Impact Analysis5.Identifying and Correcting for Violations of the CLRM AssumptionsSpecification ve and Limited Dependent VariablesRegressions on Dummy Dependent Variables – Binary Choice ModelsLogit Model – Probit Model – Tobit Model Estimation; Assumption; Problems7.Simultaneous Equation ModelsStructure and Reduced FormsConsequence of Ignoring Simultaneity – Identification ProblemEstimation and Inference

I.4DEVELOPMENT ECONOMICS[3 Credits]ObjectivesThis course is intended to provide a review of the main issues in Development Economics, afield that has several facets. Analysis of theories, learning from empirical evidence,wherever available and looking at policy measures in the relevant areas will yield a criticalunderstanding of issues that are otherwise left to government (public policy) or NGO (socialwork) realms. Though managers must accept some national and international leveldecisions as given, this course is nonetheless important in that it will lead to more awareand sensitive decision-making at a micro level, which also demands an understanding ofthe larger picture. It will of course, be useful to those aiming for a career in developmentresearch and planning, which often provides the base for policy-making. The businessmanager, with additional skills in development methodology will undoubtedly deliver moreeffectively.It is expected that, at the end of this course, students will, inter alia, be in a position to :understand and apply the main theories of economic developmentappreciate the role of markets and institutions in facilitating developmentapply the knowledge and skills acquired to study the main forces sustaining andlimiting economic developmentcritically analyse and thereby design effective policy interventionsTopics1.Introduction: Economics of Development2.Theories of Economic Growth3.Poverty, Inequality and Economic Growth4.Industrial Development5.Rural-Urban Dynamics6.Population and Development7.Finance for Development8.Trade and Development9.State and the Market10. Privatisation and Regulation11. Institutions and GrowthI.5ECONOMICS OF HUMAN RESOURCES[3 Credits]ObjectivesAs there is sea-change in the economic front, the labour market is bound to be influenced.With the transfer of technology and the increasingly competitive business environment suchtransformation is often been quite dramatic.In this course, which is a branch of applied economics, there will be an attempt to identifythe principal theoretical approaches and to indicate the direction of empirical research ineach area. Theories and examples that are applicable to free market mechanism will bediscussed together with the problems and limitations of these tools when there exists asizeable public sector in the economy.

Topics1. Demand for LabourShort run and long run demand for labourFirm’s demand and Market demand for labourCompetitive and non competitive product markets and changing demand forlabourHiring from alternative skill setsSelection – probation, contingent contract2. Supply of LabourIndividuals decision to workMarket supply of labourRetirement and voluntary retirement schemesSome labour legislations and impact on individual supply of labour3. Labour Market EquilibriumWage determinationChanging market conditions and wagesIncome taxes and wageWage regulations and wageMonopsonyInternal job markets and different considerations behind wage setting4. Investment in Human CapitalIndividual’s choice of educational attainmentCosts and benefits of human capital investmentsWho should invest in human capital – the individual or the firm?5. Employment Contracts and Problems of InformationLack of information about applicant’s exact productivity / ability beforeemploymentHow to best use the signals so that the right person is chosen?Lack of information about efforts put in by employee after appointmentHow to ensure, without monitoring, that the employee puts in hard work?Team related moral hazards – free riding problem6. Compensations and IncentivesStraight pay and variable payWhat kind of variable pay is best to encourage effort?How to design compensation schemes to motivate older employees to workharder?Compensation for risk of injury – designing economically efficient and incentivecompatible wage contractsBenefits – taxes on benefits vis à vis taxes on wages7. Labour Unions and Collective ActionIndividuals decision to join the unionProduct market structures

(b) The core courses average [upto Term I to III of the area of dissertation topic should be 6.00 or more. Most of the core and elective courses are of full-credit courses i.e. 3 Credits. There are some core and elective courses which are offered as two-credit and half-credit also.

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