Eligibility |
Graduates with at least 50% marks. |
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preferred - 2 years. |
Fees |
Rs 14,950/- (All inclusive)
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30 |
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| Context: |
Organizations can be viewed as a Human-social system engaging in certain tasks in a Structured way developing Technologies. Like other resources, the Human Resource is to be selected, placed, developed, compensated, maintained and replaced. These functions together constitute the Management of Human Resource. In organizations, these functions are carried out in the framework of Personnel Policies, which are not static but have to evolve in a dynamic environment. |
| Content Outline: |
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Evolution of the Human Resource Function: Labour-workers-employees-human resources (as a part of evolution of management Thought)
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| 2. |
An overview of the Personnel Policies-legal, social, economic framework- human- social system, role and status of the personnel specialist in Indian industry.
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| 3. |
Procurement-job design-manpower planning-recruitment-induction. |
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Development Performance Planning, Performance Appraisal, Training and Career Planning. |
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Employment conditions-job evaluation-basic compensation structure |
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Integration Collaborative Relationships, grievance-settling discipline, welfare programmes, statutory and non-statutory.
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| 7. |
Maintenance - employee communication, counseling, physical and mental health, personnel research.
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| 8. |
Separation Process- Retirement, retrenchment, discharge and outplacement. |
| 9. |
Careers in Human Resource Management. |
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| Context: |
HRD has become a popular notion in India in the last decade and is now becoming a movement at the national and the enterprise level. The Personnel profession is undergoing a transformation as a result. Hence it is necessary for students to firmly grasp the essence of HRD. The practices in the field of HRD are channeled through procedures, which are based on principles and philosophies. Usually, practices are emphasized and philosophy is neglected. This leads to distortions in practices. |
| Content Outline: |
1. |
Concept and origin of HRD- Place in HR Management-Goals of HRD-Profile of an HRD Manager.
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| 2. |
HRD Mechanisms. Processes and outcomes. |
| 3. |
HRD function in the Organization-structuring HRD- Indian cases. |
| 4. |
Pitfalls and dangers in HRD practices.
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| 5. |
Various HRD instruments and their utility. |
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Overview of the Training Process-designing training and development activities. |
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Training methodologies-comparison-suitability under different conditions-social process-training climate.
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| 8. |
Evaluation of Training-Post training support at work. |
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| C. ORGANISATIONAL BEHAVIOR |
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| Context: |
Just as organizations have objectives, people have their own needs. When people work in organizations, they are trying to achieve both the objectives of the organization and their own needs. People in organizations are operating at three levels: as individuals, as members of work and as members of the organization. It is through their behavior that operations take place, productivity is raised or lowered and the climate turns healthy or unhealthy. Hence it is necessary for a manager to be perceptive and sensitive to the behavioral phenomena. |
| Content Outline: |
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Key elements in Organizations: people, structure, technology and environment. |
| 2. |
Common notions about people and behavior: stereo-types (good/bad), patterns (shirking, showmanship) and problems (apathy, indifference, indiscipline), the behaviorist approach.
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Concept of Personality Traits that explain behavior, self-concept, matching personality and jobs.
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Human needs, motives-motivation-content and process theories (Maslow, Herzberg, Alderfer, Vroom)- importance of motivating environment. |
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Personality and Environment: physical and psychological components of environment at work, restrictive and supportive environments- contributions of McGregor and Argyris. |
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Concept of groups-formal/informal groups, stages of group formation and cohesiveness, their impact on individual and organization-morale and productivity-contribution of Mayo. |
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Supervision and Leadership: successful/effective leaders-trait theory, situational theory, managerial grid, Reddin’s 3-dimensional approach, relationship between leader and organization, Nurturant Task Leadership.
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| 8. |
Organizational Climate: concept, feudal/paternalistic values, democratic values, psychological dependency, power motivation- perceptions of relative power and trust-resultant behavioral outcomes. |
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| Context: |
Labour legislation is a response of the state to the problems and issues facing labour-management relations in industrial units. It is aimed at ensuring peace and harmony between the parties and enabling effective resolution of conflicts and disputes arising in the course of employment and work performance. Labour legislation lays down the boundaries within which the management of HR takes place and it also signifies the general orientation of Government policy towards labour. |
| Content Outline: |
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Legislation on wages and monetary benefits: minimum wages, payment of wages, payment of bonus and payment of gratuity.
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| 2. |
Legislation on conditions of work: Factories Act, Industrial Employment (standing orders) Act.
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Legislation on social security: Employees Provident Fund, Employees State Insurance, Workmen’s Compensation.
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Legislation on Industrial Relations: Industrial Disputes, MRTU & PULP.
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Trends in recent judgements of the Courts.
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| Context: |
The area of Human Resource Management in any organization is anchored in the hard-core reality of Employer-Employee Relations, which involves negotiating for compatibility in the inherently conflicting interests of two sides. Thus, the material basis for HR is provided by the Industrial Relations and hence every practitioner of HR needs a firm grasp of its dynamics. |
| Content Outline: |
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Overview of Industrial Relations in India-Historical Evolution of Trade Unionism-The role of the State. |
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Trade Union Movement-types of unions-Central Trade Unions- politicization-multiplicity-legal environment. |
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Nature of trade union activity.
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Collective Bargaining: concept, process, contracts and settlements- trends.
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Industrial Conflicts-Nature and Manifestation-causes: wages, benefits, grievances, discipline, recognition.
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Profile of an Industrial Worker-absenteeism-trends in sectoral employment-unemployment.
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Workers’ participation in Management: concept, forms, schemes and their evaluation, experiences of other countries-worker co-operatives.
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Technology-change and development-knowledge workers-impact on employment-exit policy. |
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| Context: |
The environmental factors determine the demand and supply of labour in the economy and the equation creates pulls and pressures on the management of HR at the level of a unit. Although these factors are outside the control of the unit management, it has to deal with the situation arising out of their configuration. Hence, an understanding of Labour Economics forms a central part of the HR manager’s thinking tool-kit. |
| Content Outline: |
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Perspective on industrialization-history and impact of industrial revolution-industrial development in India-current state of the economy and the industry.
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Systems of economic management-planned economy, mixed economy, market economy, evolution of labour markets recruitment, commitment, advancement, maintenance-nature of Indian labour market.
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Theories of employment- concept of full employment and underemployment-dimensions of underemployment in India-employment generation schemes and their effectiveness.
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Peculiarities of Indian labour market with respect to: women, child labour, agriculture, migration, casual and contract labour-technological change, structural adjustment.
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Emerging trends: Automation, Computerization, Globalization-Post industrial society and Information Technology.
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| Context: |
With increasing competition, there is certain dynamism in employee compensation as a means of attracting and retaining manpower. The compensation policy making has become a complex exercise on account of specialized jobs, tax laws and changing lifestyles. |
| Content Outline: |
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Concept of wages-its importance for business, employer-employee relationship, perspective of labor and management with reference to wages.
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Components of wages in the organized sector in India-factors influencing wages-objectives of a sound wage structure-principle of equity.
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Fixed compensation-job evaluation-need, concept and its applications-techniques: ranking, grading, points, factor comparison-benefits and limitations.
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Variable compensation: need, concept and application in blue and white collar jobs-piece rates and incentives-operation of various plans and their limitations-performance bonus-profit sharing-stock options
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Compensation systems for white-collar employees-executive compensation-different systems in vogue.
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Rewards and benefits: attendance bonus, protection programmes, subsidies, and perquisites.
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Voluntary Separation Schemes. |
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| G. ORGANIZATION DEVELOPMENT |
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| Context: |
Organization Development is not a panacea for all the problems of organization. It is necessary to remember this in the world of today when OD has gained in popularity and prestige. It is a strategy for intelligently facing the requirements of a changing world. |
| Content Outline: |
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Concept and history of OD-Laboratory training, Survey Research, Action Research-underlying assumptions and values |
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Nature of OD-Operational Components, Foundations and Characteristics.
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Action Research-Process and Approach.
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OD Interventions-team, inter-group, interpersonal, comprehensive interventions, structural interventions.
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Major issues-Power and Politics, Research, Future Trends. |
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Students undertake the study of a real-life problem in an organization with the objective of applying the principles and procedures they have studied during the course. Based on the study, they are required to submit a report and defend it in the viva voce.
The area to be selected for study should ideally be close to the student’s own job or interest. They are expected to collect information, understand the situation and the context, analyze the problem and suggest directions for bringing about effective outcomes.
The project report should not contain mere theoretical discussion of general issues. It is essential to base the project on systematic collection, analysis and interpretation of data leading to conclusions, which should be defended.
Separate project guidelines are issued in the form of a booklet and students are advised to refer to them.
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Programmes 