MBA 4th Semester Syllabus

1. ELECTIVE SUBJECTS
4.4 HUMAN RESOURCES
4.4.1 STRATEGIC HRM
4.4.2 INTERNATIONAL HRM
4.4.3 TALENT AND KNOWLEDGE MANAGEMENT
4.4.1 STRATEGIC HRM
1. GENERAL INFORMATION
No. of Credits per 4
No. of Hours per 4
2. PERSPECTIVE OF THE COURSE
With increasing competition, the technological, socio cultural and economic changes have
triggered the need for constantly developing the human resources. HRD is no longer limited
to the confines of a departmental activity, now it finds a place even in the vision and mission
statements of the companies. The need to survive in the ever changing business world
demands a well developed pool of human resources with strategies.
3. COURSE OBJECTIVES AND OUTCOMES
OBJECTIVES
- To develop the perspective of strategic human resource management.
- Distinguish the strategic approach to human resources from the traditional
functional approach.
- Appreciate SHRM in the context of changing forms of organisation
OUTCOMES
- By the end of this course- a student would learn the relationship of HR strategy
with overall corporate strategy and Understand the strategic role of specific HR
systems

3. 4. COURSE CONTENT AND STRUCTURE
1
MODULE 1: 8 HOURS
HR environment HRM in knowledge economy Concept of SHRM Investment
Perspective of SHRM Evolution of SHRM Strategic HR vs. Traditional HR –Barriers to
strategic HR Role of HR in strategic planning
2
MODULE 2: 10 HOURS
Strategic fit frameworks - Linking business strategy with HR strategy - HR bundles
approach, best practice approach - Business strategy and human resource planning -
HRM and firm performance linkages - Measures of HRM performance - Sustained
competitive advantages through inimitable HR practices
3
MODULE 3: 10 HOURS
HR Systems - Staffing systems - Reward and compensation systems - Employee and
career development systems - performance management systems - Various Strategic
Management frameworks
4
MODULE 4: 10 HOURS
Strategic options and HR decisions – Downsizing and restructuring - Domestic and
International labour market - Mergers and acquisitions - Outsourcing and off shoring.
5
MODULE 5: 10 HOURS
Strategic Responses of Organisations to Changing Environment – Portfolio process and
structure related strategic responses. M & A s and Strategic HR
6
MODULE 6: 8 HOURS
Conduct an Interview with CEO or Authorised authority and data collection on Strategic
responses of Organisations to changing environment (Ref. Srinivas R. Kandula PHI 2012)

4. Interview schedule for conducting case study
 Interviewee’s awareness / knowledge of strategic responses being planned /
implemented / progressed in the organisation.(common)
 Compatibility between voluntary participative forums and collective bargaining
forum (HR Managers)
 Reasons for strong / weak / no relationship (positive or negative) between
strategic responses and SHRD system. ( HR Manager / Individual / Trade Unions)
 Unions perception on the commitment of employer, frontline officers and
workers in SHRD system (Trade union leaders)
5. PEDAGOGY
A variety of teaching methods will be employed which will include case analysis -
self-assessment exercises - group projects - team-based projects – lectures - guest
speakers - video
6. TEACHING/LEARNING RESOURCES
ESSENTIAL READINGS
1. Mello- Jeffrey A.,“Strategic Human Resource Management”, Thomson Learning
Inc,
2. Agarwala, Tanuja, “Strategic Human Resource Management”, Oxford University
Press, New Delhi,
3. Dreher- George and Thomas Dougherty, “Human Resource Strategy”, Tata
McGraw Hill,
4. Greer, Charles, “Strategic Human Resource Management”, Pearson Education,
5. Srinivas. R Kandula, “Strategic Human Resource Management”, PHI