COURSE OBJECTIVE:
The Primary concern to this course is to develop in death understanding of the strategic role performed by HR in business organisation and to gain insight of the alignment between different HR systems and practices and organisation outcomes.
UNIT-I HR environment; HRM in knowledge economy; concept of SHRM; investment perspective of SHRM strategic HR vs. traditional HR, barrier to strategic HR, role of HR in strategic planning.
UNIT-II Strategic fit frameworks: linking business strategy a 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.
UNIT-III HR Systems: staffing systems, reward and compensation systems, employee and career development systems, mergers and acquisitions, outsourcing and off shoring.
UNIT-IV Strategic options and HR decisions-Downsizing and restructuring, domestic an international labour market, mergers and acquisition, outsourcing and off shoring.
Suggested Readings:
1. Mello, Jeffrey A., Strategic Human Resource Management, Thomson Learning Inc.
2. Agarwla, 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
5. Belcourt, Maonica and Kenneth McBay, Strategic Human Resource Planning, Thomson Learning Inc.
Note:
1. One case study be discussed – per unit – in the class.
2. Instruction for External Examiner: The question paper will have of two sections. Section ‘A’ shall comprise 8 questions (2 questions from each unit). The students will be required to attempt four questions (one question from each unit). Section ‘B’ will contain one CASE STUDY which will be compulsory. All the five questions will carry equal marks.
The Primary concern to this course is to develop in death understanding of the strategic role performed by HR in business organisation and to gain insight of the alignment between different HR systems and practices and organisation outcomes.
UNIT-I HR environment; HRM in knowledge economy; concept of SHRM; investment perspective of SHRM strategic HR vs. traditional HR, barrier to strategic HR, role of HR in strategic planning.
UNIT-II Strategic fit frameworks: linking business strategy a 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.
UNIT-III HR Systems: staffing systems, reward and compensation systems, employee and career development systems, mergers and acquisitions, outsourcing and off shoring.
UNIT-IV Strategic options and HR decisions-Downsizing and restructuring, domestic an international labour market, mergers and acquisition, outsourcing and off shoring.
Suggested Readings:
1. Mello, Jeffrey A., Strategic Human Resource Management, Thomson Learning Inc.
2. Agarwla, 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
5. Belcourt, Maonica and Kenneth McBay, Strategic Human Resource Planning, Thomson Learning Inc.
Note:
1. One case study be discussed – per unit – in the class.
2. Instruction for External Examiner: The question paper will have of two sections. Section ‘A’ shall comprise 8 questions (2 questions from each unit). The students will be required to attempt four questions (one question from each unit). Section ‘B’ will contain one CASE STUDY which will be compulsory. All the five questions will carry equal marks.
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