Categories

Newsletter

News and Updates

Human Capital Management Maximize

Human Capital Management

Prof. Deepak Singh & Dr. Satya Sidhartha Panda

More details

BU2015/MBA/2/04

170.00 Rs

170.00 Rs per Book

» Add to my wishlist

6 other products in the same category:

Previous
Next
MBA, Second Semester, Bangalore University
Syllabus
 
HUMAN CAPITAL MANAGEMENT
 
Module-I: Essentials of HCM                                                                                                      (8 Hours)
Nature of HRM, Scope, Functions and Importance of HRM, Evolution of HRM, Difference with HRD, Contemporary Issues and Practices in HRM, Changing Concept of HRM in India and in the globe.
 
Module-II: Human Capital Planning and Employee Hiring                                                       (8 Hours)
Nature of Job Analysis, Job Design, Job Evaluation, Human Resource Planning, Demand Forecasting, HR Supply Forecasting, Need for and Factors Influencing HRP, Career Planning, Promotion, Transfer, Demotion and Separation; Employee Hiring- Nature of Recruitment, Sources of Recruitment-Internal and External, Employee Selection, Process of Employee Selection, New Recruitment Practices Job Portals, Employee Reference, Campus Recruitment, etc.
 
Module-III: HR Development                                                                                                   (10 Hours)
Nature and Importance of Training, Methods of Training, TNA, Nature of HRD Program, Methods of Management Development and Executive Development Programs, Development Beyond Training, Contemporary HRD Practices.
 
Module-IV: Performance Management System                                                                         (8 Hours)
Nature and Importance of Performance Appraisal and PMS, Methods and Models, Difference with Performance Appraisal, Future of Performance Management System.
 
Module-V: Compensation Management and Employee Relations                                           (12 Hours)
Introduction to Compensation Management, Components of Employee and Executive Compensation, Factors affecting Employee Compensation, Employee incentive Schemes, and Recent Trends in Compensations Management.
Nature of Employee Relation, Industrial Relations, Resolution of Industrial Disputes, Employee Grievance, Trade Union and their Relevance.
 
Module-VI: Strategic HRM                                                                                                      (10 Hours)
Introduction, Characteristics and Scope of SHRM, SHRM vs. Conventional HRM, Barriers to Strategic HRM, Linking HR Strategy with Business Strategy, SHRM and Business Performance. 
Module 1: Essentials of HCM
1.1.         Human Resource Management (HRM)
11
1.1.1.      Meaning and Definition of HRM
11
1.1.2.      Nature of HRM
11
1.1.3.      Scope of HRM
12
1.1.4.      Evolution of HRM
13
1.1.5.      Objectives of HRM
14
1.1.6.      Functions of HRM
15
1.1.6.1.   Managerial Functions
15
1.1.6.2.   Operational Functions
15
1.1.7.      Importance of HRM
16
1.1.8.      Roles of HR Manager
16
1.1.9.      Line Functions and Staff Functions of HR    Manager
18
1.1.10.    Difference of HRM with HRD
19
1.1.11.    Difference between HRM and Personnel       Management
20
1.1.12.    Contemporary Issues and Practices in HRM
21
1.1.13.    Changing Concept of HRM in India
22
1.1.14.    Changing Concept of HRM in the Globe
23
1.2.         Exercise
24
 
 
Module 2: Human Capital Planning
and Employee Hiring
2.1.         Job Analysis (JA)
25
2.1.1.      Meaning and Definition of Job Analysis
25
2.1.2.      Nature of Job Analysis
25
2.1.3.      Purposes and Uses of Job Analysis
26
2.1.4.      Process of Job Analysis
27
2.1.5.      Methods of Collecting Job Analysis Data
28
2.1.6.      Problems in Job Analysis
29
2.1.7.      Guidelines for Job Analysis
29
2.2.         Job Design
30
2.2.1.      Meaning and Definition of Job Design
30
2.2.2.      Purposes of Job Design
30
2.2.3.      Factors Affecting Job Design
30
2.2.4.      Approaches to Job Design
31
2.2.5.      Techniques of Job Design
33
2.2.6.      Importance of Job Design
33
2.3.         Job Evaluation
34
2.3.1.      Meaning and Definition of Job Evaluation
34
2.3.2.      Purposes of Job Evaluation
34
2.3.3.      Process of Job Evaluation
34
2.3.4.      Methods of Job Evaluation
35
2.3.5.      Importance of Job Evaluation
37
2.3.6.      Limitations of Job Evaluation
38
2.4.         Human Resource Planning (HRP)
39
2.4.1.      Meaning and Definition of HRP
39
2.4.2.      Nature of Human Resource Planning
39
2.4.3.      Need for Human Resource Planning
40
2.4.4.      Purposes of Human Resource Planning
40
2.4.5.      Importance of Human Resource Planning
41
2.4.6.      Factors Influencing Human Resource            Planning
41
2.4.7.      Process of Human Resource Planning
42
2.4.7.1.   Environmental Scanning
43
2.4.7.2.   Organisational Objectives and Policies
43
2.4.7.3.   Demand Forecasting
43
2.4.7.4.   HR Supply Forecasting
45
2.4.7.5.   Estimating Manpower Gaps
46
2.4.7.6.   Action Planning
46
2.4.7.7.   Evaluation and Control
46
2.4.8.      Limitations of Human Resource Planning
47
2.5.         Career Planning
47
2.5.1.      Meaning and Definition of Career Planning
47
2.5.2.      Features of Career Planning
48
2.5.3.      Purposes of Career Planning
48
2.5.4.      Components of Career Planning
49
2.5.5.      Process of Career Planning
50
2.5.6.      Importance of Career Planning
51
2.5.7.      Limitations of Career Planning
52
2.6.         Promotion
53
2.6.1.      Meaning and Definition of Promotion
53
2.6.2.      Purposes of Promotion
53
2.6.3.      Types of Promotion
53
2.6.4.      Basis of Promotion
54
2.6.5.      Benefits of Promotion
56
2.6.6.      Problems of Promotion
57
2.7.         Transfer
57
2.7.1.      Meaning and Definition of Transfer
57
2.7.2.      Purposes of Transfer
57
2.7.3.      Types of Transfer
58
2.7.4.      Benefits of Transfer
59
2.7.5.      Problems of Transfer
59
2.7.6.      Difference between Transfer and Promotion
60
2.8.         Demotion
60
2.8.1.      Meaning and Definition of Demotion
60
2.8.2.      Reasons for Demotion
60
2.8.3.      Problems Caused by Demotion
61
2.8.4.      Ways to Cope with Demotion
61
2.8.5.      Difference between Promotion and Demotion
62
2.9.         Separation
62
2.9.1.      Meaning of Separation
62
2.9.2.      Types of Separation
62
2.9.2.1.   Resignation
63
2.9.2.2.   Retirement
63
2.9.2.3.   Lay-Off
64
2.9.2.4.   Dismissal or Discharge
64
2.9.2.5.   Retrenchment
65
2.9.2.6.   VRS (Voluntary Retirement Scheme)
67
2.9.2.7.   Rightsizing/Downsizing
68
2.9.3.      Benefits of Separation
69
2.10.       Recruitment
69
2.10.1.    Meaning and Definition of Recruitment
69
2.10.2.    Nature of Recruitment
70
2.10.3.    Factors Affecting Recruitment
70
2.10.4.    Process of Recruitment
71
2.10.5.    Sources of Recruitment
72
2.10.5.1.                Internal Sources
72
2.10.5.2.                External Sources
73
2.10.6.    New Recruitment Practices
75
2.10.6.1.                Job Portals
75
2.10.6.2.                Employee Reference
76
2.10.6.3.                Campus Recruitment
78
2.10.6.4.                Social Networking Sites
80
2.10.6.5.                Employee Leasing
81
2.10.7.    Importance of Recruitment
83
2.10.8.    Problems Associated with Recruitment
83
2.11.       Employee Selection
84
2.11.1.    Meaning and Definition of Selection
84
2.11.2.    Factors Affecting Selection
84
2.11.3.    Importance of Selection
85
2.11.4.    Process of Employee Selection
85
2.11.5.    Tests
86
2.11.5.1.                Types of Tests
86
2.11.5.2.                Standards for Selection Tests
88
2.11.5.3.                Advantages of Tests
89
2.11.5.4.                Disadvantages of Tests
89
2.11.6.    Interviews
90
2.11.6.1.                Types of Interviews
90
2.11.6.2.                Advantages of Interviews
91
2.11.6.3.                Disadvantages of Interviews
92
2.11.7.    Employee Hiring
92
2.11.8.    Difference between Recruitment & Selection
93
2.11.9.    Barriers to Effective Selection
93
2.12.       Exercise
94
 
 
Module 3: HR Development
3.1.         Training
95
3.1.1.      Meaning and Definition of Training
95
3.1.2.      Nature of Training
95
3.1.3.      Need for Training
96
3.1.4.      Scope of Training
97
3.1.5.      Objectives of Training
97
3.1.6.      Types of Training
98
3.1.7.      Process of Training
99
3.1.8.      Importance of Training
99
3.1.9.      Methods of Training
100
3.1.9.1.   On-the-Job Methods
100
3.1.9.2.   Off-the-Job Methods
101
3.1.9.3.   Difference between On-the-Job & Off-the-    Job Training
102
3.1.10.    Issues of Training
103
3.2.         Training Needs Assessment (TNA)
103
3.2.1.      Meaning and Definition of TNA
103
3.2.2.      Objectives of TNA
104
3.2.3.      Process of TNA
104
3.2.4.      Methods Used in TNA
105
3.2.5.      Levels of TNA
105
3.2.6.      Advantages of TNA
106
3.2.7.      Disadvantages of TNA
106
3.2.8.      Guidelines for Effective Training Needs         Assessment
107
3.3.         Human Resource Development (HRD)
107
3.3.1.      Meaning and Definition of HRD
107
3.3.2.      Nature of HRD Programme
108
3.3.3.      Objectives of HRD
109
3.3.4.      Principles of HRD
109
3.3.5.      Role of HRD Managers
110
3.3.6.      HRD Mechanisms
110
3.3.7.      Approaches of HRD
111
3.3.8.      Importance of HRD
112
3.3.9.      Challenges before HRD
113
3.3.10.    Contemporary HRD Practices
114
3.4.         Management/Executive Development
115
3.4.1.      Meaning and Definition of Management       Development
115
3.4.2.      Features of Management Development
115
3.4.3.      Objectives of Management Development
116
3.4.4.      Process of Management Development
116
3.4.5.      Methods of Management Development
117
3.4.5.1.   On-the-Job Methods
118
3.4.5.2.   Off-the-Job Methods
118
3.4.6.      Importance of Management Development
119
3.4.7.      Executive Development Programmes (EDP)
120
3.4.7.1.   Evaluation of Executive Development           Programme
120
3.4.7.2.   Guidelines for Executive Development           Programme
120
3.4.8.      Limitations of Management Development
121
3.4.9.      Difference between Training & Development
122
3.5.         Development beyond Training: Action           Learning
123
3.5.1.      Meaning and Definition of Action Learning
123
3.5.2.      Steps in Action Learning Process
123
3.5.3.      Advantages of Action Learning
124
3.5.4.      Disadvantages of Action Learning
124
3.6.         Exercise
124
 
 
Module 4: Performance Management System
4.1.         Performance Appraisal
125
4.1.1.      Meaning and Definition of Performance        Appraisal
125
4.1.2.      Nature of Performance Appraisal
125
4.1.3.      Need for Performance Appraisal
126
4.1.4.      Objectives of Performance Appraisal
126
4.1.5.      Importance of Performance Appraisal
127
4.1.6.      Process of Performance Appraisal
128
4.1.7.      Methods of Performance Appraisal
129
4.1.7.1.   Traditional/Past-Oriented Methods of            Appraisal
129
4.1.7.2.   Modern/Future-Oriented Methods of              Appraisal
131
4.1.8.      Models of Performance Appraisal
132
4.1.9.      Problems with Performance Appraisal
133
4.2.         Performance Management
134
4.2.1.      Meaning and Definition of Performance        Management
134
4.2.2.      Nature of Performance Management
135
4.2.3.      Objectives of Performance Management
135
4.2.4.      Process of Performance Management
135
4.2.5.      Importance of Performance Management
136
4.2.6.      Challenges in Performance Management
138
4.2.7.      Difference between Performance     Management and Performance Appraisal
139
4.3.         Performance Management System (PMS)
139
4.3.1.      Meaning of PMS
139
4.3.2.      Nature of Ideal PMS
140
4.3.3.      Objectives of PMS
140
4.3.4.      Importance of PMS
141
4.3.5.      Limitations of PMS
141
4.3.6.      Difference of PMS with Performance             Appraisal
142
4.3.7.      Future of Performance Management System
143
4.4.         Exercise
143
 
 
Module 5: Compensation Management and Employee Relations
5.1.         Compensation
144
5.1.1.      Meaning and Definition of Compensation
144
5.1.2.      Essential Features of Compensation
144
5.1.3.      Components of Employee Compensation
145
5.1.4.      Factors Affecting Employee Compensation
147
5.1.5.      Importance of Compensation
148
5.2.         Compensation Management
149
5.2.1.      Introduction to Compensation Management
149
5.2.2.      Objectives of Compensation Management
149
5.2.3.      Process of Compensation Management
149
5.2.4.      Importance of Compensation Management
150
5.2.5.      Recent Trends in Compensation Management
151
5.3.         Executive Compensation
152
5.3.1.      Meaning and Definition of Executive             Compensation
152
5.3.2.      Features of Executive Compensation
153
5.3.3.      Objectives of Executive Compensation
153
5.3.4.      Components of Executive Compensation
154
5.3.5.      Process of Setting Executive Compensation
156
5.3.6.      Principles Governing Executive        Compensation
157
5.3.7.      Factors Affecting Executive Compensation
157
5.3.8.      Criticisms of Executive Compensation
158
5.4.         Employee Incentive Schemes
159
5.4.1.      Meaning and Definition of Incentives
159
5.4.2.      Prerequisites of Effective Incentive System
159
5.4.3.      Types of Incentive Plans
160
5.4.3.1.   Individual Incentive Plans
160
5.4.3.2.   Group Incentive Plans
162
5.4.3.3.   Enterprise Incentive Plans
163
5.4.4.      Importance of Incentives
163
5.4.5.      Limitations of Incentives
164
5.5.         Employee Relations/Industrial Relations (IR)
165
5.5.1.      Meaning and Definition of Employee             Relations
165
5.5.2.      Nature of Employee Relations
165
5.5.3.      Scope of Employee Relations
167
5.5.4.      Objectives of Employee Relations
168
5.5.5.      Actors in Employee Relations
168
5.5.6.      Factors Influencing Employee Relations
169
5.5.7.      Importance of Employee Relations
170
5.5.8.      Approaches of Employee Relations
171
5.5.9.      Role of Government in Employee Relations
172
5.5.10.    Causes for Poor Employee Relations
173
5.5.11.    Remedies/Measures for Improving Employee              Relations
174
5.6.         Industrial Disputes
175
5.6.1.      Meaning and Definition of Industrial              Disputes
175
5.6.2.      Features of Industrial Disputes
175
5.6.3.      Types of Industrial Disputes
176
5.6.4.      Causes of Industrial Disputes
176
5.6.5.      Forms of Industrial Disputes
178
5.6.6.      Strikes
179
5.6.6.1.   Causes of Strikes
179
5.6.6.2.   Types of Strikes
179
5.6.6.3.   Prevention of Strikes
180
5.6.7.      Lock-Outs
181
5.6.7.1.   Features of Lock-Out
181
5.6.7.2.   Effects of Lock-Out
181
5.6.8.      Consequences of Industrial Disputes
181
5.6.9.      Resolution of Industrial Disputes
182
5.6.9.1.   Preventive Machinery of Industrial Disputes
182
5.6.9.2.   Settlement Machinery of Industrial Disputes
183
5.7.         Employee Grievance
185
5.7.1.      Meaning and Definition of Grievance
185
5.7.2.      Nature of Grievance
185
5.7.3.      Forms of Grievances
186
5.7.4.      Causes of Grievances
186
5.7.5.      Identifying Grievances
187
5.7.6.      Effects of Grievances
187
5.7.7.      Employee Grievance Procedure
188
5.7.7.1.   Steps in Grievance Redressal Procedure
188
5.7.7.2.   Model Grievance Redresssal Procedure
188
5.7.7.3.   Grievance Machinery under Industrial           Disputes Act, 1947
189
5.7.7.4.   Essentials of Grievance Redressal Procedure
190
5.7.7.5.   Advantages of Grievance Redressal                Procedure
190
5.7.7.6.   Disadvantages of Grievance Redressal           Procedure
190
5.8.         Trade Unions
191
5.8.1.      Meaning and Definition of Trade Unions
191
5.8.2.      Features of Trade Unions
191
5.8.3.      Reasons for Employees to Join Trade Unions
192
5.8.4.      Objectives of Trade Unions
192
5.8.5.      Functions of Trade Unions
193
5.8.6.      Structure of Trade Unions
194
5.8.7.      Methods of Trade Unions
195
5.8.8.      Relevance of Trade Unions
197
5.8.9.      Problems of Trade Unions
197
5.8.10.    Measures to Strengthen Trade Union              Movement in India
198
5.8.11.    Trade Unions in India
199
5.9.         Exercise
201
 
 
Module 6: Strategic HRM
6.1.         Strategic HRM (SHRM)
201
6.1.1.      Introduction
201
6.1.2.      Meaning and Definition of SHRM
201
6.1.3.      Characteristics of SHRM
201
6.1.4.      Scope of SHRM
202
6.1.5.      Objectives of SHRM
202
6.1.6.      Evolution of SHRM
202
6.1.7.      Focus Areas of SHRM
203
6.1.8.      Importance of SHRM
204
6.1.9.      SHRM versus Conventional HRM
204
6.1.10.    Barriers to Strategic HRM
205
6.1.11.    Overcoming Barriers to SHRM
206
6.1.12.    Linking HR Strategy with Business Strategy
206
6.1.13.    SHRM and Business Performance
209
6.2.         Exercise
210
 
 
Case Studies
211
Unsolved Paper (2010)
218
Solved Paper (2011)
220
Solved Paper (2012)
229
Solved Paper (2013)
237
Solved Paper (2014)
244
Classification
250
Model Papers
252

No customer comments for the moment.

Write your review

Human Capital Management

Human Capital Management

Prof. Deepak Singh & Dr. Satya Sidhartha Panda

Write your review