ANDHRA UNIVERSITY

MHRM
Admission Information
Regulations and Syllabus
Effective for 2019-20 batch

DEPARTMENT OF HUMAN RESOURCE MANAGEMENT

ANDHRA UNIVERSITY
VISAKHAPATNAM
___________________________________________
Head Ph.No.0891 2844373, Office Ph.No.0891 2844372,

E [email protected]

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 REGULATIONS AND SYLLABUS RELATING TO
MASTER OF HUMAN RESOURCE MANAGEMENT (MHRM)
(Effective from the academic year 2019-2020)
Objectives of the MHRM programme
The main purpose of the Master of Human Resource Management (MHRM) is to prepare young
men and women for managerial and administrative positions in all management fields, especially in
Human Resource Management in Industrial, Business, Government and Service sector Organizations.
The programme with its practical and field bias and behavioral thrust is intended to develop skills not
only to understand and analyze problems but also to develop a problem solving approach to issues. To
provide a perspective to comprehend the field, a sound knowledge of concepts and theories is envisaged.
The course is designed to sensitize and appreciate the role and responsibilities of a manager in a fast
changing business environment both at the national and global level. The programme basically aims at:
a) Developing sound theoretical base of various concepts and theories to enable the student to
develop a broad perspective of the management field;
b) Developing awareness and to sensitize about various issues of the economic, social , political ,
legal and ecological environment;
c) Developing managerial skills in different functional areas of management with practical focus on
HRM.
d) Developing competence in problem solving approaches by applying conceptual and behavioral
skills;
e) Developing interpersonal competence and leadership qualities to work in a group with team
building approach;
f) Developing multiple facets of the personality and to build self-confidence; and
g) Developing spirit for continual learning and innovation

REGULATIONS
The admission into MHRM programme shall be made on the basis of Common Entrance test
I) Eligibility Criteria For Admission:
(a)Any graduate securing minimum pass of the Andhra University and any other university
recognized as equivalent thereto
(b)Candidates seeking admission into the MHRM course are required to appear for the AUCET
with Test name – M.H.R.M.
Admission will be based on the rank obtained by the candidates in the AUCET.

II) Admission Test Design:

General Information:
a. The medium of Test shall be English.
b. The test is designed to assess the aptitude of candidates for admission into the MHRM
programme.
c. The duration of the test shall be Ninety Minutes (90 min).
d. The test shall be of Objective Type and its questions are of multiple choice.

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 e. The structure of the test shall be as follows
Section Component No. of Marks
A Verbal Ability, Reading Comprehension and Writing Ability 30

B Logical and Analytical Reasoning, Mental Ability 20

C HRM Aptitude and General Awareness 50

TOTAL 100
III) Award of Degree
a. Candidates admitted should have undergone subsequently a further course of study of four Semesters
extending over a period of two academic years in this University or its recognized
institutions/colleges; each academic year consists of two semesters consecutively.
b. To have satisfactorily completed the prescribed projects & field work.
c. To have passed the course herein after prescribed.
IV) Course Structure and scheme of Examination:
a. The candidate shall be required to take at the end of each semester of the course of study an
examination as detailed in the scheme of examinations. Each paper of the examination shall unless
otherwise prescribed, (See Scheme of paper etc., in the following paragraphs) be of three and half
hours duration and carry 100 marks.
V) Attendance Requirement
The rules which are in vogue shall be followed.
VI) Class of Distinction:
The names of the successful candidates at the examination shall be arranged in the order in
which they are registered for the examination on the basis of the total marks obtained by each
candidate in all semester-end examination put together.
Sl. No Range of Marks Grade Grade Points
1 >90 < 100 O 10 OUTSTANDING
2 >80 < 90 A+ 9 EXCELLENT
3 >70 < 80 A 8 VERY GOOD
4 >60 < 70 B+ 7 GOOD
5 >55 < 60 B 6 ABOVE AVERAGE
6 ≥50 < 55 C 5 AVERAGE
7 ≥40 < 50 P 4 PASS
8 < 40 F 0 FAIL
9 0 Ab (ABSENT)
Only those candidates who have appeared and passed the examination in all the papers of the first
and second semesters of MHRM and similarly all the papers of the third and fourth semesters of
MHRM, at first appearance are only eligible to be place in the first class with distinction. A candidate
who has not passed all the papers relating to any semester at the first appearance shall not be eligible
for the award of medals or prizes by the university and to receive certificates or rank from the
university.
VII) Improvement Provision:
The rules, which are in vogue, shall be followed
VIII) Regulations concerning the semester-end Examinations :
(a) The semester end examinations shall be based on the question paper set by an external paper setter
and there shall be double valuation (internal and external).

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(b)In order to be eligible for appointment as an internal examiner shall have put in at least three years
of service as a teacher for the MHRM Degree.
(c) If the disparity between the marks awarded by both examiners is 20% or less, the average marks
shall be taken as the marks obtained in the paper. If the disparity happens to be more, the final
marks to be awarded in the paper shall be by the results committee after the third valuation.
(d)A candidate who fails in the semester exam(s) and examination or who is not able to take it shall be
eligible to take up the same examination along with the students of the next batch.
IX) MHRM – Choice Based Credit System (CBCS) in PG Courses for Admitted Batch of 2019-2020
COURSE STRUCTURE
1st Semester
PAPER CODE

NO OF CREDITS

HOURS PER WEEK

EXAM TIME (Hrs)

PAPER TITLE MAX MARKS:
100

INTERNAL

EXTERNAL
101 Core: Human Resource Management 5 5 20 80 3:30
102 Core: Principles and Practice of Management 5 5 20 80 3:30
103 Core: Labour Legislation and Case Laws-I 5 5 20 80 3:30
104 Non-Core: Industrial and Managerial Economics 5 5 20 80 3:00
105 Core: Organizational Behaviour 5 5 20 80 3:30
106 Non-Core: Social Research Methods & Statistics 5 5 20 80 3:00
107 Non-Core: Business Communication & HR Skills 5 5 20 80 3:30
108 Field Work 1 – Observation Visits to Industries 4 4 0 50 0
109 Viva-Voce 3 0 0 50 0
Total: 42 39 140 660 23:30
2nd Semester
PAPER CODE

NO OF CREDITS

HOURS PER WEEK

EXAM TIME (Hrs)

PAPER TITLE MAX MARKS:
100
INTERNAL

EXTERNAL

201 Core: Industrial Relations 5 5 20 80 3:30

202 Core: Human Resource Development 5 5 20 80 3:30
203 Core: Organizational Behavior and Organizational 5 5 20 80 3:30
Development
204 Core: Labour Legislation and Case Laws – II 5 5 20 80 3:30
205 Core: Employee Welfare and Labour Administration 5 5 20 80 3:30
206 Non-Core: Information Technology & Human Resource 5 5 20 80 3:00
Information Systems
207 Core: Employee Compensation and Administration 5 5 20 80 3:30
208 Field Work 2 – Observation Visits to Government 4 4 0 50 0
Organizations/ Establishments
209 Viva-Voce 3 0 0 50 0
Total: 42 39 140 660 24:00

3rd Semester
PAPER TITLE MAX MARKS:
100

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 NO OF CREDITS
PAPER CODE

HOURS PER WEEK

INTERNAL

EXTERNAL

EXAM TIME (Hrs)

301 Non-Core: Business Laws and Corporate Governance 5 5 20 80 3:30
302 Core: Management of Unorganized Labour 5 5 20 80 3:30
303 Non-Core: Indian Business Environment 5 5 20 80 3:00
304 Non- Core: Financial Management 5 5 20 80 3:30
305 Non-Core: Marketing Management 5 5 20 80 3:30
306 Core: Corporate Social Responsibility 5 5 20 80 3:30
307 Optional Paper: 5 5 20 80 3:30
1. Core: Talent and Knowledge Management (or)
2. Core: Human Resource Management in Service Sector
(or)
3. Core: Safety, Health and Environment
308 Concurrent Field work-30 days 4 4 0 50 0
309 Viva-Voce 3 0 0 50 0
Total: 42 39 140 660 24:00
4th Semester
PAPER CODE

NO OF CREDITS

HOURS PER WEEK

EXAM TIME (Hrs)

PAPER TITLE MAX MARKS:
100

INTERNAL

EXTERNAL
401 Core: International Human Resource Management 5 5 20 80 3:30
402 Core: Strategic Human Resource Management 5 5 20 80 3:30
403 Core: Performance Management and Counseling 5 5 20 80 3:30
404 Non- Core: Management of Technology and Productivity 5 5 20 80 3:30
405 Core: Collective Bargaining and Employee 5 5 20 80 3:30
Empowerment
406 Core: HR Measurement and Analytics 5 5 20 80 3:30
407 Optional Paper 5 5 20 80 3:30
1. Core: Management of Discipline (or)
2. Core: Management of Trade Unions (or)
3. Core: Organizational Change and Development
408 Block Placement (Internship)- 60 days 4 4 0 50 0
409 Comprehensive Viva-Voce 5 0 0 100 0
Total 44 39 140 710 24:30
560 2690

3250
Grand Total 170 156 96:00
NOTE: In each semester – Two Non- credit hours per week for Seminars and Workshops.
Fieldwork Hours – Conducting orientation classes, arrangement of Industrial Visits, Group Discussions, Individual
supervisory for correcting reports, Teacher-Guide for Industrial Visits and Industrial Tour, arranging the permissions
for third and final semester students for placement in and outside Visakhapatnam
SYLLABUS
I SEMESTER
101: Human Resource Management

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 Unit I: Human Resource Management: Concept and Functions and its Strategic Role; Approaches
to Human Resource Management; Mechanical, Paternalistic, Social System and Human Resource
Development System; Evolution of HRM in India; HRM and Environment.
Unit II: Managing HR Function: Organizing the HR Unit; Line and Staff Relationship; Policies
and Procedures; Planning HR activities; Controlling HR Function.
Unit III: Procurement: Organizational Design and Job Design; Job Analysis; Human Resource
Planning ; Recruitment, Selection (including e-recruitment and selection) and Induction ; Development:
workers training; training process; training methods; Management Development Programs; Performance
appraisal Methods and Problems; Talent Management; Career Planning and Development.
Unit IV: Employee Compensation: Factors affecting compensation; Equity and Compensation;
Job Evaluation; Variable Compensation; Fringe Benefits Integration: Nature of Human Resource;
Motivation of employees; Quality of work life; Trade Unions, Collective Bargaining; Management of
Conflict.
Unit V: Maintenance: Communication and Counseling; Welfare, Health and Safety; Separation:
Turnover, Retirement, Lay Off, Retrenchment; Discharge; Dismissal and V.R.S. ;Maintenance of HR
Data Base; HR Research; HR Audit; HR Accounting.; HR Analytics; Human Resource Management
Profession: Challenges and Opportunities in the Globalized Era; Outsourcing of HR functions.
Case Analysis
Suggested Readings:
1. Flippo, Edwin B., Personnel Management, McGraw Hill Publishing Company, Singapore.
2. Michael Armstrong, Handbook of Human Resource Management Practice (11 th Edition), Kogan Page,
London, 2009.
3. Gary Dessler, Human Resource Management, Pearsons Education, Delhi, 2004.
4. John Storey, Managing Human Resources: Preparing for the 21 st Century, Beacon Booms, New
Delhi, 2007.
5. Seema Sanghi, Human Resource Management, McMillan, Delhi, 2011.
6. Subba Rao P., Essentials of Human Resource Management and Industrial Relations, Himalaya
Publishing, Mumbai.
7. Louis R. Gomtz Mejia et. al, Managing Human Resources, Pearson Education ,2001.
8. Aswathappa, K., Human resources and Personnel Management, Tata McGraw Hill Pub. Co., Ltd.,
New Delhi.
9. V.S.P.Rao, Human Resource Management: Text & Cases, Excel Books, Delhi.
10. Mamoria C.B. and Ghanakar, S.V., Personnel Management, Himalaya Publication House, New Delhi.
11. Dr.Rao, P.L., Comprehensive HRM, Excel Pub. New Delhi.
12. Venkatratnam C.S. and Srivastava, V.K., Personnel Management and HRM, Tata McGraw Hill
Co.Ltd, New Delhi.
13. David, A.De Cenzo and Stephen P. Robbins, Fundamentals of Human Resource Management, Wiley
India, New Delhi, 2005(8th Edition).
14. R.Wayne Mondy, Human Resource Management, Pearson Education, 2009(10 th Edition).
15. Indian Journal of Industrial Relations
16. Personnel Today.
17. Harvard Business Review.
102: Principles and Practice of Management

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 Unit I: Management: Concept, Principles and Functions; Evolution of Management thought:
Classical Approach: Scientific management approach, administration management: Neo – Classical
approach – Human Relations Approach, Behavioral School Approach, Contribution of Peter Drucker.
Modern Approaches: Systems Approach, Contingency Approach.
Unit II: Management Process: Planning: Concept, definition, Objectives, Types, Strategic
Planning; MBO; Decision making and Forecasting: Techniques and steps in decision making;
Organizing: Structure, Nature, Types and Principles of Organization.
Unit III: Directing: Definition, Nature, Leadership and Management; Motivation;
Communication; Controlling: Concept and Importance, systems and process of control.
Unit IV: Production: Concept, Objectives and Scope; Types of Production; Role of Operations
Manager; Manufacturing vs. Service operations; Project Management.
Unit V: Role of manager: Functions and responsibilities; Types of Managers, Management levels
and Skills; Era of Dynamic engagement: New organization environment; Globalization and Management;
Ethics and Social Responsibility; Intrapreneurship vs Entrepreneurship; Inventing and Re- Inventing
organizations; Cultural and Multi culturalism
Case Analysis
Suggested Readings:
1. Stoner, James A.F., Freeman R.Edward and Gilbert, Daniel R., Management, Prentice Hall of India
Pvt. Ltd., New Delhi,2009(7th Edition).
2. Koontz and Heinz Weihrich, Essentials of Management, Penguin Books, New Delhi, 2006(Reprint).
3. Sherlekar, S.A., Management, Himalaya Publishing House, Mumbai.
4. Tripathy, P.C. and P.N.P. Reddy, Management, Tata McGraw Hill, New Delhi, 2007(3 rd Edition).
5. Robbins Stephen, P. and Mary Coulter, Management, Pearson Education Ltd., New Delhi.
6. Carol W. Ellis, Management skills for new managers, Prentice Hall of India, New Delhi.
7. Rao, V.S.P and Hari Krishna, V., Management Text and cases, Excel Books, New Delhi.
8. Sherlekar, Management, Himalaya Publishing House, Mumbai.
9. Aswathappa and Shridhara Bhat, Production and Operations Management, Himalaya Publishing
House, Mumbai.
10. R.P.Selvam, Production and Operation Management, Prentice Hall of India, New Delhi.
11. Mikel Harry and Richard Schroeder – Six Sigma, Crown Business,New Delhi,2006(Paper Back
Edition).
12. Subbaraju, R., ISO 9000 Path to TQM, Allied Pub. Ltd., Chennai.
13. Lal, H., Total Quality Management, New Age International P. Ltd., Calcutta.

103: Labour Legislation and Case Laws - I

Unit I : Industrial Jurisprudence: Concept and Scope; Principles of Labour Legislation; Growth
of Labour Legislations in India; Indian Constitution and Labour Legislation; Concept of Social justice
and Natural Justice, ILO Conventions and Recommendations and their Impact on Labour Legislation;
Labour Legislation and Judicial Activism.
Unit II: The Factories Act, 1948 and its Rules (AP)
   The A.P. Factories and Establishments (National, Festival and other Holidays) Act, 1974 and its
Rules.
Unit III: The Mines Act, 1952 and its Rules
  The Plantation Labour Act, 1951

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 Unit IV: The Contract Labour Regulation and Abolition Act, 1970 and its Rules.
   The Apprentice Act, 1961
   The Child and Adolescent Labour (Prohibition and Regulation) Act, 1986
Unit V: The A.P. Shops and Establishment Act, 1988 and its Rules
  The Employment Exchanges (Compulsory Notification of Vacancies) Act, 1959.
The Motor Transport Workers Act, 1961.
Case Laws:
The Factories Act 1948
1. J.K Industries Ltd Vs chief Inspector of Boilers and Others, 1996 (96) (SC)
2. Ardeshir. H. Bhiwandiwala Vs state of Bombay, AIR: 1962(SC) (29)
3. Indian Petrochemicals Corporation Ltd and another Vs Shramik Sena and others, AIR 1999(SC)
(2577)
4. Bharat Fritz Werner Ltd & others Vs State of Karnataka, 2001(1) LLJ763 (sc)
The Contract Labour (Regulation & Abolition) Act, 1970
1. Air India Statutory Corporation Vs United Labour Union & other, 1997(76) FLR 273(sc)
2. SAIL & others Vs National Union of Water Front Workers & other, 2001 II LLJ 1087
3. Haldia Refinery Canteen Employees Union & others Vs M/s India Oil Corporation Limited &
others, 2005 LLR 529.
The Employment Exchange (Compulsory Notification of Vacancies) Act, 1959
1. DD.Kali Vs State of Maharastra, 1997(1) LLN 704
The A.P Shops & Establishments Act 1988
1. Kirloskar Consultants Limited Vs ESI corporation, 2001 LLR 57 (sc)
Child Labour (Prohibition & Regulation) Act, 1986
1. Mc Meheta Vs State of Tamilnadu & others, 1993 (1) SCC 645
Suggested Readings:
1. Malik, P.L., Industrial Law; Eastern Book Company, Lucknow.
2.  Goswami, V.G., Labour and Industrial Relations Law, Central Law Agency, Allahabad.
3. Agarwal, S.L., Labour Relations Law in India, Mc.Millan Company of India Ltd., New Delhi.
4. Sharma, A.M., Industrial Jurisprudence, Himala Pub. House, New Delhi.
5. Mishra P.N., Labour and Industrial Laws, Central Law Publishing, Allahabad.
6. Vaidyanathan, N., ILO Conventions and India, Minerva Associates, Calcutta.
7. Sinha, P.R.N., Industrial Relations and Labour Legislations, Oxford and IBH Publishing Co., New
Delhi.
8. Prabhakar Rao, D.V.S.R., Contract Labour: Abolition and Absorption, Law Publishing House,
Allahabad.
9. A.P Factories Rules, 1950.
Journals:
1. Labour Law Reporter.
2. Labour Law Journal.

104: Industrial and Managerial Economics

Unit I: Labour Economics: Nature and Scope; Industrial Revolution: social and economic
consequences; Labour problems and developing economy; Labour Market: Concept, composition to
workforce participation, supply and demand; Flexibility and Rigidities in the Indian Labour Market;
Changing Profile of Indian worker.

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 Unit II: Economic Systems: Capitalism, Socialism, Communism, Mixed; Economy, Economics
of Employment: Theories of Employment; Full Employment.
Unit III: Location of Industry; Factors of Location; Theories of Location, State policy on
location; Factors Determining the size of a firm, Optimum Firm.
Unit IV: Managerial Economics: Meaning and Scope; Characteristics and significance, Role and
Responsibilities of Managerial Economist.
Unit V: Demand and Supply: Meaning and determinants; Methods of demand forecasting –
Inventory Cost Management - Inflation: Meaning, Causes and Remedies – Deflation.
 Suggested Readings:
1. Dewet K.K., Modern Economic Theory, Shyam Lal Charitable Trust, New Delhi.
2. Stephen Smith, Labour Economics, Routledge, London, 2003(2nd Edition).
3. Mukud Mahajan, S.D.Geet, Industrial and Labour Economics, Ninah Prakashan, Pune, 2008.
4. Mehata, P.L., Comprehensive Mahagerial Economics, Sultan Chand & Sons, New Delhi.
5. Sivayya, K.V., & Das, V.B.M., Industrial Economy of India, Sultan Chand, New Delhi.
6. Kuchhal, S.C., The Industrial Economy, Chaitanya Publishing House, Allahabad.
7. Joel Dean – Managerial Economics
8. Guptha GS, Managerial Economics, Tata Mc Graw Hill, New Delhi.
9. Bhagoliwala, T.N., Economics of Labour and Industrial Relations, Sahitya Bhawan Publishing, Agra.
10. Bartlliwal, R.R, Industrial economics, New Age International pvt.ltd New Delhi.
11. Manik Khor, Coping with Technological Change, Response Books, New Delhi.
12. Premavart, G.D. Sarjana and B.S.Sahay, Productivity management: A Systems Approach, Narosa
Publishing House, New Delhi.
13. Amiya Kumar Bagehi (ed.), New Technology and the workers Response, Sage Publications, New
Delhi.
14. ILO, Measuring Labour Productivity, ILO, Geneva.

105: Organizational Behaviour

Unit I : Organizational Behaviour: Definition and Scope ; Fundamental Concepts of
Organizational Behaviour; Elements of Organizational Behaviour; Approaches to Organizational
Behaviour; Contribution of Social Sciences to OB; Historical Perspective of Organizational Behaviour;
Scientific Management; The Human Relations Movement; Behaviouralism.
Unit II: Foundations of Individual Behavior; Motivation; Personality; Intelligence; Emotional
Intelligence; Learning: Theories of Learning ; Perception; Attitudes; Values; Job Satisfaction and its
Implications; Work Stress; Fatigue and Monotony; Boredom and Frustration; Accident Process;
Alienation and Anomie.
Unit III: Foundations of Group Behavior; Key Group Concepts, Role and Status, Authority,
Power and Development; Group Dynamics; Process of Group Formation; types of Groups; Group Norms;
Group Cohesiveness; Decision Making in Groups, Team Building.
Unit IV: Conflict: Concept, Role, Sources and Manifestation; Classification of Conflicts;
Functional and Dysfunctional conflict: Intra-Personal Conflicts, Goal Conflict, Role Conflict, Inter-
Personal Conflict.
Unit V: Organizational Conflict: Approaches to conflict management; Collaboration;
Management of Conflict and organizational performance; Collaboration; Concept Basis and Interventions
and Techniques of Understanding Behaviour; Transactional analysis and Johari Window.

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Case Analysis
Suggested Readings:
1. Stephen Robbins, Organizational Behaviour, Pearson Education, New Delhi.
2. Davis, Keith & Newstrom, Human Behaviour at Work, Tata McGraw Hill Publishing Co. Pvt. Ltd.,
New Delhi.
3. Luthans, Fred, Organizational Behaviour, McGraw Hill Publishing Co. Ltd., Singapore.
4. Hersey Paul, Kenneth, H. Blanchard and Dewey E. Johnson, Management of Organizational
Behaviour: Leading Human Resources, Pearson Education, New Delhi.
5. Korman, Abraham K., Organizational Behaviour, Prentice Hall of India Pvt. Ltd., New Delhi.
6. Dewedi, R.S., Human Relations and Organizational Behaviour, Macmillan India Pvt. Ltd., New
Delhi.
7. Udai Pareek, Understanding Organizational Behaviour, Oxford Press, New Delhi, (Second Edition)
2007.
8. Aswathappa K., Organizational Behaviour, Himalaya Publishing Co. Pvt. Ltd., Mumbai, 2011.
9. P.Subba Rao, Organizational Behaviour, Himalaya Publishing Co.Pvt.Ltd,
10. Jerald Green Berg, Organizational Behaviour, 2011.
11. T.V.Rao and Udai Pareek, Designing Organisation Systems,

106: Social Research Methods and Statistics

Unit I: Science: Theory and Fact; Scientific Method; Social Research; Methods of Social
Research; Case Study Method: Historical Method and Survey Method.
Unit II: Research Process: Problem Formulation: Formulation of Hypothesis; Types of Research
Designs; Sampling Techniques; Preparing a Research Design for a HR topic.
Unit III: Sources of Data Collection; Tools of Data Collection; Data Analysis; Report Writing.
Unit IV: Statistical Techniques: Measures of Central Tendency; Mean, Median and Mode;
Measures of Dispersion: Range, Mean Deviation, Standard Deviation; Correlation.
Unit V: Regression; Chi-square Test; ‘T’ test; Scaling Techniques; Index Numbers.
Suggested Readings:
1. Krishnaswami, O.R., Methodology of Research in Social Sciences, Himalaya Publishing House,
Mumbai, 2010.
2. Kothari, C.R., Research Methodology – Methods and Techniques, Wishwa Prakashan, New Delhi,
1998.
3. Young P.V., Scientific Social Surveys and Research, Prentice Hall of India Pvt. Ltd., New Delhi.
4. Goode and Hatt, Social Research Method.
5. Wilkinson and Bhandarkar, Methodology and Techniques of Social Research, Himalaya Publishing
House, Mumbai.
6. Mohsin, S.M., Research Methods in Behavioural Sciences, Orient Longman, Hyderabad.
7. Punch, Keith F., Introduction to Social Research – Quantitative and Qualitative Approaches, Sage
Publications, New Delhi.
8. Dooley, David, Social Research Methods, Eastern Economy Series, New Delhi.
9. Lazars. Field, Social Research Methodology.
10. Wayne F. Casio & Herman Aguines: Applied psychology in HRM, PHI, 2008.

107: Business Communication & HR Skills

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 Unit I: Communication: Meaning, Objectives and Functions; Communication in Organizational
Selling: Process, Types, Media and Networks of Communication. Foundations of Interpersonal
Communication: Process Model of Communication, Intrapersonal Variables of Communication:
Motivation; Perception; Emotions; Interpersonal Variables of Communication: Exchange Theory: Johari
Window: Transactional Analysis.
Unit II: Improving Communication Effectiveness: Communication Barriers; Physical Noise;
Semantic Noise; Selective Perception; Distortion and Filtering; Communication Gateways; Interpersonal
Trust; Listening; Feedback; Non-Verbal Communication.
Unit III : Spoken Communication: Listening; Active Listening ; Poor Listening ; Poor Speaking
Good Listener ; Logical Traps ;Presentations ;Features of effective Presentations; Presentation Planning;
Structure of Presentations; Delivery; Visual Support; Coping with Questions; Coping with Nervousness.
Unit IV : Effective Meetings: Preparation; Agenda; Conduct of Meetings; Preparation of
Minutes of Meeting; Interviewing skills; Negotiating skills; Team building skills; Business skills; Client-
Interfering skills; Liaison skills; E-Mail writing skills; Business Etiquette.
Unit V: Organization correspondence: Principals of Communication; Preparatory Stages of Letter
Writing; Letter Formats; Basic Plans for Letters; Direct Request Plan; Good News Plan; Bad News Plan;
Persuasive Request Plan; Business Letters; Calling for a Post; Calling for an Interview; Appointment
orders; Termination Orders; Report Writing.
Case Analysis
Suggested Readings:
1. Patrica Hayes, Andrews Richard T. Herschel, Organization Communication, AITBS Pub. &
Dist., New Delhi.
2. Bovee Thill Schalzman, Business Communication Today, Pearson, New Delhi.
3. Vilanilam, J.V., More Effective Communication, Response Books, New Delhi.
4. Moripally, Matthukutty, Business Communication Strategies, Tata McGraw Hill Publishing
Co. Ltd., New Delhi.
5. Losikar, Raymond and Marie E.Flalley, Basic Business Communication – Skills for
Empowering the Internet Generation, Tata McGraw Hill Publishing Co. Ltd., New Delhi.
6. Wollord, Jerr C., Dedwin A. Gerloff and Robort C. Cummins, Organizational
Communication – The Keystone to Managerial Effectiveness, McGraw Hill, New York.
7. Hindle, Tim, Interviewing Skill, Dorling Kindersley (DK), London.
8. Hindle, Tim, Negotiating Skills, Dorling Kindersley (DK), London.
9. Heller, Robert, Communicate Clearly, Dorling Kindersley (DK), London.
10. Hindle, T.M., Making Presentations, Dorling Kindersley (DK), London.
11. Heller, Robert, Managing Teams, Dorling Kindersley (DK), London.
12. Shookla, M.S., Human Relations, Macmillan India Ltd., New Delhi.

II SEMESTER
201: Industrial Relations

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 Unit I: Industrial relations: Concept, Determinants and Approaches – Dunlop approach, Gandhian
approach, Marx approach, sociological and psychological approach; Evolution of Industrial Relations in
India; Economic Reforms and IR; Comparative Analysis of IR Systems in UK and USA.
  Unit II: State Policy on Industrial Relations: Tripartism; Indian Labour Conference; Standing
Labour Committee; Industrial Committees; Wage Boards and other committees; Code of Conduct; Code
of Discipline; Joint Consultation and Workers Participation in Management; ILO.
  Unit III: Industrial Conflict: Causes, Trends, Manifestations and Effects; Methods and Machinery
for settlement of Industrial Disputes in India. Discipline Management: Disciplinary Procedure;
Redressing Employee grievances.
  Unit IV: Trade Unions: Concept, Objectives and Functions; The Role of Trade Union in IR;
Structure of Trade Union; Theories of Trade Unionism: National Trade Union Federations, Employers
Association.
  Unit V: Trade Unionism in India; Problems of Trade Unions: Recognition, Leadership, Political
involvement, Inter and Intra Union Rivalry, Finance; Emerging Trends in Unionism in India; Trade
Union Movement in India, UK & USA.
Case Analysis
Suggested Readings:
1. Dunlop, J.T., Industrial Relations System, Henry Holt & Company, New York, 1958.
2. Beatric Web & Sydney, Industrial Democracy, Routledge, London, 1958.
3. J.H.Richardson, An Introduction to the Study of Industrial Relations, Taylor & Francis Group,
London, 2010(Reprint).
4. Ratnasen, Industrial Relations, Macmillan, New Delhi, 2009.
5. Jerome Joseph, Industrial Relations, Response Books, New Delhi.
6. Arun Monappa, Industrial Relations, Tata McGraw Hill, New Delhi.
7. Sharma, A.M., Industrial Relations: Conceptual and Legal Framework, Himalaya Publishing
House, Mumbai.
8. Verma, Pramod, Management of Industrial Relations, Oxford & IBH Pub. Co., New Delhi.
9. Venkataratnam, C.S. (Ed.), Industrial Relations in Indian States, Global Business Press, New Delhi.
10. Sinha P.R.N. et. Al., Industrial Relations, Trade Unions and Labour Legislation, Pearson, New
Delhi.
11. Sivanantiran, A., Venkatratnam C.S.: Prevention and Settlement of Disputes in India.
12. Sivananthiran, A., Venkataratnam C.S.: Social Dialogue-ILO.

202: Human Resource Development

Unit I: HRD Macro Perspective: Concept and Significance; HRD growth; difference between
HRD and Human Development; Approaches to HRD - Systems Approach; Activity Areas of HRD;
Strategic HRD concept; Behavioural Science and HRD.
Unit II: HRD Micro Perspective: HRD Process; Difference between Training, Development &
education.; HRD Sub systems – Training, Performance and Potential Appraisal, Career Planning, Quality
Circles, Feed back and Performance Coaching, Rewards, Quality of Work Life, Work life Balances, OD,
HRIS.
Unit III: Organizing HRD Functions: Structure and Organization of HRD and Its functions. Role
of HRD manager, Technology and HRD, Culture building for HRD, HRD climate: OCTAPACE.
Unit- IV: Training and Development: Concept and significance; Assessment of Training needs;
Types and Methods of Training; Designing and Evaluating of Training and Development programmes.

12
 Unit -V: Learning Organization: Concept and Theories of Learning; Organizational Learning:
Concept and Significance; Building learning organizations; Evaluation and measuring of HRD; HRD
Audit; Trends of HRD in India.
Case Analysis
Suggested readings:
1. Nadler, Leonard, Corporate Human Resource Development, Van Nostrand Reinhold/ASTD, New
York.
2. T.V.Rao, Human Resource Development, Sage Publications, New Delhi.
3. T.V.Rao and Udai Pareek, Designing and Managing Human Resource Systems, Oxford and IBR
Pub., Ltd., New Delhi.
4. T.V.Rao, HRD Audit, Sage Publication, New Delhi.
5. T.V.Rao, HRD: Experiences, Interventions and Strategies, Sage Publications, New Delhi, 1996.
6. Peter Senge, Malcolm Warrant, Training for Results, Addison Wesley Pub.Co., London.
7. Arun Sekhri, Human Resource Planning and Audit, Himalaya Publishing House, Mumbai.
8. D.K.Bhattacharya, Human Resource Development, Himalaya Publishing House, Mumbai.
9. Hamel, Prahalad, Competing for the Future, Tata McGraw Hill Edition, New Delhi.
10. Steven J Stein and Howard Book,The EQ Edge:Emotional Intelligence and Your Success,Mc
Millan,New Delhi
11. Nimit Chowdary and Bhagwati Prasad Sarawat, Organizational Culture and Human Talent,Mc
Millan,New Delhi.
12. Greaves, Jim, Strategic Human Resource Development, Sage publications, London.
13. Raman, T., Knowledge Management: A Resource Book, Excel Books, ND.

203: Organizational Behaviour and Organizational Development

Unit I: Motivation: Concept and process; theories of Motivation: Maslow, Herzberg,
McGregor, McClelland, Vroom, Porter and Lawler’s Model; Implications of Motivation theories to
managers; Techniques of Motivation: Management by Objectives; Job Enlargement; Job enrichment;
Behaviour Modifications; Participative Management; Performance Based compensation and Flexible
Benefits.
Unit II : Leadership: Concept and significance; Leader Vs Manager; Leadership Theories: Trait
Theories; Behavioural Theories; Contingency theories; Fieldlers contingency theory; Leadership styles;
Transformational Leadership; Implications of Leadership Theories to Managers.
Unit III: Organization Culture: Concept, definition and meaning; factors affecting Organizational
culture; Creating and Sustaining Culture; Work Culture; Organizational Climate; Morale and Job
Satisfaction.
           Unit IV: Organizational Effectiveness: Concept, Approaches to Organizational Effectiveness: Goal
Attainment approach, Systems Approach, Behavioural Approach; Achieving Organizational
Effectiveness, Organizational Change; Nature of Change; Levels of Change; Approaches for Managing
Organizational change.
Unit V: Organizational Development: concept, definition and scope; OD process; OD
interventions.

 Case Analysis
Suggested Readings:

13
1. Stephen Robbins, Organizational Behaviour, Pearson Education, New Delhi.
2. Keith Davis & Newstrom, Human Behaviour at Work, Tata McGraw Hill, New Delhi.
3. Fred Luthans, Organizational Behaviour, McGraw Hill Publishing Co. Ltd., Singapore.
4. Hersey Paul, Kenneth, H. Blanchard and Dewey E. Johnson, Management of Organizational
Behaviour, Leading Human Resources, Pearson Education, New Delhi.
5. Korman, Abraham K., Organizational Behaviour, Prentice Hall of India Pvt. Ltd., New Delhi.
6. Dewedi, R.S., Human Relations and Organizational Behaviour, Macmillan India Pvt. Ltd., New
Delhi.
7. Udai Pareek, Understanding Organizational Behaviour, Oxford Press, New Delhi,(Second
Edition)2007.
8. Prasad Kesho, OD for Excellence, Macmillan India Ltd., New Delhi.
9. Gangadhar Rao and V.S.P.Rao, Organizational Behaviour, Konark Publishers Ltd., Mumbai.
10. T.V.Rao and Udai Pareek, Designing Organization Systems,

204: Labour Legislation and Case Laws - II

Unit I : The Industrial Disputes Act, 1947 and its Rules.
Unit II : The Industrial Employment (Standing Orders) Act, 1946 and its Rules.
              The Trade Union Act, 1926.
The Sexual Harassment of Women At Work Place (Prevention, Prohibition And Redressal) Act,
2013.
Unit III : The Minimum Wages Act, 1948.
                 The Payment of Wages Act, 1936.
                 The Payment of Bonus Act, 1965.
                 The Equal Remuneration Act, 1976.
Unit IV : The Employees’ Compensation Act, 1923.
                 The Employees’ State Insurance Act, 1948.
                 The Maternity Benefit Act, 1961.
Unit V : The Employees’ Provident Fund and (Miscellaneous Provisions) Act, 1952.
                The Payment of Gratuity Act, 1972.

Case Laws:
Industrial Disputes Act, 1947:
1.  Bangalore Water Supply & Sewage Board Vs Rajappa & Other, 1978 LLJ (1) p349.
2.  Ravindra Kumar Mishra Vs Union of India & Other, 2005 (Jan) LLR P93.
3.  Rajendra Singh Chauhan & others Vs State of Haryana & others, 2006 LLR P 49.
The Industrial employment (Standing Orders) Act, 1947:
1. R.P.Garg Vs Indian Oil corporation limited Delhi and other, 2005 Jan LLR P 20
2.   Falcon Tyres Ltd. Vs Falcon Tyres Employees Union, Mysore, 2006 LLR 129
The Trade Unions Act, 1926:
1.  All India Trade Union Congress Vs Dy.Register of Trade Unions & Others, 2006 LLR P 649.
The Employees Compensation Act, 1923:
1. Oriental Insurance Co.Ltd Vs Santhi and others, 2005 LLR p.1066.
The Employees’ State Insurance Act, 1948:
1.   Employee State Insurance Corporation & others Vs Chirala Cooperative Spinning Mills Ltd., 2005
LLR p.591.

14
The Employees Provident Fund and (Miscellaneous Provisions) Act, 1952:
1. Orient paper Mills Vs regional Provident Fund Commissioner, 2006 LLR p. 177.
The Payment of Gratuity Act 1972:
1. Transport Manager, Kolhapur Municipal Transport Undertaking Vs Praveen Bharat Lal Shah &
Others, 2005 LLR 503.
Suggested Readings:
1. Malik, P.L., Industrial Law; Eastern Book Company, Lucknow.
2. Goswami, V.G., Labour and Industrial Relations Law, Central Law Agency, Allahabad.
3. Agarwal, S.L., Labour Relations Law in India, Mc.Millan Company of India Ltd., New Delhi.
4. Sharma, A.M., Industrial Jurisprudence, Himalaya Publishing House, New Delhi.
5. Mishra P.N., Labour and Industrial Laws, Central Law Publishing, Allahabad.
6. Vaidyanathan, N., ILO Conventions and India, Minerva Associates, Calcutta.
7. Sinha, P.R.N., Industrial Relations and Labour Legislations, Oxford and IBH Publishing Co., New
Delhi.
8. Prabhakar Rao, D.V.S.R., Contract Labour: Abolition and Absorption, Law Publishing House,
Allahabad.
Journals:
1. Labour Law Reporter.
2. Labour Law Journal.

205: Employee Welfare and Labour Administration

             Unit I: Industrial Sociology: Definition and scope, sociological approach to industry, Formation
of industrial society; Concept of Social Welfare; Labour Welfare: Concept, Scope and Philosophy of
Labour Welfare; Principles of Labour Welfare; Role of Welfare in Commitment and Structuring of
Labour Force; Indian Constitution and Labour Welfare.
             Unit II: Historical Development of Labour Welfare in India; Impact of ILO on Labour welfare in
India; Agencies of Labour welfare and their roles: State, Management, Trade Unions and Voluntary
Agencies.
             Unit III: Labour welfare Programmers: Statutory and Non-Statutory, Extra Mural and Intra
Mural: Financing of Welfare Program; Welfare Office: Role, Status and functions, Workers Education
Schemes in India.
             Unit IV: Social Security Concept and Scope; Social Assistance and Social Insurance,
Development of Social Security in India, Social Security Measures for Industrial Employees.
             Unit V: Labour Administration: Central Labour Administrative Machinery in India: Chief Labour
Commissioner, Director General of Employment and Training; Director General of Factory Advice
Service; Employee Provident Fund Organization, ESI Corporation; Labour administration in A.P.
Case Analysis
Suggested Readings:
1. Moorthy, M.V., Principles of Labour Welfare, Oxford & IBH Pub. Co., New Delhi.
2. Vaid, K.N., Labour Welfare in India, Sree Ram Centre for Industrial Relations and Human
Resources, New Delhi.
3. Sharma, A.M., Aspects of Labour Welfare and Social Security, Himalaya Pub. House, Mumbai.
4. Ram Chandra P. Singh, Labour Welfare Administration in India, Deep & Deep Pub., New Delhi.

15
5. Punekar, S.D., Deodhar S.B., Sankaran, Saraswathi, Labour Welfare, Trade Unionism and Industrial
Relations, Himalaya Pub. House, Mumbai.
6. Miller & Form, Industrial Sociology.
7. Gisbert Pauscal, Industrial Sociology
8. Stephen Cotgrove, Industry & Society.
9. Royal Commission on Labour Report - 1929, Government of India Publication, New Delhi.
10. Labour Investigation Committee Report, Government of India Publication, New Delhi.
11. National Commission on Labour Report - 1969, Government of India Publication, New Delhi.
12. Second National Commission on Labour Report-2002, Government of India Publication, New Delhi.

206: Information Technology & Human Resource Information Systems

Unit I: Introduction to Computers: Origin, Growth, Development and Importance of Computers;
Generations and Classification of Computers; Input and Output Devices; Storage Devices; Central
Processing Unit; Computer Configuration; Binary System and Data Representation; Hardware and
Software.
Unit II: Management Information Systems; Concept and Definition, role of MIS; Impact of MIS
on management, Functions; Basics of MIS: Decision Making, Information Systems Analysis and Design,
Development of MIS and Choice of Information Technology.
Unit III: Enterprise Resource Planning: Introduction; Concept and Variables; Decision Support
systems; Basic concepts of Technology for MIS: Database Management System; Client Server
Technology and Networks; Application of MIS: Application in Manufacturing Sector and in Service
Sector.
Unit IV: Human Resource Information Systems: Introduction, Concept and Definition;
Information needs in HRM; HRIS Models; Acquiring and implementing HRIS; Computers and HRIS and
uses to HRM; Database in HRIS. 
Unit V: Theory and Lab: MS Office; MS Word; MS Excel; MS PowerPoint.
Suggested Readings:
1. Jawedkar, W.S., Management Information Systems, Tata McGraw Hill, New Delhi.
2. Kumar, Muneesh, Business Information House Pvt. Ltd., New Delhi.
3. Gorden Davis, B., Management Information Systems: Conceptual Foundations, Structure and
Development, McGraw Hill Book Company, New Delhi.
4. O’Brien, James, A., Management Information Systems – A Managerial End User Perspectives,
Galgotia, New Delhi.
5. Kenneth Laudon, C., and Laudon, Jane Price, Management Information Systems – A Contemporary
Perspective, Macmillan, New York.
6. Davis, B. Gordon and Olson H. Margrethe, Management Information Systems, McGraw Hill Pub.,
New York.
7. Jerome, Kanter, Management Information Systems, Prentice Hall of India, New Delhi.

207: Employee Compensation and Administration

16
 Unit I: Employee Compensation: Concept and Significance; Wage Concepts: Wage , Salary ,
Minimum Wage, Living Wage, Need-Based Minimum Wage, Nominal Wage and Real wage; Wage
policy in India ; Theories of wages.
Unit II: Wage Administration: Principles, Factors influencing Wage Fixation and Methods; Role
of Wage Differentials: Occupational, Skill, Sex, Inter-Industry, Regional and Sectional.
Unit III: Wage Fixation Mechanisms: Statutory Wage fixation, Wage Boards, Collective
Bargaining , Adjudication, Pay Commission; Wage Fixation in Public Sector.
Unit IV: Incentives : Principles and procedures for installing sound incentive system; Types of
Wage Incentive System; Wage Incentive Schemes in India; working of incentive schemes; Linking wage
with productivity; Fringe Benefits: Concepts and Types.
Unit V: Wage and Salary policies in Organization; Role of HR Department in Wage and Salary
Administration; Managerial compensation: Perquisites and special Features; Recent trends in managerial
compensation in Indian Organizations and MNCs.
Case Analysis
Suggested Readings:
1. Subramanian, K.N., Wages in India, Tata Mc Graw Hill Publishing Co. Ltd., New Delhi.
2. Sarma. A.M, Understanding Wages Systems, Himalaya Publishing House, Mumbai.
3. Varma, Promad, Wage Determination: concepts and cases, Oxford IBH publication. Ltd., New
Delhi.
4. Chatterjee, N.N., Management of Personnel in Indian Enterprises, Allied Books Agency, Calcutta.
5. Aswathappa K., Human Resource and Personnel Management, Tata Mc Graw Hill Publishing Co.,
New Delhi.
6. ILO, Payment by Results, ILO Publications, Geneva.
7. Government of India, Wages, Income and Prices, Report of Boothalingam Committee, Government
of India, New Delhi.
8. Joseph J, Martocchio, Strategic Compensation – A Human Resource Management Approach;
Pearson Education, Singapore.
9. Tapomoy Deb, Compensation Management: Text and Cases, Excel Books, New Delhi, 2009.
10. Sony Shyam Singh, Compensation Management, Excel Books, New Delhi, 2008.

III SEMESTER
301: Business Laws and Corporate Governance
Unit I: Meaning and Nature of Law, Classification of Law, Sources of Indian Law; Legal
concepts; Business Law: Meaning and Scope; Principles of Business law
Unit II: Features of Companies Act, 2013
Unit III: Features of Indian Contract Act, 1872
Unit IV: Important Features of: Cyber law, and Right to Information Act; Resettlement and
Rehabilitation.
Unit V: Corporate Governance: Concept, features and importance; Factors influencing Good
Corporate Governance; Principles of Good governance; Mechanisms for enforcement of Corporate
Governance: Companies Act, SEBI Act, Corporate Control, Participation of Shareholders, Statutory
Audit; Business Ethics.

Case Analysis

17
Suggested readings:
1. K.Aswathappa, Essentials of Business Environment, Himalaya Publishing House, Mumbai, 2010.
2. K.R.Bulchandani, Business Law for Management, Himalaya Publishing House, Mumbai, 2010
(Edition).
3. U.Mathur, Corporate Governance and Business Ethics, McMillan Publishers, New Delhi.
4. Sharma R.K.Goel Puneet, Bhagwan Pooja, Business Ethics and Coporate Goverance,Kalyani
Publishers,New Delhi.
5. Garg, Sareen, Sharma Mukesh & Chawla R.C., Mercantile Law, Kalyani Publishers, New Delhi.
6. Satish Modh, Text Book of Ethical Management; Text, Cases in Business Ethics and Corporate
Goverance, Mcmillan, New Delhi.
7. Gaur V.P., Narang, Puja Ghai, Pratical Income Tax,Kalyani Publishers,New Delhi.
8. C.V.Baxi, Corporate Governance, Excel books, 2007.
9. J.Fred Weston, Takeovers, Restructuring & Corporate Governance, Pearson Education, 2007.
10. Dr.S.Singh, Corporate Governance, Excel books, 2005.
11. Swami(Dr.)Parthasarathy, Corporate Governance, biztantra, 2007.
12. Donald.H.Chew JR., Corporate Governance at the cross roads, TMH, 2006.
13. Jill Solomon, Corporate Governance & Accountability, Wiley, 2007.
14. Kesho Prasad, Corporate Governance, PHI, 2006.
15. Christine .A. Mallin, Corporate Governance, 2nd edition, Oxford, 2008.
16. Subhash Chandra Das, Corporate Governance in India, PHI, 200
17. Gulshan S.S., Mercantile Law 4th Edition, Excel Books, New Delhi 2013.

302: Management of Unorganized Labour

Unit I: Unorganized Labour: Concept, Nature, Size, Structure and Problems, Its role in the Indian
Economy. Unorganized labour in primary sector: Nature, Size, Structure, Wages and legal Implications of
Agriculture Labour; Plantation Labour; Fisheries Labour; Forest and Tribal Labour.
Unit II : Unorganized Labour in Secondary Sector: Nature, Size, structure, Employment Status,
Wages and Legal Implications of construction labour; Home based and domestic workers, Beedi
Workers, Small and Medium Scale industries, Mines and Quarry Labour.
Unit III : Unorganized labour and Employment classes, Nature, Size and structure, Employment
Status, wages and legal enactments of contract and Casual labor, bonded labour, Inter – State Migrant
labour, women labour, child labour, scavengers.
Unit IV: Unorganized Labour in Service Sector: Nature, Size, Structure, Wages and Legal
Implications of Shops and Establishments, Hotels, Loading and Unloading workers.
Unit V: HRD Interventions for Unorganized Labour; Human Rights and Unorganized labour.
ILO and Unorganized labour; Important futures of second National Labour Commission Report on
Unorganized Sector; social Security for Unorganized Labour, Social Security Act, 2008; Organizing the
Unorganized labour: Role of Trade Unions, CBWE, Cooperative Organizations, Jana Sikshana Samsthan,
NGO’s and Government.
Case Analysis
Suggested readings:
1. Government of India, Report of the National Commission on Labour, New Delhi, 1969.
2. Government of India, Report of the Second National Commission on Labour, New Delhi, 2002.
3. Government of India, Report of the Royal Commission on Labour, New Delhi, 1929.

18
4. A.M. Sarma, Welfare of Unorganized Labour, Himalaya Publishing House, Mumbai.
5. Dutt, Rudra Organizing the Unorganized Workers, Vikas Pub. House. Pvt. Ltd., New Delhi.
6. Singh. I.S. (Ed.), Women as a Work force in the Organized Sector: Empirical Perspectives, Oxford
IBH publication. Ltd New Delhi.
7. Jhabrala, Renana and RKA Subarmanya, the Unorganized Sector - Work Security and Social
Protection, Sage Publications, New Delhi.
8. Holomstrom, Mark, Industry ad Inequality, Orient Longman, Hyderabad.
9. Gangrade, K.D., Gathia, J.A., Women and child Workers in Unorganized Sector: Non Government
Organizations’ Perspective, Concept Pub. Co., New Delhi.
10. John Koti, Child Labour in India : Perceptions and Problems, Uday Publishing House, New Delhi.
11. Neera, Burrra, Born to Work: Child Labour in India, Oxford University Press, New Delhi.
12. Government of India, Agricultural Labour Enquiry Reports, Labour Bureau, Simla.
13. RadhaKrishna, R., and Sharma, Alak, N.(e.d), Empowering Rural labour in India – Market state
Mobilisation, Institute for Human Development. New Delhi.
14. Lakshmi dhar Mishra, Child Labour in India, Oxford University Press, New Delhi.
15. Oberai, A.S., et. Al., Perspectives on Unorganized labour ILO, 2000.

303: Indian Business Environment

  Unit I: Business Environment: Concept and Significance; Goals of Business; Factors of Business
Environment; Micro and Macro – Environmental Analysis; Indian Business Environment..
Unit II: Technological Environment: Features of Technology; Technology and Human Resources;
Status of Technology in India. Political Environment: Indian Constitution; Regulatory Role of Central
and State Governments; Social and Cultural Environment: Social Relations at Work, Social
Responsibility.
Unit III: Economic Environment: Industrial Policy Resolutions of 1948,56; Economic Reforms:
New Economic Policy,1991 and After; Foreign Exchange Maintinance Act; Consumer Protection
Act,1986; Public Sector Enterprises: Evolution and Growth, Micro; Industrial Sickness: Role of BIFR
,SICA; Export Promotion; Development Banks; Monetary and Fiscal Policy.
Unit IV: Privatization - Disinvestment: Concept, Advantages and Disadvantages of
Disinvestment; Impact on Employment and Labour; Mergers, Acquisitions and Takeovers; Emergence
and role of MNC’s in India; FDI, FII and Developing countries.
Unit -V: Globalization and Business Environment: Meaning and Rationale of Globalization;
Strategies for Globalization; Markets: Domestic and International; India and WTO; Trading Blocs:
SAARC, ASEAN and EEC.
Suggested Readings:
1. Cherunilam, Francis, Business Environment, Himalaya Publishing House, Mumbai, 2011.
2. Paul, Justin, Business Environment, Tata McGraw-Hill, New Delhi.
3. K.Aswathappa, Essentials of Business Environment, Himalaya Publishing House, Mumabi,
2011(Eleventh Revised Edition).
4. Ruddar Datt & K.P.M.Sundaram, Indian Economy, S.Chand &Co. Ltd., New Delhi, 2010.
5. Misra & Puri, Indian Economy, Himalaya Publishing House, New Delhi, 2011.
6. Francis Cherunilam, International Business Environment, Himalayan Publishing House, Mumbai,
2007.
7. K.V.Sivayya and Das, The Industrial Economy, Chaitanya Publishing House, Allahabad.

19
8. Refer Journals on Labour Economics.

304: Financial Management

Unit I: Financial Management: Nature, Scope, Goals Objectives and Functions, Role of Financial
Manager, Organization of finance function. Financial environment in India. Functions of Financial
System, Financial Assets, Market and Intermediaries. (Theory Only)
Unit II: Investment Decision: Meaning, Importance and Process of Capital Budgeting,
Classification of Projects. Techniques of Investment evaluations: Traditional and Discount Cash Flow and
time value of money, Payback period, Accounting Rate of Return, Discounted Pay Back Period, Net
Present value, Internal Rate of Return and Profitability Index Method. (Theory Only)
Unit III: Marketing Capital Management: Meaning, Significance and classification of Working
capital. Determinants and working capital cycle, Components of working capital: cash, Receivable and
Inventory Management sources of working capital finance. Changes and estimation of working capital.
(Theory Only)
Unit IV: Financing Decision: Sources of short term and long term Funds. Techniques of
Financing Decision. Capital Structure and leverages, optimum capital structure. Approaches to capital
structure: Net Income approach, Net operating Income Approach, MM and Inter mediatory/ Traditional
Approach, Cost of Capital, Individual components, Weighted Aggregate average of cost of Capital.
(Theory Only)
Unit V: Dividend Decision: Meaning and Significance, Relevant and irrelevant theories of
dividend, Dividend policy Walter’s Model, Gorden’ Model and Miller and Modiglian Hypothesis.
Factors influencing dividend policy and its advantages, Types of dividends (stable, Bonus) and practices;
Legal Aspects of Dividends; Bonus shares and Stock splits. (Theory Only)
Case Analysis:
Only in Investment Decisions and Working Capital
Suggested Readings:
1. Van Horne, James C., Financial Management in Policy, Prentice Hall of India Ltd., New Delhi.
2. Pandey, I.M., Financial Management, Vikas Publishing House, New Delhi.
3. Kulkarmi, P.V., Financial Management, Himalaya Publishing House, Mumbai.
4. Walker Earnest. W., Essentials of Financial Management. Prentice Hall Inc., New Jersey.
Journals:
1. Journals of Finance
2. Finance India.
3. Managerial Accountant.

305: Marketing Management

Unit I: Introduction to Marketing, Definition, Concepts, Marketing Philosophies, Importance to
Marketing; Business and Market Economy; Marketing Environment: Macro Environment, Micro
Environment; Marketing Information System and Marketing Research; Marketing of Products and
Services.

20
 Unit II: Consumer Behaviour: Behavioural Determinants; Purchase Decision Process;
Organizational Consumer Behaviour: Market Segmentation, Market Targeting and Positioning,
Marketing mix.
Unit III: Product Policies and Strategies, Net Product development, Product Mix Management,
Product Life Cycle, Standing and Packaging Decisions.
Unit IV: Pricing: Objectives, Methods, Policies and Strategies; Pricing a New Product,
Distribution: Factors Influencing choice of Distribution; Channel Designing and Management; Channel
Conflicts.
Unit V : Promotion Mix Decisions: Marketing Communications, Advertising, Personal Selling,
Sales Promotion, Public Relations, Direct Marketing; Designing Global market Offerings; Selection of
Markets; Market Entry decisions; Developing Global Market program.
Case Analysis:
Suggested Readings:
1. Philip Kotler, Marketing Management.
2. J.C.Gandhi, Marketing Management.
3. Dr.K.Karunakaran, Marketing Management: Texts and Cases, Himalaya Publishing House,
Mumbai, 2012.
4. Stanton, Fundamentals of Marketing, Mc Graw Hill Publishing Co. Ltd., New Delhi.
5. Christopher, Martin, Marketing, Mac Milan press, UK.
Journals:
1. Advertising and Marketing.
2. Journal of the Academy of Marketing Science.
3. Marketing.

306: Corporate Social Responsibility

Unit I: Corporate Social Responsibility: Concept, Definition and Nature; Significance of CSR;
Evolution of CSR; Models of CSR: triple bottom line, bottom of pyramid, Intersecting Circles Model,
Concentrix Circles Model; CSR Strategies; Challenges in Implementation and Barriers.
Unit II: Theories of CSR: Legitimacy theory, Stakeholders theory, Institutional Theory, Social
Contact Theory; Integrated CSR Framework; CSR based on level of involvement: Individual,
Organizational, National and Transnational.
Unit III: Stakeholders and Social Issues; CSR Perspectives: Utilitarian, Managerial, and
Relational; Stages of Corporate Moral Development: Amoral, Legalistic, Responsive, Emerging Ethical
and Ethical stages; Stakeholder salience: Factors, Basis of Legitimacy, Sorting, Typology, Classes.
Unit IV: Comprehensive Stakeholders Management Model; Strategies for Managing
Stakeholders; Stakeholder Dialogue; Levels of engagement of Stakeholders. Stakeholders Integration:
Framework of Cramer, Khoo and Tan, Panapanaan; Stakeholders Expectation; Moan’s Integrative
Framework for Designing and Implementing CSR;CSR Process: CSR Strategy Development and
Implementation.
Unit V: CSR in India; Factors responsible for development of CSR in India; National Voluntary
Guidelines 2011; Companies Act, 2013: Chapter IX, Section 135, CSR Committee and Policy; CSR in
global arena; Categories of CSR Activities: Philanthropy, Business, Product or Service Related; Types:
Single, Focuss and Diffuse; Areas: Welfare, training, asset creation etc.; CSR Measurement and
Evaluation: Environmental Impact Assessment, Social Impact Assessment, Social Audit.

21
Case Analysis
Suggested readings:
1. K. Aswathappa, Essentials of Business Environment, Himalaya Publishing House, Mumbai,
2010.
2. Blaikie, N. 1993. Approaches to Social Enquiry. Cambridge: Polity Press.
3. Clarkson, M.B. 1988. Corporate social performance in Canada, 1976-86. In L.E. Preston (Ed.),
Research in Corporate Social Performance and Policy: 241-265. Greenwich, CT: JAI Press.
4. Cormack, M. 2002. Unilever’s Approach to Corporate Social Responsibility–From Policy to
Practice. Presentation made at the West LB conference on Social Responsible Investment, 32
May 28, Frankfurt.
5. Katz, D., & Kahn, R.L. 1978. The Social Psychology of Organizations, 2nd ed. New York: John
Wiley & Sons.
6. Kotler, P. & Lee, N. 2005. Corporate Social Responsibility: Doing the most good for your
company and your cause. Hoboken, NJ: John Wiley & Sons.
7. Smith, C., Bhattacharya, C.B., Vogel, D., & Levine, D. (Eds.), Global Challenges in Responsible
Business: Corporate Responsibility and Strategy. Cambridge: Cambridge University Press.
8. Post, J.E., Frederick, W.C., Lawrence, A.T., & Weber, J. 1996. Business and Society. Corporate
Strategy, Public Policy and Ethics. New York: McGraw-Hill Book Company.
9. Savitz, A.W., & Weber, K. 2006. The Triple Bottom Line: How Today’s Best-Run Companies
Are Achieving Economic, Social, and Environmental Success—and How You Can Too. San
Francisco, CA: Jossey-Bass.
10. Philips. 2005. Sustainability Report 2004: Dedicated to Sustainability.
11. Whetten, D. A., Rands, G., & Godfrey, P. 2002. What are the responsibilities of business to
society? In A. Pettigrew, H. Thomas, and R. Whittington (Eds.), Handbook of Strategy and
Management: 373-408. London: Sage.
12. Sanjay K Agarwal, Corporate Social Responsibility in India, Sage Publications, Delhi, 2008.
13. David Chandler, Strategic Corporate Social Responsibility, Fourth Edition, Sage Publications,
2016.
14. Mitchell, R., Agle, B. and Sonnenfeld, J., Who Matters to CEOs? An Investigation of
Stakeholder Attributes and Salience, Corporate Performance, and CEO Values, The Academy of
Management Review, 22 (5), 1999.

307: Optional Papers

Optional 1: Talent and Knowledge Management.
Unit I: Meaning and importance of talent management; Designing and building a talent reservoir;
Talent Management Grid; Creating a talent management system; Institutional strategies for dealing with
talent management.
Unit II: Competency: Meaning, types and steps in developing a valid competency model;
Competency Mapping; Talent management information systems; Developing a talent management
information strategy; Role of leaders in talent management.
Unit III: Knowledge Management: Origin, Concept, elements of Knowledge Management;
Advantages of KM to HRM; Knowledge and Intellectual Property; Concept of Knowledge Worker;
Knowledge Management and Learning Organization; Challenges in Implementation of KM.

22
 Unit IV: Process: Stages of KM process; Erik Svieby’s Model; Alvensson and Karreman’s
approaches; Knowledge Management solutions, mechanisms and system; Knowledge creation and
knowledge sharing, knowledge dissemination.
Unit V: KM Strategy; Organization Structure; Knowledge Audit; Benchmarking Method; Balance
Scorecard Method; Features of Knowledge intensive firm.
Case Analysis
Suggested Readings:
1. Filemon A. Uriarte, Introduction to Knowledge Management, ASEAN Foundation, Jakarta, 2008.
2. T.Raman, Knowledge Management: A Resource Book, Excel Books, New Delhi, 2007(Reprint).
3. Awad, E. M. and Ghaziri, H. M., Knowledge Management, Pearson Education International, (2003).
4. Kimiz Dalkir, Knowledge Management in Theory and Practice, Elsevier direct, New York.
5. Ratan Reddy, B, Knowledge Management, Himalaya Publishing House, Mumbai, 2008.
6. Stuart Barnes, Knowledge - Management Systems: Theory and Practice, Thomson Learning, London,
2002.
7. Donald Hislop, Knowledge Management in Organizations, Oxford University Press, 2009 (Second
Edition).
8. Sudhir Warier, Knowledge Management, Vikas Publishing House Pvt. Ltd., New Delhi.
9. Lance A Berger, Dorothy R Berger, Talent Management Hand Book, McGraw Hill, New York, 2003.
10. Larry Israelite. Talent Management, ASTD Press.

Optional 2: Human Resource Management in Service Sector.

Unit I : Concept of Service, Types of Service, Service Management, Evolving Environment of
Services, Myths about Service, Service as a System, Attitudes towards Service Sector, Reasons for
growth of the Service sector.
Unit II : Nature of Service sector: Characteristics of Services, Elements of Customer Service,
Components of Service, Identifying customer Groups, Service Process, Classification of Servicing
operating systems, Balancing Supply and Demand, Challenges for service managers, People and service,
Maintaining and Improving Service Quality and performance.
Unit III: Human Resource Management in Service Organizations: Concept, Functions,
Utilization, Development, Environment, Organizing1 HRM Functions in Service Sector, Competencies
and service organizations, Performance Measurement, Empowerment in service organizations, Managing
services across Boundaries.
Unit IV : Application in HRM in service sector: HRM in Hospitals, Hotels, Insurance and
Banking, other Financial Institutions, Ports and Docks, Managing Salary Levels, Working Conditions,
Legal provisions, Unionism, Problems and Challenges.
Unit V: HRM in IT Sector, Software Industry and BPO Sector, Wage Salary Levels, Working
Conditions, Legal Provisions, Unionization, Distribution of Male and Female Workers, Gender Bias,
Problems and Challenges.
Case Analysis
Suggested readings:
1. Balaji. B., Services Marketing and Management, S. Chand & Co. Ltd., New Delhi.
2. Haksever, Cengiz, Barry Pender, Roberta S.Russel and Robert G.Murdik, Service Management and
Operations, Pearson Education (pte)ltd., Singapore.

23
3. Van Dierdonck van woy, Service Management An Integrated Approach, Financial Times/ Prentice
hall of India, New Delhi.
4. Goyal.R.C., Human Resource Management in Hospitals. Prentice hall of India, New Delhi.

Optional 3: Safety, Health and Environment.

Unit I: Industrial Safety: concept; Need for Safety; Principles and Practices; Legal; Humanitarian;
Economic and Social Considerations. Accident: Definition; Theories; Causes; Cost; Trends; Prevention
and Models of Accident Prevention.
Unit II: Safety Management; Role of Management; Safety and Health Training; Safety Officer;
Safety Committee; Safety Promotion and Publicity; Union Role; Employee Role; Safety and Health
Movement; Accident Investigation Control and Reporting; Total Safety Management Concept.
Unit III: Health: Concept. Need for health; Problems of health; status of health of industrial
workers; measures for improving health; occupational diseases; industrial hygiene.
Unit IV : Legal Measures: Growth of Legislation on Safety and Health; Salient Features of
Safety and Health In Factories Act; Mining Act; Workmen’s Compensation Act; ESI Act; Social Security
Provisions under various Acts.
Unit V: Environment: concept; Importance; Industry and Environment; Environmental Pollution;
Types; Environmental Health; Education and Policy; Environmental Safety and ISO 14000 Certificate.
Case Analysis
Suggested Readings:
1. R.C.Saxena, Labour Problems and Social Welfare, K.Nath & Co., Meerut.
2. Nick Hanley, Janan F. Shogron and Hen Waite, Environmental Economics Theory and
Practice, Macmillan India Ltd., New Delhi.
3. Kemp D.D., Global Environmental Issues; A Climatological Disaster, Mittal Pub., New
Delhi.
4. M.V.Moorthy, Principles of Labour Welfare, Oxford & IBH Pub., Co., New Delhi.
5. Government of India, Report of the National Commission on Labour, Publications Division,
New Delhi.
6. Government of India, Report of the Second National Commission on Labour, Publications
Division, New Delhi.

IV SEMESTER
401: International Human Resource Management
Unit I: International Human Resource Management: Concept, Scope and Significance;
Approaches to International Human Resource Management; Differences between Domestic and
international HR activities; Organizational Structure of Multinational Corporations; Theories and Models
of Human Resource Management in MNC’s.
Unit II: International Human Resource: Recruitment and Selection; Cross National Differences
in Personnel and Organization Policies; Sources of Human Resources: Home – Country, Host –Country,
Third-Country Nationals ; Selection Criteria for International Assignment; Adaptability to Cultural
Change; Motivation for a Foreign Assignment and Leadership Ability.

24
 Unit III: Training and Development: Methods of training; Process of Expatriation and
Repatriation: Management Development in International Settings; Global Leadership Development.
Unit IV: Compensation: Rewards and Benefits; Multinational Corporations and Compensation
Systems; Taxation of expatriates, double taxation problems; Performance Management in MNCs.
Unit V: Labour Relations and Conflict Resolution in Multinational Corporations; Forms of
Industrial Democracy in Multinational Corporations; Issues and Challenges of IHRM.
Case Analysis:
Suggested Readings:
1. Dowling, Peter, J and Welch Denice, International Human Resource
Management, Thomson Learning, Bangalore, 2006.
2. Anne Wil Harzing et al., International Human Resource Management, Sage, New Delhi.
3. Hodgetts, Ricn M., and Luthan, Fred, International Human Resource Management, McGraw Hill
Companies Inc., New York.
4. Mead, Flichard, International Management, Blackwell Business, USA.
5. ILO, Multinational Enterprises and Social Policy, ILO, Geneva.
6. Briscoe, Dennis R., International HRM, Prentice Hall, NJ.
7. Torrington, D., International HRM: Think Globally and Act Locally, Hemel Hempstead, Prentice Hall.
8. Evans, P.et al., (ed.), HRM in International Firms: Change, Globalization and Innovation; Mac
millan, London, 1989.
9. Storey, John, Managing Human Resources: Preparing for the 21 st Century, Beacon Booms, New
Delhi.
10. S.C.Gupta, Text Book of International Human Resource Management, New Delhi, 2006.
11. Monir, H.Tayeb, IHRM: A multinational perspective, Oxford University Press, New Delhi, 2005.
12. Charles M. Vance, Managing a Global Workforce: Challenges and Opportunities in IHRM, Prentice
Hall, New Delhi, 2007.

402: Strategic Human Resource Management

Unit I: Concept of Strategy; Types of strategies: Corporate Strategy, Business strategy and
functional strategy; Strategic Human Resource Management: Concept, Nature, Evolution and Growth.
Unit II : Human Resource Environment: Technology and Organization Structure; Worker Values
and Attitudinal Trends; Management Trends; Demographic Trends; Trends in the utilization of human
resources and international developments; Human Resource legal environment and Indian context.
Unit III : Human Resources Contribution to Strategy; Strategic Human Resource Activity
Typology ;Classifying Human Resource Types; Integration of strategy with Corporate Strategy and
Business Strategy; Role of Human Resource manager in Strategic Planning; Strategic Human Resource
Planning.
Unit IV: Strategic Human Resource Processes: Workforce Utilization and Employment
Practices; Efficient Utilization of Human Resources; Dealing with employee shortages; Selection of
employees; Dealing with employee surpluses and challenges. Reward and development systems:
Strategically Oriented Performance Management Systems; Strategically Oriented Compensation Systems
and employee development.
Unit V: Performance Impact of Human Resource Practices: Individual high – performance
practices; Systems of high –performance practices; Individual Best practices vs. Systems of Practices;
Universal Practices vs. Contingency Perspectives. Over view of HR Evaluation: Approaches to

25
Evaluation; Evaluation of Strategic Contribution in Traditional Areas; Evaluation of Strategic
Contributions in Emerging Areas.
Case Analysis
Suggested Readings:
1. Greer, Charles R., Strategic Human Resource Management – A General Managerial
Approach, Pearson Education (Singapore) Pte. Ltd, New Delhi, 2003.
2. Mabey, Christopher and Salaman, Graeme, Strategic Human Resource Management, Beacon,
New Delhi.
3. Salaman, Graeme, Human Resource Strategies, Sage Publications, New Delhi.
4. Porter, Michael S., Competitive Advantage: Creating and Sustaining Superior Performance,
Free Press, New York.
5. Hamel, Gary and Prahlad, C.K., Competing for the Future, Harvard Business School Press,
Boston.
6. Porter, Michael S., Competitive Strategy: Techniques for Analyzing Industries and
Competitors, Free Press, New York.
7. Armstrong, M., Strategic Human Resources Management: A guide to Action, Kogan Page,
London.
8. Fombrun,Tichy and Devanna,Strategic Human Resource Management,Wiley,New York.
9. Ramakant Patra, Strategic Human Resource Management and Organizational Development,
Himalayan Publication, New Delhi, 2010.
10. Rajesh Viswanathan, Strategic Human Resource Management, Himalaya Publishing House,
New Delhi, 2010.

403: Performance Management and Counseling

Unit I : Performance Management: Concept and Objectives; Performance Management as a
Business Strategy; Goal Setting and Expectancy Theory; Performance management Model; Designing
Performance Management Systems; Performance Measures: Process, Job and Individual.
Unit II: Performance Management Process: Goal Setting: Key Performance Areas and Key
Result Areas; Goal Setting Levels: Corporate, Department and Individual; Monitoring Performance:
Performance Review; Coaching; Counseling and Mentoring.
Unit III: Overview of Traditional Performance Management Frame work: Integrated
Performance Management Framework; New Dimensions to Integrated Performance Management;
Concept of Maturity Alignment.
Unit IV: Features of Effective Performance Appraisal System; Feedback; Rewarding
Performance; Change through Performance Management; Building and Leading High Performance
Teams; Competency mapping; Balance scoreboard.
Unit V: Counseling: Meaning, Need of Counseling; Functions of counseling; Forms of
Counseling; Counseling Process; Counseling Variables; Prerequisites of Effective Counseling; Skills of
an Effective Counselor.
Case Analysis
Suggested Readings:
1. Prem Chandha, Performance Management, Macmillan, New Delhi.
2. T.V.Rao, Performance Management and Appraisal System, Responses.
3. Dave, Indu, The Basic Essentials of Counseling, Sterling Pub. Pvt. Ltd., New Delhi.

26
 4. Caroll, Michael and Walton, Michael, Handbook of Counseling in Organizations, Sage
Publications, New Delhi.
5. Mabey, Christoper and Salaman, Graeme, Strategic HRM, Beacon Books, New Delhi.
6. T.V.Rao, and Pareek, Udai, Redesigning Performance Appraisal Systems, Tata McGraw Hill
Publication Co. Ltd., New Delhi.
7. Neale, Frances, Handbook of Performance Management, Jaico Publication. House, New
Delhi.
8. Benson, Gary, Stepping Up Performance, Jaico Publication House, New Delhi.
9. Walters, Mike, The Performance Management Handbook, Jaico Publication House, New
Delhi.
10. Murphy, Kerin R. and Clevel and, Jeanette N., Understanding Performance Appraisal, Sage
Publication, London.
11. David Wade and Ronald Recardo, Corporate Performance Management, Butterworth
Heinemann, New Delhi.
12. Kurl Verweiro et al., Integrated Performance Management, Sage Publication, New Delhi.
13. A.M.Sarma, Performance Management Systems, Himalaya Publishing House, Mumabi,1998.
14. Kohli and T.Deb, Performance Management, Oxford Higher Education Press, New
Delhi,2008.

404: Management of Technology and Productivity

Unit I: Technology: Concept and Evolution, Economic Development and Technology Transfer:
Kinds of Technology Transfer; Technology Diffusion; Technology Transfer through Alliances; State
Policy on Development and Transfer of Technology; Liberalization and Impact of Technology; Emerging
Trends in New Technology(Robotics,AI,Virtual and Augmented Reality etc.)
Unit II: Impact of Technology; Technological Adaptation; Perspectives and Issues; Technological
Change and its implementation; New Technology and work Organization; Technology and Human
Resource Development; Trainability and Changes in Skill Development; Technology Transfer with a
Human Face.
Unit III: Productivity: Concept and Significance; Productivity Measurement: Importance,
Organizational Applications; Productivity Measurement in Different Sectors; Productivity Management
and External Environment.
Unit IV: Techniques of Productivity Improvement: Reducing Work Content; Method Study;
Reducing Ineffective Time; Time Study; Just in Time; Business Process Reengineering; Behavioural
Techniques; Ergonomics.
Unit V : Quality Management: Concept and Approaches; Contribution of Deming and Juran,
Total Quality Management; ISO Certification; Quality Circles Kaizen; Quality Control and Future
Organizations; Six Sigma approach.
Case Analysis
Suggested Readings:
1. Mikel Harry and Richard Schroeder – Six Sigma.
2. Viramana, B.R. and Kala Rao, Economic Restructuring, Technology Transfer and Human
Resource Development, Response Books, New Delhi.
3. Manik Khor, Coping with Technological Change, Response Books, New Delhi.

27
 4. Premavart, G.D. SarJana and B.S.Sahay, Productivity management: A Systems Approach, Narosa
Publishing House, New Delhi.
5. Amiya Kumar Bagehi (ed.), New Technology and the workers Response, Sage Publications, New
Delhi.
6. ILO, Measuring Labour Productivity, ILO, Geneva.
7. Subbaraju, R., ISO 9000 Path to TQM, Allied Pub. Ltd., Chennai.
8. Lal, H., Total Quality Management, New Age International P. Ltd. Publishes, Calcutta.
405: Collective Bargaining and Employee Empowerment
Unit I: Participative Management: Concept, Objectives, Importance and Evolution, Industrial
Democracy, Participative Models, Worker Control, Co-partnership, Co-determination, and Trusteeship,
Participative Management and Employee Empowerment.
Unit II: Forms of Participative management : Informative, Consultative, Associative,
Administrative and Decisive, Levels of Participative Management, Job level, Shop level Unit level, Board
level, Industry level and National Level, Worker Director, Barriers to participative Management.
Unit III : Working of Participative Management Schemes in India: Workers Committees, Joint
management Councils, Shop Councils and Joint Councils, Worker director, Participative Management in
other Countries: UK, USA, and Germany.
Unit IV: Collective Bargaining: Concept and Growth; Theories of collective Bargaining;
Recognition of Bargaining Agent, Pre-requisites for bargaining; Process of Bargaining: Preparation,
commencing, negotiating on issues, Negotiating skills and Implementation of Agreements.
Unit V: Collective Bargaining Models: Intra - Organizational Bargaining, Distributive
Bargaining, Integrative Bargaining, Attitudinal Bargaining; Pattern of Collective Bargaining:
Conjunctive, Co-operative, Concession, Continuous, Productivity, Coalition and Coordinated Bargaining;
Emerging Trends in Collective Bargaining.
Case Analysis
Suggested readings:
1. Report on the study Group of Workers’ Participation in Management.
2. Beatric Web and Sydney Web, Industrial Democracy, Longmans, London, 1958(Reprint).
3. K.C.Alexander,Participative Management,Sriram Centre for Industrial Relations,New Delhi.
4. Neil Chamberlain and J.Wesley Kuhn,Collective Bargaining,Mc Graw Hill,New York,1965
5. Virmani. B.R., Workers Participation in Management, Oxford & IBH, Delhi.
6. Ramesh. K., Participative Management, Ajantha Publication, New Delhi.
7. Tanic Zivan, Workers Participation in Management: Ideal and Reality in India, Shriram Center for
Industrial Relations and Human Resources, New Delhi.
8. Cornells, Et.al., International Hand Book of Participation in Organization, Oxford.
9. Edward. S., Greenberg, Workplace Democracy, Cornell University Press Ithaca.
10. Poole, Michael, Towards a New Industrial Democracy.
11. Patil.B.R. Collective Bargaining, University Press Hyderabad.
12. Venkataratnam.C.S. Unusual Collective Agreements, Global Business New Delhi.
13. Dunlop, John.T., and Healy James, Collective Bargaining Principles and Cases,Richard

406: HR Measurement and Analytics

Unit I: Introduction: Concept, Definition and Nature of Business Analytics, Significance of
Business Analytics, Use of Analytics in business ; Analytics in Different Business Functions, HR

28
Analytics : Concept and Evolution of HR Analytics , HR Analytics and strategies viz., corporate,
business and HR
Unit II: Measurement and Analytics: Concept of Measurement and Analytics, Types of analytics:
Descriptive Analytics, Prescriptive Analytics, Casual Analysis; Modeling: Predictors, prediction and
predictive modelling; Business applications of modeling
Unit III: HR Data structuring and analysis: Information Sources: Types of Data, Preparing data;
Different platforms for data analysis viz., MS Excel; Concept of Big Data; Qualitative Analysis of Data:
Reports – descriptive and predictive; Statistical Significance, Types of statistical tests
Unit IV: Recruitment and Selection Analytics: Reliability and validity of selection process,
Human bias in recruitment and selection, Measuring Effectiveness of Training Programs; Employee
Engagement and Workforce Perceptions: Measuring Employee Engagement
Unit V: Psychological Testing in Industry: Fundamentals of testing, Test Construction: item
analysis, reliability, validity, norms; Intelligence tests; Aptitude tests; Personality tests; Projective tests;
Attitude and value scales.
Case Analysis
Suggested Readings:
1. Jac Fitz-enz, The New HR Analytics: Predicting the economic value of your company’s human
capital investment, AMACOM – American Management Association, New York, 2010
2. Tracey Smith, HR Analytics: The What, Why and How, ISBN: 978-1492739166, 2013
3. Dr Martin R. Edwards and Kirsten Edwards, Predictive HR Analytics: Mastering the HR Metric,
Kogan Page Limited, London, 2016
4. Cohen−Swerdlik, Psychological Testing and Assessment: An Introduction to Tests and
Measurement, Seventh Edition, McGraw Hill, USA, 2009
5. Kothari C.R. and Garg Gaurav, Research Methodology- Methods and Techniques, New Age
Publishers, New Delhi, 2019

407: Optional Papers

Optional 1: Management of Discipline
Unit I: Discipline: Concept, Nature and Significance; Factors Promoting Discipline; Principles of
Discipline: McGregor’s Hot Stove Rule.
Unit II: Approaches to Discipline: Judicial; Human Relations; Human Resource; Group
Discipline and Leadership Approach. Industrial Conflict; Manifestations, Approaches and Machinery for
Conflict Resolution.
Unit III: Management of Discipline: Discipline; Individual, Group and Inter-Group; Discipline
among Executives and Workers; Standing Orders, Unfair Labour Practices; Employee Exit Interview;
Code of Discipline.
Unit IV : Principles of Natural Justice; Disciplinary Procedure: Complaint, Charge sheet,
Explanation, Domestic Enquiry, Enquiry report, Awarding Punishment, Judicial Interference.
Unit V : Positive Disciplinary Interventions: Organizational Change and Creation of Congenial
Environment, Transparency equity and Fail Deal, Communication, rationalization of Discipline;
Employee Empowerment; Quality Circles; Quality of Work Life, Counseling; Employee Discipline in the
Context of Liberalization; constitution and Judicial Activism.
Case Analysis
Suggested Readings:

29
 1. Varma, Pramod, Management of Industrial Relations, Oxford & IBH Publications Ltd.,
New Delhi.
2. G.P.Das Gupta, Maintaining Industrial Discipline, Response Books, New Delhi.
3. Prabhakara Rao, D.V.S.R., Management of Discipline, Law Pub. House, Allahabad.
4. Ramakrishna, K., Organisational Stress, University Press, Hyderabad.
5. Rao, S.B., Handbook of Domestic and Department Enquiry, Law Publishing House,
Allahabad.
6. Srivasatava, S.C., Industrial Relations and Labour Laws, Vani Educational Books, New
Delhi.

Optional 2: Management of Trade Unions

Unit I : Trade Union: Concept, Objectives, Origin and Growth of Labour moment and Trade
union Moment, Theories of Trade Union Moment, Marx, Webbs, Pearlman, Tannenbaum, Gandhi and
Hoxie, Trade Union in contemporary Industrial Society, Trade union and Economic Development.
Unit II : Trade Union moment in UK and USA, Profile of Indian Workers, Trade union Moment
in India, National Moment and Trade union moment, Political Involvement in Trade Unions, National
Trade Union Federation: Philosophy, Structure, Objectives, White Collar Unions, Trade Unions in Civil
Services, Managerial Unionism, Women in Trade Unions, Organization of Unorganized Labour.
Unit III: Management of Trade Unions In India: Registration, Structure, Functions, Membership,
Union Security, Leadership, Trade Union Disputes.
Unit IV : Union Administration : Union Democracy, Decision making and Execution, Union
Elections, Communication System, Trade union Finance, Income and Expenditure, Political Fund,
Remuneration Systems, Multiplicity of Trade unions, Inter and Intra union Relations.
Unit V : Recognition of Trade Union: Methods of Membership Verification, Secret Ballot,
Rights of Recognized Trade unions, Role and Status of Minority Unions, Role of Trade union in
Industrial Relations, Trade unions and social responsibilities, Emerging trends in Unionism in India.
Case Analysis
Suggested readings:
1. Heckscher, Charms. C., The New unionism, Basic Books, Inc., Publications, New York.
2. Ramaswamy, Uma, Union and community: Industrial man in South India.
3. Ramaswamy, E.A., Ramaswamy, Uma, Industry and Labour. Oxford University New Delhi.
4. Ramaswamy, E.A., Workers Consciousness and Trade union Response. Oxford University press
Delhi.
5. Karnik. V.B., Indian Trade Union Moments, A survey, Popular Prakshan, Bombay.
6. Myres. C.A., Labour Problems in the Industrialisation in India. Harvard University, Cambridge.
7. Perlman, Selig, Theory of the Labour Moment, Macmillan New York.
8. Vaid. K.N., The New Worker, Asia Publishing House Mumbai.

Optional 3: Organizational Change and Development.

Unit I : Organizational Change: Concept and Significance; Managing Change; Concept of
Analyzing the Environment; Perspectives on Change; contingency; Resource Dependence; Population
Ecology; Implications of Change.
Unit II: Types of Change Continuous or Incremental Discontinuous or Radical Participative and
Directive; Change Levers: Leadership Strategy, Structure, People Management, Technology, Marketing,

30
Quality and Costs. Levels of Change: Knowledge, Attitudinal, Individual Behaviour and Organizational
Performance Changes.
Unit III : Implementing Change: Steps – Assembling a Change Management ; Establishing a
New Direction; Preparing the Organization, Setting up Change Teams, Aligning Structure; Systems and
Resources; Removing Road Blocks; Absorbing Changes into Organization Culture; Identification and
Analysis of the Programme – Force Field Analysis; the Change Cycles; Change Process: Unfreezing,
Changing, Refreezing.
Unit IV: Organizational Development: Concept and Evolution, OD Interventions: Diagnostic
Activities, Team Building, Third Party and Intergroup Interventions; Individual and Educational,
Structural, Power, Politics and Organizational Development.
Unit V: OD in the context of Liberalization; Strategies for Organizational growth;
Computerization and Organizational Development; Indian experience of Organizational Development in
Public and Private Enterprises.
Case Analysis
Suggested Readings:
1. Nilakant, V and Ramnarayan, S., Managing Organizational Change, Response Books, New
Delhi.
2. Kanter, R.M., Stein, B.A. and Jick, T.D., the Challenge of Organizational Change, Free
Press, New York.
3. Venkataratnam C.S., Varma, Anil(ed.), Challenge of Change: Industrial Relations in Indian
Industry, Allied Pub. Ltd., New Delhi.
4. Advaian Thronhill et al., Managing Change, Penrson Ed., New Delhi.
5. Ramanarayana S., Rao, T.V., Singh Kuldeep (ed.), Organisational Development –
Interventions and Strategies, Response Books, New Delhi.
6. French, Wendell L., Bell Jr. Cecil H. and Zawacki Robert A., Organisational Development;
Theory, Practice and Research, Universal Book Stall, New Delhi.

FIELD WORK REGULATIONS

A: Project – I: Field Work – Observation Visits to Industries:
1. Observation Visits (Project) shall be preceded by attendance of the student at a minimum of 6
orientation classes out of 8 arranged for the purpose. A student falling short of minimum attendance
will not be eligible to take up observation visits.
2. Every student shall undertake a minimum of 4 visits out of 5 scheduled observation visits.
3. A visit shall be deemed to be complete only when the other integral parts of Orientation, Group
Discussion, individual supervisory Conference and Report Submission as scheduled are fulfilled.
4. Any student falling short of 4 visits he/she shall make good along with the subsequent batch and the
report valuation shall be done along with the next year batch of students.
5. Each report shall be in candidates’ own handwriting and certified by the field work supervisor or
teacher accompanying the student, teacher guide and Head of the Department before it is sent for
valuation for external and internal examiners.
6. If there is any unsatisfactory certification from any one of the above said persons, the student shall
not be permitted to submit the report for valuation. The student shall submit the report after making
good the deficiency along with the next year batch.

31
7. Every student shall be required to appear for viva-voce (covering theory papers and field work) at the
end of semester-I. The viva-voce committee shall consist of internal faculty members and preferably
with a practicing manager.

B: Project–II: Field Work – Observation visits to Government Agencies/Establishments:

1. Field work - Government Agencies/Establishments shall be preceded by attendance of the student at a
minimum of 6 orientation classes out of 8 arranged for the purpose. A student falling short of
minimum attendance shall not be eligible for placement.
2. Every student shall be required to cover a minimum of 4 out of 5 Government Agencies/Small
Establishments/Service Organizations for 12 continuous working days. The candidate shall put in a
minimum of 10 days attendance.
3. The placement shall be deemed to be complete only when the other integral parts of Orientation,
Group discussion, Individual Supervisory Conference and Report Submission as scheduled are
fulfilled.
4. Any student falling short shall make good along with the next year batch and the report valuation
shall be done along with the next year batch.
5. The same regulations are applicable in respect of certification of the work as mentioned under 5 and 6
sub-sections under observation visits.
6. Every student shall be required to appear for viva-voce (covering theory papers of II semester and
field work) at the end of semester-II. The viva-voce committee shall consist of internal faculty
members and preferably with a practicing manager.

C. Project Work –III: Concurrent Field Work (at the end of II Semester during Summer Vacation)
1. The student shall be placed in an organization within Visakhapatnam and Andhra Pradesh for a
continuous period of 30 Days for concurrent field work. During this period he is required to work on
all HR aspects of the organization and submit a report. The concurrent field work shall be at the end
of the 2nd Semester during the summer vacation. Student absence for two days shall be condoned
during this period. Any absence over the above permitted two days shall be made good by the
extension of the placement at discretion of the organization and Head of the Department (here
extension means continuation of the field work beyond the scheduled date).
2. One month concurrent Field Work shall be preceded by attendance of the student at a minimum of 6
orientation classes out of 8 arranged for the purpose. A student falling short of minimum attendance
will not be eligible to take up one month concurrent Field work.
3. The Student needs to attend Group Discussions pertaining to the 30 days concurrent field work
during the 3rd Semester. Attendance for Group Discussions is mandatory.
4. The candidate shall submit a fair report of the concurrent field work in his own hand writing
covering all the aspects studied.
5. Student shall be required to submit the field work report, after taking necessary guidance and
approval from the Individual Supervisor.
6. The valuation of the Report by the dual examiners shall be taken up at the end of Semester III. The
student shall appear for viva voce at the end of Semester III. The viva-voce shall cover the concurrent
field work report and all the papers covered in all the three Semesters.
7. The viva-voce committee shall consist of the Head of the Department, Chairman- Board of Studies
and one external examiner (either academician or HR practitioner).

32
D. Industrial Study Tour (mandatory):
The Industrial Study Tour is mandatory and it is scheduled at the end of the 3 rd Semester during
Pongal holidays for the benefit of students (MHRM-II year course students). It may consist of a
minimum of 7/8 visits to Industrial Establishments of different sectors in India. In fixing the visits,
preference may be given to such organizations which are not found locally such as Plantations, Mines etc.
It is a non-credit requirement, but on completion of the tour, a hand written report to be submitted to the
department.
E: Project – IV: Block Placement (Internship) (At the end of the IVth Semester, During summer
holidays)
1. Under this programme, a student shall be placed in an Industrial Establishment having well
established Personnel/Human Resource Management Department outside the town/city where
MHRM programme is offered, for a continuous period of 60 days (tentatively April 15 to June 14) as
decided by the university. During this period of field work, each student is required to prepare and
submit a report basing on the fixed schedule and also submit a dissertation report. For this purpose,
each student shall maintain a diary duly signed by the concerned officer of the field work
organization on a day-to-day basis and the same shall be submitted to the department. Student’s
absence for 4 days shall be condoned during this period.
2. Internship shall be preceded by attendance of the student at a minimum of 6 orientation classes out of
8 arranged for the purpose. A student falling short of minimum attendance will not be eligible to take
up Internship.
3. Any absence over the above permitted 4 days shall be made good by the extension of the placement at
the discretion of the organization and the Head of the Department (here extension means continuation
of the placement beyond the scheduled date)
4. The candidate shall submit a fair report of the internship programme in his own hand writing covering
all the aspects studied. The report should focus mainly on the practical and learning aspects of the
organization.
5. Student shall also be required to submit the dissertation part, after taking necessary guidance and
approval from the Teacher –Guide, the dissertation report shall be submitted neatly printed and in
book form for double valuation.
6. The student’s Report shall be accepted for valuation only after satisfactory Confidential report from
the organization, certificate of Teacher in charge of field work, Teacher - Guide and Head of the
Department.
7. The valuation of the Report by the dual examiners shall be taken up at the end of Semester IV.

F: Comprehensive Viva-Voce:
1. No student shall be permitted to take up the comprehensive viva-voce Examination unless he/she
completes all the course requirements including examinations and field work.
2. The viva-voce committee shall consist of the Head of the Department, Chairman - Board of studies,
and two external examiners (one academician and one HR practitioner).
3. The viva-voce shall cover all the papers of all semesters and project work dissertation.

33