ELECTIVES IN THE AREA OF HUMAN RESOURCES

SEM III
HUMAN RESOURCE DEVELOPMENT
Context:
HRD has become a popular notion in India and is now becoming a movement at the national and
the enterprise level. The Personnel profession has undergone a transformation as a result. Hence
it is necessary for students to rmly grasp the essence of HRD.
Objectives:
At the end of the course, the student should be able to
a)
b)
c)
d)

describe the role of a HRD professional in the Indian context.

define and explain the HRD functions in an organisation.
analyse the HR environment in an organisation.
choose from various strategies and instruments for HRD.

Outline:
1. Concept and origin of HRD - Place in HR Management - Goals of HRD - Profile of an HRD
Manager.
2. HRD Mechanisms, Processes and Outcomes.
3. HRD function in the Organisation - Structuring HRD - Indian cases.
4. Pitfalls and dangers in HRD practice.
5. Various HRD Instruments and their utility.
6. Overview of the Training Process - Designing Training & Development activities.
7. Training methodologies - comparison - suitability under different conditions - Social
Process - Training Climate.
8. Evaluation of Training - Post-training Support at Work.
Recommended Books
Basic Texts
1. Rao, T.V. The Hrd Missionary. New Delhi .Oxford & Ibh Publishing Co. Pvt,. Ltd..1998., PP.
2. Lynton R Pareek U. Training For Development. Bombay .D,B. Taraporevala Sons &
Co.Pvt.Ltd. PP.250
3. Desimone, R.L Harris, D.M. Human Resource Development. Australia. Thomson Learning
2002, PP.650
1

4. Rao, T.V. Hrd Missionary: Role And Functions o f Hrd Managers And Hrd
Departments. New Delhi. Oxford & Ibh Publishing Co. Pvt. Ltd.2003, PP.250
5. Kaushal, H. Case Study Solutions Human Resource Development. Macmillan India Limited.
New Delhi.2004, PP.350
Reference:
1. Joy-Matthews, J. Megginson, D. Human Resource Development. New Delhi. Kogan Page.
2004, PP.550
2. Rao, T.V. Readings In Human Resource Development. Oxford & Ibh Publishing Co. Pvt.
Ltd.. New Delhi. 2005, PP.350
3. Mcgoldrick, J. Understanding Human Resource Development: A Research-Based
Approach. Routledge. London.2005, PP.450
4. Garg, Pulin K. Primer On Process Work: : Human Resource Development..
Vol.No.5 Ahmedabad.Isisd.1990, PP.150
5. Pfeiffer, J.W.Ballew, A. Presentation & Evaluation Skills In Human Resource
Development. Vol.No.7 New Delhi. Aditya Books Private Limited. 1993, PP.450
6. Pfeiffer, J.W. Ballew, A. Design Skills In Human Resource Developmentvol.No.6 New
Delhi Aditya Books Private Limited..1993, P.450
7. Pfeiffer, J.W. Ballew, A. Using Case Studies, Simulations Game In Human Resource
Development. Vol.No.5 New Delhi Aditya Books Private Limited..1993, PP.450
8. Pfeiffer, J.W. Ballew, A. Using Role Plays In Human Resource Development. Vol.No.4
New Delhi .Aditya Books Private Limited..1993, PP.450
10.Pfeiffer, J.W. Ballew, A.C. Using Lecturettes, Theory & Models In Human Resource
Development. Vol. No.3 , New Delhi Aditya Books Private Limited..1993, PP.450
11. Pfeiffer, J.W. Ballew, A.C. Using Instruments In Human Resource Development.
Vol.No.2, New Delhi .Aditya Books Private Limited...1993, PP.450
12. Pfeiffer, J.W. Ballew, A.C. Using Structured Experience In Human Resource
Development/ Vol.No.1, New Delhi. Aditya Books Private Limited..1993, PP.450
13. Rao, T.V Nair, M.R.R. Excellence Through Human Resource Development: Improving
Productivity & Competitiveness. New Delhi Tata Mcgraw-Hill Publishing Company
Limited. 1990, PP.250
14. Patel, M.K. Case Studies on Hrd Practices. New Delhi. Anmol Publications Pvt. Ltd.
2005, PP.350
15. Rao, T V. Future of Hrd. New Delhi .Macmillan India Limited.. 2003, PP.250
16. Pareek, U Training Instruments In Hrd And Od New Delhi .Tata Mcgraw-Hill Publishing
Company Limited..2002
17. Marquardt, M. Lynham, S .Advances In Developing Human Resources: Theory To
Practice: Action Learning. New Delhi. Adhr Sage Publications.2010,Pp.119
18. Rao, T.V. Verma, K.K. Alternative Approaches And Strategies Of Human Resource
Development .Jaipur .Rawat Publications.1989.Pp.Xxviii, 404
19. Wilson, J.P. Human Resource Developmemt: Learning & Training For Individuals &
Organizations. New Delhi. Kogan Page.2005,Pp.Xxvi, 564
20. Mankidy, Aruna.Rao, K.V. Organizational Development And Human Resources
Development. New Delhi. Macmillan India Limited.2003,Pp.Viii, 368
21. Grieves, Jim. Strategic Human Resource Development. London. Sage Publications Ltd.
2003 ,Pp.Vii, 210
2

22. Rao, T.V. Hrd Audit: Evaluating The Human Resource, Function For Business
Improvement Response Books. (A Division Of Sage Publications India Pvt. Ltd.).New
Delhi. 1999, Pp.560
23. Rae, L. Trainer Development Programme: Resources Ohp Masters Handouts :Activity
Briefs.Vol.I. New Delhi. Viva Books Private Ltd.1996, Pp.211
24. Rae, L. Trainer Development Programme:. Trainer's Session Guide. Vol.II. New Delhi.
Viva Books Private Ltd.1996, Pp.178

LABOUR LEGISLATION
Context:
Labour legislation is a response of the state to the problems and issues facing labourmanagement relations in industrial units. It is aimed at ensuring peace and harmony between the
3

parties and enabling effective resolution of conflicts and disputes arising in the course of
employment and work performance. Labour legislation lays down the boundaries within which
the management of HR takes place and it also signifies the general orientation of Government
policy towards labour. There are pressures and pulls in this area in the post-1991 period of
liberalisation.
Objectives:
At the end of the course, the student should be able to
1 state the foundation of various labour laws
2 describe their scheme, main provisions and salient features
3 define the basic principles guiding the main provisions
4 analyse the common labour-related situations from the legal point of view
5 evaluate the legal implications of personnel-related decisions.
Content Outline:
1
2
3
4
5
6

Perspectives on Labour pre-independence, post-independence and post-liberalisation eras.

Legislation on wages and monetary benefits: Minimum Wages, Payment of wages, Payment
of Bonus and Payment of Gratuity
Legislation on conditions of work: Factories Act, Industrial Employment(standing orders)
Act
Legislation on social security: Employees Provident Fund, Employees State Insurance,
Workmens Compensation
Legislation on Industrial Relations: Industrial Disputes, MRTU&PULP
Changes sought in the Labour legislation and Trends in recent judgements of the Courts,
importance of labour standards in WTO negotiations.

Input from :
Economics
Business Strategy

Output to:
Employee Relations
Compensation and Benefits

Recommended Books
Basic Texts:
1. Jain, S.P. Industrial and Labour Laws. New Delhi. Dhanpat Rai & Sons, 2004, PP. xiv, 635
2. Sarma A. M. Industrial Jurisprudence and Labour Legislation. Mumbai. Himalaya Publishing
House. 2004, PP.405
3. Goswami, V.G. Labour and Industrial Laws. Allahabad. Central Law Agency. 2004, PP. lxiii,
1037
4. Puri, S.K. Labour and Industrial Laws. Allahabad . Allahabad Law Agency. 1990.PP.
xxix,545
5. Punekar, S.D. Deodhar, S.B. Labour Welfare Trade Unionism & Industrial Relations.
Mumbai. Himalaya Publishing House.1992,Pp.372
6. Ramtirthkar, R.R. Labour Laws. Mumbai. Himalaya Publishing House.2009,Pp.159 Vol.1 &
2

7. Ratnam, C S Venkata. Globalization And Labour Management Relations: Dynamics Of

Change. New Delhi. Response Books 2001,Pp.342
8. Bhagoliwal, T.N. Economics Of Labour And Industrial Relations Agra. Sahitya Bhavan
Publication. 2008,Pp.675
9. Misra, S.N. Introduction To Labour And Industrial Laws. Allahabad. Allahabad Law
Agency. 1981, Pp. Lxxi, 948
References:
1 Malik, P.A. Handbook Of Labour And Industrial Law. Lucknow .Eastern Book Company.
2010. Pp.1263
2 Sivarethinamohan, R. Industrial Relations And Labour Welfare: Text And Cases. New Delhi.
Prentice-Hall Of India Private Limited. 2010,Pp.Xviii, 462
3 Geet, S.D. Deshpande, A.S. Labour Laws. Pune. Nirali Prakashan.2009.Pp.250
4 Madan, A. Labour Law .Pune. Tech-Max Publications.2004,Pp.250
5 Banerjee, D. Globalisation, Industrial Restructuring And Labour Standards: Where India
Meets The Global. New Delhi. Sage Publications India Pvt. Ltd.2005,Pp.320
6 Padhi, P.K .Labour And Industrial Laws. New Delhi. Prentice-Hall Of India Private
Limited.2007,Pp.Xliv, 884
7 Sinha, P.R.N. Sinha, I.B. Industrial Relations, Trade Unions, And Labour Legislation. New
Delhi. Pearson Education Asia.2004,Pp.Xx, 632
8 Ramaswamy, E.A. Question Of Balance Labour Management & Society. New Delhi. Oxford
University Press.1997,Pp.267

MANPOWER PLANNING & SELECTION

Context:

In the changing environment of today, both the size and the quality of work
force need to be adjusted and adapted to the demands made on the
enterprises. The legal & regulatory environment in the last few years has
permitted a degree of flexibility to the enterprises. Competition has put
pressure on costs, while raising compensation levels. Thus the need for manpower
planning has become quite acute today.
Objective:
At the end of the cause, the student should be able to
a) define the place and explain the importance of manpower planning and
selection in the HRM
b) use techniques and procedures of designing jobs and work units
c) evaluate and choose from several techniques of planning and selection.
Outline:
1. An overview of the Employment Market and Practices in
Subcontracting & Contract Labour - Apprentices - Child
Labour

India

2. Analysis of Formal Relationship in Organisation - Principle of Functional Similarity

- Responsibility, Authority and
Accountability - Structures
3. Job Analysis - Job Description - Role Analysis - Job Specification; Job design Job Enlargement - Job Enrichment
4. Resource Forecasting - Demand & Supply Procedures, decisions on outsourcing
functions guidelines and criteria.
5. Recruitment and selection sources of recruitment, cost of recruitment, methods
and processes of selection, Use of competency framework, Issues of coordination
with user departments/groups.
6. Dealing with attrition diagnosis and interventions.
Inputs from:
Outputs to:
Business strategy
Performance Management
Compensation & Benefits
Organisation Development-1

Recommended Books
Text Books
1. Ramaswamy, E.A Labour & Industry. New Delhi Oxford University Press.1981, PP. viii,284
2. Maitland, I. Manpower Planning and Recruiting: Including Induction. New
Delhi. Infinity Books. 2005, PP. xiii, 207
3. Aggarwala, D.V .Manpower Planning, Selection, Training & Development .New Delhi. Deep
& Deep Publications.2008,Pp.Xiv, 382
4. Mcmahon, G.V. Recruitment And Selection: How To Get It Right. New Delhi. Prentice-Hall
Of India Private Limited.2006,Pp.Ix, 175
Reference Books
1. Flippo, E.B. Personnel Management. New York. McGraw-Hill Book Company.1981, PP.607
6

2. Management Extra-Series. Recruitment and Selection. New Delhi. Elsevier India

Pvt.Ltd..2007, PP.116
3. Payne, Tim. Competency Based Recruitment and Selection: A Practical Guide.
Chichester. John Wiley & Sons.2003, PP. xx, 194
4. Christopher, E.M. Managing Recruitment Training and Development: A Source Book Of
Activities. New Delhi. Viva Books Private Ltd..2005, PP. 288
5. Armstrong, M. Cummins, A. Job Evaluation: A Guide to Achieving Equal Pay. London.
Kogan Page. 2006, PP.220
6. Dun. Managing Your Manpower. Bradstreet. Calcutta. Rupa & Co.1992,Pp.176
7. Dunn, J.D. Stephens, E.C. Management Of Personnel: Manpower Management &
Organisational Behaviour. Mcgraw-Hill Book Company, Inc.1972,Pp.Xii,658
8. Lynch, J.J.A Manpower Development System .London. Pan Books Ltd.1971,Pp.208
9. Robbins, S.P. Hunsaker, P.L. Training In Interpersonal Skills: Tips For Managing People At
Work. New Delhi. Prentice-Hall Of India Private Limited. 2008,Pp.Xxv, 387
10.Rampersad, H. Personal Balanced Scorecard: The Way To Individuals Happiness, Personal
Integrity And Organizational Effectiveness .New Delhi. Tata Mcgraw- Hill Publishing
Company Limited.2006.Pp.Xiv, 228
11.Brown, J.N. Swain, A. Professional Recruiter's Handbook :Delivering Excellence In
Recruitment Practice. New Delhi. Kogan Page India Pvt. Ltd.2009,Pp.Iv, 245
12.Raju, P.V.L. Kumar, K.B.S. Icfai University Press On HRM Recruitment And Retention.
Hyderabad .Icfai University Press.2006,Pp.Viii, 162

EMPLOYEE COMPENSATION AND BENEFITS

Context:
With increasing competition, there is certain dynamism in employee compensation as a means of
attracting and retaining manpower. The compensation policy-making has become a complex
7

exercise on account of explosion of specialised jobs, rising competition, tax laws and changing
lifestyles.
Objectives:
At the end of the course the students should be able to
1. define the conceptual framework and use it to describe policy issues in Compensation
2. analyse requirements of a Compensation structure in the context of an organisation
3. use the procedures for devising the structure
Content Outline:
1. Concept of wages: its importance for business, employer-employee relationship, perspectives
of labour and management with reference to wages
2. Components of wages in the organised sector in India- Factors influencing wages- objectives
of a sound wage structure- principle of equity
3. Fixed compensation - Job evaluation - need, concept and its applications - techniques:
ranking, grading, points, factor comparison - benefits and limitations
4. Variable compensation - need, concept and application in blue and white collar jobs - piece
rates and incentives-Operation of various plans and their limitations - Performance bonus profit sharing - stock options
5. Compensation systems for whitecollar employees - executive compensation - different
systems in vogue
6. Rewards and benefits: attendance bonus, protection programmes, subsidies, perquisites
7. Voluntary Separation Schemes
Inputs from
Economics
Labour Legislation
Accounting and Strategy

Outputs to
Manpower Planning
Selection
Employee Relations
Performance Management

Recommended Books
Text Books
1) Flippo, E.B. Personnel Management. New York Mcgraw-Hill Book Company.
1984,Pp. 607
2) Sarma, A.M. Understanding Wage System. Mumbai. Himalaya Publishing House,
2004, Pp. 353
3) Henderson, R.I. Compensation Management In A Knowledge -Based World. New
Delhi. Pearson Education Asia. 2006,Pp. Xi, 690
4) Milkovich, G.T. Newman, J.M. Compensation Tata Mcgraw-Hill Publishing
Company Limited. New Delhi 2005, Pp. Xix, 611
5) Bhattacharyya, D.K. Compensation Management. New Delhi. Oxford University
Press,2009,Pp.Xv, 448
6) Ratnam, C S Venkata.Industrial Relations. New Delhi. Oxford University
Press.2006, Pp.Xix, 747
Reference Books

1. Dunn, J.D. Rachel, Fm. Wage And Salary Administration: Total Compensation
System. New York. Mcgraw-Hill Cook Company,
2. Cmie Reports
3. Mcci Directory Of Wage Settlements
4. Carey, J.F. About Pay: Discussing Compensation. Viva Books Private Ltd. New
Delhi 2004,Pp.68
5. Gindodiya, P. Equity-Based Compensation Plans: An Introduction. Hyderabad.
Icfai University Press,2006,Pp.Vi, 154
6. Gerhart, B. Rynes, S.L. Compensation: Theory, Evidence, And Strategic
Implications. New Delhi. Sage Publications India Pvt. Ltd.,2008, Ix, 350
7. Rappaport, A. Kohn, A,. Harvard Business Review On Compensation. Boston.
Harvard Business School Press.2001,Vii, 208
8. Ellig, B.R. Complete Guide To Executive Compensation. New Delhi. Tata
Mcgraw-Hill Publishing Company Limited.2004,Pp.X, 598

STRATEGIC HR
Context:
Over the last decade, HR has become an active partner in decision making rather being merely a support function. It is
increasingly being involved in drawing strategies for business and global employee deployment. In this context, Strategic HRM
will help the students understand HR & functions at a strategic level.

Objectives:

1. To make students understand the importance of HR strategies and its impact on the
organisations
2. Understand HR strategies in Indian & global perspective and learn how to devise strategies for
long term.
Content Outline:

Strategic Human Resource Management: Introduction, Definition, Objective.

HR Strategies:
Types of HR strategies, Formulation of HR Strategies, conducting a strategic review,
implementing HR strategies
Impact on Organizational Performance, strategic role of top management,
strategic role of line management.
Talent Management:
Strategies at the Entry level, use of BEI, Competency Mapping and Career Anchors.
Career Planning and Succession Planning: Evolution of careers, Considerations for career
planning: organization-centered career planning, Individual-centered career planning
Succession Planning: Elements of Succession planning, Relation between career planning and
succession planning, Challenges.
Competency and Potential Development: What are competencies, How do
competencies differ from skills and knowledge, Integrated HR practices through
competency development, benefits from competency-based on HR practices,
Desired outcomes for organizations, competency based HR practices :
outcomes for employees, developing a skill matrix
Retention strategies
Strategies for Improving organizational effectiveness, organizational transformations-Cross
border Mergers &Acquisitions
Strategies for culture management, quality in strategies
Strategies for learning organization
Employee engagement strategy
Global Dimensions
HR strategy in International Context, Issues:
Developing cross cultural sensitivity, Training & development of International staff
Compensation issues, Performance management issues
Text Books:
10

1. Sharma, A. and Khandekar, A., Strategic Human Resource Management: An Indian

Perspective New Delhi/Response Books (A Division Of Sage Publications India Pvt.
Ltd.)/2006
2. Prasad, K.., Strategic Human Resource Management: Text and Cases New
Delhi/Macmillan Company Of India Ltd./2005
3. Monica Belcourt, Kenneth McBey Strategic Human Resource Planning 2nd New
Delhi/Cengage Learning India Pvt.Ltd./2004
Reference
1. Sullivan, J. Rethinking Strategic HR:HR's Role in Building a Performance Culture
New Delhi/Wolters Kluwer (India) Pvt.Ltd./2009
2. Ulrich, D./Christensen, R. Roadmap to Strategic HR: Turning a Great Idea into a
Business Reality New Delhi/Prentice-Hall Of India Private Limited/2008
3. Armstrong, M. Handbook of Strategic HRM: The Key to Improved Business
Performance-10th
New Delhi/Kogan Page India Pvt. Ltd./2006
4. Dreher, G.F./Dougherty, T.W. Human Resource Strategy: A Behavioral Perspective for
the General Manager New Delhi/Tata Mcgraw-Hill Publishing Company Limited/2005
5. Chanda, A./Kabra, S. Human Resource Strategy :Architecture For Change
New Delhi/Response Books (A Division Of Sage Publications India Pvt. Ltd.)/2000
6. Kandula, S.R. Strategic Human Resource Development-10th New Delhi/PHI Learning
Private Limited/2010
7. Boudreau, J.W./Cascio, W.F. Short Introduction to Strategic Human Resource
Management New Delhi/CAMBRIDGE UNIVERSITY PRESS/2013
8. Das, P. Strategic Human Resource Management: A Resource Driven Perspective -2nd
New Delhi/Cengage Learning India Pvt.Ltd./2011
9. Jackson, S.E./Schuler, R.S. Strategic Human Resource Management -2nd New
Delhi/Blackwell Publishing/2008
10. Agarwala, T. Strategic Human Resource Management New Delhi/Oxford University
Press/2007
11. Armstrong, M.Strategic Human Resource Management: A Guide to Action-3rd New
Delhi/Kogan Page India Pvt. Ltd./2007
12. Chanda, A./Krishna, B.S./Shen, J. Strategic Human Resource Technologies: Keys to
Managing People New Delhi/Response Books (A Division Of Sage Publications India
Pvt. Ltd.)/2007
13. Grieves, Jim Strategic Human Resource Development London/Sage Publications
Ltd./2003

ELECTIVES IN THE AREA OF HUMAN RESOURCES

SEM IV

11

EMPLOYEE AND INDUSTRIAL RELATIONS

Context:
The area of Human Resource Management in any organisation is
anchored in the hard-core reality of Employer-Employee Relations, which
involves negotiating for compatibility in the inherently conflicting
interests of two sides. Thus, the material basis for HRM is provided by the
Employee Relations and hence every practitioner of HRM needs a firm
grasp of its dynamics under the rapidly changing environment of today.
Objectives:
At the end of the course, the student should be able to
1. articulate a broad perspective of Employee Relations in the Indian
context.
2. define the variables which make up the dynamics of Employee Relations.
3. analyse Employee Relations problems at the enterprise level.
4. generate alternatives for decision- making in common situations.
Outline:
1. Overview of Industrial Relations in India - Historical
Evolution of
Trade Unionism - The role of the State post-globalisation trends.
2. Trade Union. Movement - Types of Unions - Central Trade Unions Politicisation - Multiplicity - Legal Environment reasons for decline in
influence.
3. Labour Welfare & Social Security - Objectives & Measures - Issues in
Social Security- debate on Exit policy
4. Collective Bargaining - Concept - Process - Contracts and Settlements Trends.
5. Industrial Conflicts - Nature & Manifestation - Causes: Wages and
Benefits, Grievances, Discipline, Recognition.
6. Profiles of an Industrial Worker, IT employee, BPO employee Absenteeism - Turnover and attrition.
7. Employee Satisfaction Surveys, climate surveys : instruments, methods
and usage.
8. Employee relations issues in Service organisations IT and BPO sectors.
9. Technology - Change & Development - Knowledge-workers - Impact on
Employment
Inputs from:
Economics
Compensation
Labour Legislation

Outputs to:
Organisation Development

12

Recommended Books
Text Books
1. Monappa, A. Industrial Relations. New Delhi. Tata Mcgraw-Hill
Publishing Co. 1997,Pp. 388
2. Punekar, S.D. Sankaran, S. Labour Welfare, Trade Unionism &
Industrial Relations. Mumbai. Himalaya Publishing House. 2005,
Pp. 372
3. Jain, S.P. Industrial Relations And Labour Laws. New Delhi.
Dhanpat Rai & Co. (P) Ltd. 2004 ,Pp. Xiv, 635
4. Mamoria, C.B. Mamoria, S Dynamics Of Industrial Relations.
Pune. Himalaya Publishing House. 1997, Pp. 1,881
5. Bhagoliwal, T.N. Economics Of Labour And Industrial Relations.
Agra. Sahitya Bhavan Publication.1998, Pp. 675
6. Parker, M. Slaughter, J. Choosing Sides: Unions And The Team
Concept Boston. South End Press. 1988,Pp. 229
7. Dwivedi, R.S. Managing Human Resources: Industrial Relations In
Indian Enterprises. New Delhi. Galgotia Publications Pvt. Ltd.
2002, Pp. 548
8. Bhatia, S.K. Venkataratnam, C.S. International Practices In
Industrial Relations: Global Comparative Industrial Relations
Systems. Rajouri. Deep & Deep Publications. 2003, Pp. Xvii, 489
9. Ratnam, C. S. Venkata. Industrial Relations. New Delhi. Oxford
University Press.2006, PP.XIX, 747
Reference Books
1. Sinha, I.B. Sinha, P.R.N. Industrial Relations, Trade Unions, And
Labour Legislation. New Delhi. Pearson Education Asia. 2004 ,Pp.
Xx, 632
2. Blyton, P. Turnbull, P. Dynamics of Employee Relations. New York,
Palgrave Macmillan. 2008.,Pp.Xviii, 430
3. Hartley, J.F. Employee Relations :Influence & Control At Work.
New Delhi. Beacon Books.1998,Pp.Viii, 346
4. Singh, P.N. Kumar, N. Employee Relations Management. New
Delhi. Pearson Education Pvt.Ltd,2011, Pp. XXV, 392
5. Rao, P.L. Raju, P.R.K. Industrial Relations In India: Beginning Of
Working Class To Date (1850 To 2009).New Delhi. Excel Books,2
010,Pp.Xiv, 439
6. Sivarethinamohan, R. Industrial Relations And Labour Welfare:
Text And Cases. New Delhi. Prentice-Hall Of India Private
Limited.2010.Pp.Xviii, 462
7. Sen, R. Industrial Relations In India: Shifting Paradigms. New
Delhi. Macmillan & Company Limited,2008,Pp.Xii, 507

13

8. Joseph, J. Industrial Relations: Towards A Theory Of Negotiated

Connectedness. New Delhi. Response Books (A Division Of Sage
Publications India Pvt. Ltd.), 2007, Pp. Vii 285
9. Balasubramanian, A. Industrial Relations. Pune. Everest
Publishing House, 1998,Pp.206

14

PERFORMANCE MANAGEMENT
Context:
The relationship between the organisation and its members/employees has become
more centered on work output on account of changes in the environment. Its
implications are seen in a greater emphasis on close monitoring and measurement
of the output. At the same time, employees have gained in competence and
mobility, thus demanding more autonomy. These countervailing forces need to be
balanced.
Objectives:
At the end of the course the student should be able to:
1. Describe the components of a PM system and its process
2. Define the requirements for effectiveness of a PM system
3. Assess and evaluate the outcomes and consequences of a given PM system
Contents:
1. Evolution of Performance management merit rating of workers,
performance appraisal, confidential reports, problems faced in these systems.
Changes in the environment competition, technology, rising compensation,
job market expansion.
2. Measurement of performance Key Result areas, performance indicators,
problems of measurement of teamwork.
3. Goal-setting business plans, operating plans, team and individual targets.
Dimensions of performance, conduct & behaviour, self-development,
citizenship. Negotiations.
4. Resource mobilisation physical, manpower, knowledge and information.
5. Review process Peer-review, 360 degrees, reverse appraisal, midterm and
terminal reviews, corrections, feedback, counselling.
6. Rewards & benefits normalisation of ratings, inter-departmental
comparisons, inter-level comparisons, issues of equity.
7. Training needs potential vs performance use of performance records for
succession planning.
8. Problems, issues and trends in organisations in India.
Inputs from
Organisation processes
M Planning and Selection

Output to
Compensation and Benefits
Organisation Development

Recommended Books
Text Books
1) Chadha, P. Performance Management: It's About Performing: Not Just
Appraising. New Delhi. Macmillan India Limited. 2003, Pp. Xxvi, 474

15

2) Rao, T V. Performance Management And Appraisal Systems: Hr Tools

For Global Competitiveness. New Delhi. Response Books. 2007, Pp.
Xix, 330
3) Rao, T.V. Rao, R. 360 Degree Feedback And Performance Management
Systems. Vol.No.1, New Delhi. Excel Books. 2003, Pp. Xviii, 304
4) Rao, T.V. Rao, R 360 Degree Feedback And Performance Management
Systems. Vol.No.2, Excel Books, New Delhi. 2003, Pp.Xii, 267
5) Armstrong, M. Baron, A Performance Management: A Strategic And
Integrated Approach To Achieve Success. Mumbai. Jaico Publishing
House.. 2006 ,Pp.
Reference Books
1. Armstrong, M. Armstrong's Handbook Of Performance Management: An
Evidence-Based Guide To Delivering High Performance. New Delhi.
Kogan Page India Pvt. Ltd.2010, X, 382
2. Saks, A.M. Haccoun, R.R. Performance Management: Through Training
And Development. New Delhi. Cengage Learning India Pvt.Ltd.2009,
Pp.307
3. Ramani, V.V. Performance Management Systems: Case Studies.
Hyderabad .Icfai University Press,2006, Pp.Vii, 193
4. Aguinis, H. Performance Management. New Delhi. Pearson Education
Pvt.Ltd..2007,304
5. Armstrong, M. Armstrong's Handbook Of Reward Management Practice
Improving Performance Through Reward. New Delhi. Kogan Page India
Pvt. Ltd.,2010, Pp.Vii, 472
6. Thomas, M. High-Performance Consulting Skills: The Internal
Consultant's Guide To Value-Added Performance. New Delhi. Viva Books
Private Ltd., 2010, Pp.286
7. Sullivan, J. Rethinking Strategic Hr: Hr's Role In Building A Performance
Culture. New Delhi. Wolters Kluwer (India) Pvt.Ltd.2009.Pp.Xiv, 436
8. Wardell, C. Gary, L. Motivating People For Improved Performance.
Boston. Harvard Business School Press.2005,Pp.Viii, 191
9. Neale, S. Spencer-Arnell, L. Emotional Intelligence Coaching: Improving
Performance For Leaders, Coaches And The Individual. New Delhi
Kogan Page India Pvt. Ltd.2009.Pp.Vii, 230
10.Prasad, G.B.R.K. Corporate Performance Improvement: A Practitioner's
Perspective. Hyderabad. Icfai University Press.2008,Pp.Vi, 167
11.Porter, M.E. Competitive Advantage: Creating And Sustaining Superior
Performance. New York. Free Press, 2004 Pp. Xxiv, 557
12.Harrison, N. Improving Employee Performance. New Delhi. Kogan Page
India Pvt. Ltd.2009,Pp.Iv, 123
13.Buytendijk, F. Performance Leadership: The Next Practices To Motivate
Your People, Align Stakeholders. And Lead Your Industry. New Delhi.
Tata Mcgraw-Hill Publishing Company Limited, 2009, Ix, 302
14.Stuart-Kotze, R. Performance: The Secrets Of Successful Behaviour.
New Delhi. Pearson Education Pvt.Ltd, 2008, Pp.Xii, 250
15.Spencer, L.M. Spencer, S.M., Competence At Work: Models For Superior
Performance. New York, John Wiley & Sons, Inc.,.2008, Pp.Xii, 372

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16.Drucker, P.F. Eccles, R.G. Harvard Business Review On Measuring

Corporate Performance. Boston. Harvard Business School Press.1998,
Pp.229
17.Bagchi, S. High Performance Entrepreneur: Golden Rules For Success In
Today's World. New Delhi. Penguin Portfolio.2006.244
18.Stiffler, M.A. Performance: Creating The Performance-Driven
Organization. New Delhi. John Wiley & Sons.2006, Pp.Viii, 204
19.Rampersad, H.K. Total Performance Scorecard: Redefining Management
To Achieve Performance With Integrity. New Delhi. Elsevier India
Pvt.Ltd.2004, Pp.Xx, 332
20.Costello, S.J., Effective Performance Management, Tata Mcgraw-Hill
Publishing Company Limited, New Delhi.
21.Cardy, R.L., Performance Management: Concepts, Skills, And Exercises.
New Delhi .Prentice-Hall Of India Private Limited,
22.National Press, Peak Performance How To Get The Best From Yourself,
Your Co-Workers, & Your Staff , Mumbai.
23. Jaico Moores, R. Management Performance And Development Manual.
New Delhi .Penguin Books.
24.Harvard Business. Essentials Performance Management: Measure And
Improve The Effectiveness Of Your Employees. Boston. Harvard
Business School Press. 2006, Pp.
25.
Reddy, S. Performance Management: Concepts And Cases. Cfai
University Press. Hyderabad 2006
26.Verweire, K. Berghe, Lutgart Van Den. Integrated Performance
Management: A Guide To Strategy Implementation. . New Delhi. Sage
Publications India Pvt. Ltd 2005
27.Armstrong, M. Performance Management: Key Strategies And Practical
Guidelines. New Delhi. Kogan Page India Pvt. Ltd.,2007, Pp.216

17

ORGANISATION DEVELOPMENT
Context:
`Organisation Development is not a panacea for all the problems of organisation.' It is necessary to
remember this in the world of today, when OD has gained in popularity and prestige. It is a strategy for
intelligently facing the requirements of a changing world.
Objectives:
The course aims at enabling student to
a) describe the broad perspective of the field
b) analyse the implications of OD activities and
c) evaluate various strategies and models of OD.
Outline:
1. Concept and history of OD - Laboratory training, Survey Research, Action Research - Underlying
assumptions and values.
2. Nature of OD - Operational Components, Foundations &

Characteristics.

3. Action Research - Process & Approach.

4.
OD Interventions
interventions.

- Team, Intergroup, Interpersonal, Comprehensive interventions, Structural

5. Major issues - Power & Politics, Research, Future Trends.

Recommended Text
Text Books
1. French, W.L. Bell, C.H. Organisation Development: Behavioural Science interventions for
Organization Improvement. New Delhi. Prentice Hall of India Pvt. Ltd.2006, PP. xv, 343
2. Margulies, RAI, A.P. Organisation Development. New Delhi. Tata McGraw-Hill Publishing
Co. Ltd.,
4. Burke, W.W. Organization Development: A Process Of Learning And Changing.
Massachusetts. Addison- Wesley. Longman, Inc.1998
5. Cummings, Thomas. G. Organization Development & Change. Australia. Thomson
Learning.2004
Reference Books
1. Brown, D.R. Harvey, D. An Experiential Approach to Organization Development. New Delhi
Pearson Education Pvt. Ltd. 2006, PP.
2. Bell, C.H. French, W. L. Organization Development and Transformation: Managing Effective
Change. New Delhi. Prentice-Hall Of India Private Limited. 2006, PP. xiii, 506
3. Amuthalakshmi, P. Krishnan, U. Organization Development: Intervention in Indian Business.
Chennai. Armoise Trust.2005, PP. viii, 280
4. Greiner, L. Schein, V. Power And Organization Development: Mobilizing Power To Implement
Change. Massachusetts. Addison-Wesley .Longman, Inc.1998, PP. xiii, 184

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5. Nadler, D.A. Feedback And Organization Development: Using Data-Based Methods. vol.No.27.
Massachusetts Addison-Wesley. Longman, Inc.,1998, PP. xviii, 203
6. Lawler, E.E. Pay And Organization Development. vol.No.21. Massachusetts. Addison-Wesley
Longman, Inc.1998, Pp.250
7. Schein, E.H. Process Consultation: Its Role In Organization Development. Vol : I- Vol.No.16.
Massachusetts Addison-Wesley. Longman, Inc. 1998, Pp.230
8. Rao, T.V. Ramnarayan, S. Organizational Development : Intereventions And Strategies .New
Delhi. Response Books (A Division Of Sage Publications India Pvt. Ltd.).1998, 1,408
9. Ghanekar, A. Essentials Of Organization Development. Pune .Everest Publishing
House.2010,Pp.510
10. Verma, P. Organization Development: Intervention Strategies. Hyderabad. Icfai University
Press.2007,Pp.Ix, 255
11. Gregory, J .Mead, R. An Experiential Approach To Organization Development. New Delhi.
Pearson Education Pvt.Ltd.2006.Pp.528
12. Amuthalakshmi, P. Krishnan, U. Organization Development: Intervention In Indian Business.
Chennai. Armoise Trust,2005, Pp.Viii, 280
13. Mankidy, Aruna. Rao, K.V. Organizational Development And Human Resources Development.
New Delhi. Macmillan India Limited.2003,Pp.Viii, 368
14. Kaagan, S.S. Leadership Games: Experiential Learning For Organizational Development. New
Delhi. Response Books (A Division Of Sage Publications India Pvt. Ltd.)1999,Pp.Xxv, 187
15. Dogra, D. Ishwar Dayal On Management: Organisational Development & Change. New
Delhi. Ane Books India.2006,Pp.Xii, 257

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