MASTER OF BUSINESS ADMINISTRATION 2023
MBA 510: Human Resource Management
COURSE OUTLINE
Duration: From: 07 October, 2023 To: 23 December, 2023
Day and Time:
Group A (Monday 1745 – 2045 h)
Group B (Saturday 1400 – 1700 h)
Resource Person: Prof. Ajantha S. Dharmasiri (ajantha@pim.sjp.ac.lk)
Program Cordinator: Dr. Asanga Ranasinghe (asanga@pim.sjp.ac.lk)
1.
Course Description
In the competitive world of business, Human Resource Management (HRM) function has a
strong bearing upon an organization’s corporate strategy formulation and implementation. As
organizations move away from the industrial age dominated by factory labour practices to the
information age, characterized by the power of the knowledge worker, the HRM - corporate
strategy link is receiving greater attention in all aspects of management. In this context,
managing people, the most precious resource in an organization is increasingly becoming
important in order to sustain a profitable growth.
2.
MBA Programme Goals
This module is in direct relevance to the goals of the MBA programme. As it is stated, PIM
MBA graduates will be able to:
A. Recognise the key knowledge, skills, and attitudes at local and global level, and
demonstrate critical awareness of current issues in management.
B. Reflect problem identification with critical and logical thinking and in-depth analysis using
appropriate management techniques to solve business related problems with sound
judgments.
C. Reach relevant public and private organisations locally and globally, through networking
and communicate decisions clearly to relevant specialist and non-specialist groups.
D. Realise the importance of economic and ecological concerns and the humane aspects of
business activities and demonstrate self-direction and originality in tacking and solving
problems as a thought leader.
E. Reinforce professionalism, integrity, and ethics in being conscious about values when
decisions are made at all levels.
1
3.
Course Objectives and Learning Outcomes
The objectives of this course are basically two-fold. Firstly, the participants are required to
understand the fundamental HRM issues and practices in the current and evolving world of
business and government. Secondly, they must acquire practical skills of an HRM professional
who has responsibility for the management of the HRM department and assisting other
functional heads in the management of people in their respective departments.
Upon completion of this course, and its assignments, participants will be able to demonstrate the
following learning outcomes (LOs).
LO1: Recognize the key fundamentals of HRM.
LO2: Reflect on the main challenges associated with HRM.
LO3: Reach diverse organizations, industries, and situations with confidence.
LO4: Realize the applicability of concepts learnt to the current issues faced by one’s workplace.
LO5: Reinforce the way how one professionally applies the key lessons of HRM in playing a
people manager role in one’s workplace.
Table 1: Contribution of Course Learning Outcomes to achieve the Learning objectives of
national importance.
2. Communication
1. Teamwork and Leadership
5. Creativity and Problem Solving
6. Managerial and Entrepreneurship
7. Information Usage and Management
8. Networking and Social Skills
9. Adaptability and Flexibility
10. Attitudes, Values and Professionalism
11. Vision for Life
12. Updating Self / Lifelong Learning
MBA
Categories of Learning Outcomes
3. Practical knowledge and application
4
Course
Code
4. Subject/Theoretical knowledge
Term
LO1
LO1
LO
LO3
LO4
LO5
LO1
LO3
LO4
LO1
LO5
LO5
510
2
Table 2: Contribution of Course Learning Outcomes to the four pillars of PIM identified
in the mission statement.
3. Research
2
1. Development
Pillars
2. Partnerships
Course Code
4. Learning
Term
4
MBA
LO1
LO2
LO3
LO4
510
4.
Course Delivery and Methodology
An interactive learning approach will be adopted. The following will feature markedly in the
conduct of the course: Lecture presentations, case analysis, group presentations & discussions,
videos, assignments on issues related to Sri Lankan organizations and literature reviews.
In addition to the regular three-hour sessions, the participants are expected to engage in group
discussions on case analysis, article review, and specific managerial issues related to business
organizations.
5. Course Content
Prescribed Textbooks
i. Dharmasiri, A.S. (2019). HRM for managers: A learning guide (2nd ed.).
Postgraduate Institute of Management.
ii. Kimball, D. (2017). Cases in Human Resource Management, SAGE. (Selected cases
will be used).
Study Schedule
Session
Topic
Learning
Outcome
Key Activity
01
Overview of
HRM – An
Integration of
Seven Gs.
Identifying the
people
management
role, one has to
play in one’s
organization.
Lecture: Overview of HRM
with reference to seven Gs
Group Discussion: Key
workplace Issues pertaining
to seven Gs.
Case Analysis: HRM
effectiveness
Overview of
the
prescribed
textbook i.
02
GOAL Strategic
Significance
Applying the
strategic
integration
questionnaire to
one’s
organization and
assess the
presence of
strategic HRM.
Lecture: Strategic
significance of HRM
Discussion: Corporate
strategy – HRM linkage
Group Activity: Assessing
one’s organization using
SIQ.
Chapter 1 of the
prescribed
textbook i.
03
GET –
Right Person for
the Right
Position
Developing a
process flow
chart for
employee
selection.
Lecture: Recruitment and
selection.
Discussion: Issues involving
recruitment and selection.
Group Activity: Developing a
process flow chart for
Chapter 2 of the
prescribed
textbook i.
Case 6.2 of
prescribed
textbook ii.
3
Mandatory
Reading(s)
employee selection.
Video: Behavioral
Interviewing
Session
Topic
Learning
Outcome
Key Activity
04
GROW Developing
Talent
Evaluation of
training
techniques in
tabulating their
relative
strengths,
shortcomings,
and specific
applications.
Lecture: Key concepts of
training, learning and
development.
Discussion: Identification of
training needs.
Group Activity: Evaluating
training techniques.
Chapter 3 of
the
prescribed
textbook i.
Case 7.1 of
the
prescribed
textbook ii.
05
GIVE –
Rewarding and
Recognizing
Applying key
concepts in a
real-life situation
Lecture: Fundamentals of
reward management.
Discussion: The applicability
of performance related pay.
Case Analysis: Reward
management.
Chapter 4 of the
prescribed
textbook i.
06
GLUE –
Engaging
Employees
Applying the
Ten C
framework for
ensuring
employee
engagement
Lecture: Key concepts of
employee engagement.
Discussion: Identification of
training needs.
Case Analysis: Xerox in
transition
Chapter 5 of the
prescribed
textbook.
07
GLOW –
Performance and
Potential
Identifying the
bottlenecks in
the performance
management
system in one’s
organization
Lecture: Performance
management.
Group Discussion: Issues
relating to performance
management in one’s
organization.
Role Play: Conducting a
performance feedback
discussion.
Chapter 6 of the
prescribed
textbook i.
08
GUARD –
Controls for
Conforming
Consistently
Applying the
key aspects of
labour relations
and HR policy
framework.
Lecture: Fundamentals of
labour relations and
employee welfare.
Group Discussion: Issues
relating to labour relations in
one’s workplace.
Chapter 7 of the
prescribed
textbook i.
09
Emerging
Trends in HRM
Developing an
HR Scorecard
(HRS) for one’s
organization.
Lecture: Basics of the HRS.
Group Activity: Developing
an HRS
Beatty et al
(2003). New
HR Metrics:
Scoring on the
Business
Scorecard.
4
Mandatory
Reading(s)
Organizational
Dynamics, 32
(2), 107 – 121.
10
HRM in the
Context of
current crises
Group
discussion on the
impact of current
economic crisis
on HRM
practices
Debate: Based on the
assigned topic
Discussion: Based on the
essence of the group
assignment
Case 16.1 of the
prescribed
textbook ii.
Additional Reading: Please read the Supplementary Readings stated under section 10 below to
cover your Notional Hours. Participants are required to spend a minimum of 86 hours on
reading the relevant course material outside the face to face teaching learning hours.
6.
Scheme of Evaluation
Assessment Item
Individual
Assignment
Details of the Assignment
“Employee wellness should be the
most crucial priority for HR
professionals amidst the current
crises.”
The above statement is the key for the
assignment. It focusses your critical
reasoning and evidence- based
arguments with an overall practical
approach.
1. Consider a proposing (supporting)
point of view of the above statement
and provide three arguments with
literature support and practical
insights.
2. Consider an opposing point of view
of the above statement and provide
three arguments with literature
support and practical insights.
3. Adequately draw Sri Lankan
workplace examples to strengthen
your arguments “for” and “against”.
4. Meaningfully discuss the
applicability of the above statement
to your context (job, workplace,
career history etc.) and discuss the
issues with regards to working
location.
5. Suggest suitable recommendations
for your workplace with specific
outputs and outcomes. (Use
IRTOO tabular form)
5
Specific
Requirements
Due
Date
Should be of 2000
– 2200 words
(excluding cover
page, declaration
page, annexes, and
references), in
Times New
Roman 12 point,
according to PIM
guidelines.
26
Nov.
2023
Weigghtage
(%)
30
Assessment Item
Details of the Assignment
Group
Assignment
1. Explore the practice of HRM in an
organization of your choice, in the
context of current crises.
2. Critically examine the strategic role
played by the HR in the “new
normal”.
3. Discuss the impact of current crises
on various HRM practices in the
selected organization based on the
seven G framework.
4. Identify best practices and worst
practices of HRM as observed by
their “internal customers”.
5. Propose suitable recommendations
to improve HRM in the selected
organization.
Final
Examination
Assessing the understanding of the key
concepts and their possible
applications.
7.
Weightage
(%)
Specific
Requirements
Should be of
3000 – 3300
words (excluding
cover page,
declaration page,
annexes, and
references), in
Times New
Roman 12 point,
1.5 line spacing.
Formatting should
be according to
PIM guidelines.
Due
Date
12
Dec.
2022
Clarity of ideas
expressed with
visuals and key
points.
To be 50
announced
20
Assessment of Key Learning Outcomes
Key Learning Outcomes
Link to
the MBA
Learnin
g Goals
Individual
Assignment
Final
Exam
Y
Y
a. Recognize the key fundamentals of HRM
(LO1)
A
b. Reflect on the main challenges associated
with HRM (LO2)
B
c. Reach diverse organizations, industries,
and situations with confidence (LO3)
C
Y
Y
d. Realize the applicability of concepts learnt
to the current issues faced by one’s
workplace (LO4)
D
Y
Y
e. Reinforce the way how one professionally
applies the key lessons of HRM in playing
the peoples manager role in one’s
workplace (LO5)
E
Y
Y
6
Y
Group
Assignment
Y
Y
8.
Rubric for Written Assignments (Individual / Group)
Aspect
Marks/ Grading
0-59 (Fail)
Below
expectations.
60-70 (Pass)
C/C+
Barely
meeting
expectations.
71-80
B/B+
Satisfactorily
meeting
expectations.
81-90
A-/A
Above
expectations.
91 & above
A+
Well above
expectations.
Aims and
objectives
No proper aims
and objectives.
Given, but not
clear
Acceptable.
Acceptable.
Stated in detail.
Clearly spelt out.
Stated
specifically and
precisely.
Contents and
analysis
Not at all
organized.
Assignment
does not contain
the essential
requirements.
Usage of
theory,
description,
relevant
models,
application of
theory to the
given scenario,
examples, etc.,
Not
adequately
elaborated.
Usage of
appropriate
theory,
description,
relevant models,
application of
theory to the
given scenario,
development of
arguments,
examples,
rationalization
etc are given.
Usage of
appropriate
theory,
description,
relevant models,
application of
theory to the
given scenario,
development of
arguments,
examples,
rationalization,
sharing
experiences.
Critical analysis
is available but
weak.
Usage of
appropriate
theory,
description,
relevant models,
application of
theory to the
given scenario,
development of
arguments,
examples,
rationalization,
sharing
experience and
challenging the
concepts/ theory.
Sound critical
analysis.
Quality and
relevance of
recommendations
Nothing or
weak. Not
acceptable.
Weak but
acceptable. Not
linked to the
issues
identified.
Acceptable.
Appropriately
linked to the
issues identified.
Outputs and
outcomes are
not clear.
Acceptable
presentation
of
issuespecific
recommendati
ons
with
outputs and
outcomes.
High quality
recommendati
ons that are
issue-specific
with relevant
outputs and
outcomes.
Adequacy and
accuracy of
referencing
Not at all
acceptable.
Shortcomings
and errors
are evident.
Satisfactory but
can be further
improved.
Correct format
has been used.
Few citations do
not reflect as
references and
vice versa.
Correct
format has
been used.
However, a
variety /
mixture of
sources such
as journal,
books,
conference
papers,
websites etc.
are not
visible.
Correct
format has
been used.
Variety /
mixture of
sources are
visible.
Overall
presentation with
proper grammar,
spelling, and
syntax.
Not acceptable.
Acceptable.
Errors/
mistakes are
observed.
Acceptable
English level.
Few formatting
spellings,
grammar
Sound English.
Consistent
formatting. Few
spelling and
grammar
Sound English.
Consistent
formatting. No
spelling and
grammar
7
mistakes.
9.
mistakes.
mistakes.
Rubric for Final Examination (Essay-type Questions)
Aspect
Marks/ Grading
0-59 (Fail)
60-70 (Pass)
C/C+
71-80
B/B+
81-90
A-/A
91 & above
A+
Below
expectations.
Barely
meeting
expectations.
Satisfactorily
meeting
expectations.
Above
expectations.
Well above
expectations.
Introduction
No
definitions.
No quotes,
only one
definition.
A relevant and
appropriate
quote with a
definition.
A relevant
and
appropriate
quote with at
least one
definition.
A relevant
and
appropriate
quote with
several
suitable
definitions.
Theoretical
under-pinning
and indication
of models
No theory
or irrelevant
theory/
models
Elaboration
on theory/
models is
weak.
Examples
are hardly
stated.
Elaboration &
explanation /
description of
relevant theory
and the models.
Graphical
illustrations are
given. Indication
of exceptions ( if
any).
Elaboration &
explanation /
description of
relevant theory
and the models.
Graphical
illustrations are
given. Indication
of exceptions (if
any).
Elaboration &
explanation /
description of
relevant theory
and the models.
Graphical
illustrations are
given. Indication
of exceptions (if
any).
Application
Incorrect
application
Explanation on
application of
theory to the
given scenario
is barely
acceptable.
Examples
quoted.
Explanation on
application of
theory to the given
scenario.
Examples quoted.
Explanation on
application of
theory to the
given scenario.
Examples quoted.
Explanation on
application of
theory to the
given scenario.
Logical order.
Solid flow.
Examples
quoted.
Sharing
experiences
No evidence
at all.
Inadequate
evidence
provided.
Satisfactory
evidence
provided.
Good
evidence
provided
reflecting
his/her
experience,
knowledge
etc.
High quality and
relevance
evidence
provided
reflecting his/her
experience,
knowledge etc.
Arguments
Nothing
available.
Inadequate
and
unclear.
Satisfactory
attempt is
made to
provide some
arguments.
Good way of
arguing with
logic and
evidence.
High quality
arguments
are logically
presented
presented
8
10. Grading Scale
Total marks obtained will be graded using the following scale.
Marking Scale
91 – 100
86 – 90
81 – 85
76 – 80
71 – 75
66 – 70
60 – 65
00 – 59
Grade
A+
A
AB+
B
C+
C
F
11. Supplementary Readings
Books
1. Dharmasiri, A.S. (2021), “Strategic Strides: Serene Sharing for Sustained Success”, S.
Godage & Sons.
2. Dharmasiri, A.S., Jayawardena, A.K.L, Rathnayake, S., & Bamunusinghe, R. (2021),
PIM Cases in Management, Postgraduate Institute of Management.
3. Dharmasiri, A.S. (2018). People perspectives: Diverse discussions for discovery. Institute of
Personnel Management.
4. Opatha, H.D.N.P. (2009). Human resource management. University of Sri
Jayewardenepura.
5. Opatha, H.H.D.N.P. (2019). Sustainable human resource management. Author Publication.
6. Patrik, S.F, Cooray, S. and Dharmasiri, A.S. (2022), “MAS Holdings: A Story of Resilience
During the Covid-19 Pandemic”, MAS Holdings.
7. Ranasinghe, S., & Dharmasiri, A. S. (2013). HR challenge: Dynamics of value creation and
competitiveness through people. Institute of Personnel Management.
8. Rao, T. V. (1990). The HRD missionary: Role and function of HRD managers and HRD
departments. Tata McGraw-Hill, 75-109.
9. Ulrich, D., & Brockbank, Y. (2005). The HR value proposition. Harvard Business School
Press.
10. Ulrich, D., Allen, J., Brockbank, W., Younger, J., & Nyman, M. (2009). HR transformation:
Building human resources from the outside in. RBL.
Journal Articles
1. Altman, E. J., Kiron, D., Schwartz, J., & Jones, R. (2021). The future of work is through
workforce ecosystems. MIT Sloan Management Review, 62(2), 1-4.
2. Baur, J. E., Buckley, M. R., Bagdasarov, Z., & Dharmasiri, A. S. (2014). A historical
approach to realistic job previews: An exploration into their origins, evolution, and
recommendations for the future. Journal of Management History. 20(2), 200-223.
3. Dharmasiri, A. S. (2013). Strategic orientation of HR managers: A South Asian perspective.
South Asian Journal of Management, 20(2),7 -39.
4. El-Kassar, A. N., & Singh, S. K. (2019). Green innovation and organizational performance:
the practices. Technological Forecasting and Social Change, 144, 483-498.
5. Jesuthasan, R., & Boudreau, J. (2021). Work without jobs. MIT Sloan Management Review.
6. Jayarathne, W.G.N., & Dharmasiri, A.S. (2017). Effects of social capital, human capital, and
the family-work conflict on perceived female career development. Sri Lankan Journal of
Management, 22(2),1-41.
9
7. Kanter, R. M. (2012). How Great Companies Think Differently?. NHRD Network
Journal, 5(1), 1-12.
8. Kooij, D. T., & Boon, C. (2018). Perceptions of HR practices, person–organisation fit,
and affective commitment: The moderating role of career stage. Human Resource
Management Journal, 28(1), 61-75.
9. Mendis, S. A., & Dharmasiri, A.S. (2019). The impact of multiple intelligences on
individual work performance and the role of generations. Sri Lankan Journal of
Management, 24(1), 1 -29.
10. Nalini, B., & Durai, F. A. P. (2019). Emerging trends of HR practices in green
initiatives. Int. J. Res. Eng., IT Soc. Sci., 9(3), 1-3.
Web-based Resources
A wide range of journal articles are available online in the research databases such as
http://web.ebscohost.com, and http://www.emeraldinsight.com.
(You may contact PIM Library (library@pim.sjp.ac.lk) for further assistance in accessing these
databases).
12. Course Evaluation and Development
The PIM is constantly trying to improve the delivery of its courses. Any feedback students may have
are welcome. Three primary avenues available for students’ feedback are:
•
Formal online course evaluation
•
Formal qualitative feedback through a focus-group discussion (with a selected sample)
•
Informal feedback provided by students directly to the resource personnel
Previous feedback has encouraged review of assessment approaches, the set text and approaches
used to interact with students. It is believed that these improvements have positive impacts on the
students.
13. Quality Assurance
The PIM is actively monitoring student learning and quality of the student experience in all its
programmes. A random selection of completed assessment tasks may be used for quality assurance
such as to determine the extent to which programme learning objectives are being achieved. The
information is required for accreditation purposes and the aggregated findings will be used to inform
changes aimed at improving the quality of MBA programmes of the PIM. All material used for such
processes will be treated as confidential and will not be related to course grades.
14. Academic Misconduct
The PIM has firm rules governing academic misconduct and there are substantial penalties that can
be applied to students who are found in breach of these rules. Academic misconduct includes, but is
not limited to:
 Plagiarism
 Unauthorised collaboration
 Cheating in examinations
 Theft of other students’ work
Additionally, any material submitted for assessment purposes must be work that has not been
submitted previously, by any person, for any other course at the PIM or elsewhere.
15. Plagiarism
10
All students are requested to upload the written assignments to “Pragna” portal on or before the due
date. IT Division of the PIM will centrally monitor the “similarity index” using the turn-it- in
software for plagiarism.
The assignments carrying up to 20% in “similarity index” will be accepted by the PIM. The
assignments carrying the similarity index from 21-25% and 26-30% will be applied a penalty of 5%
and 10% from the marks allocated to that assignment, respectively. The assignments with more than
30% similarity index will be given only a maximum of 20% of the allocated marks.
16. Mitigating Circumstances
Students should adhere to the PIM standards which are applicable for assignment submission,
presentations, and the final examinations. All mitigating circumstances are stated in the student
handbook. Such circumstances will also carry a maximum “Late submission” period of two weeks.
One cannot delay the assessment submission for more than two weeks even with the mitigating
circumstances. If so, the student must submit the assessment with the next available opportunity.
17. Late Submission Policy
Late submission of assignments will carry 10% penalty per day from the due date. This means, the
student, will not receive any marks for that assessment if it is uploaded after 10 days. This will be
strictly adhered to. Prior written approval should be obtained through the Course Leader and the
Coordinator, to extend the due date of the assignments.
18. Other Information
PIM student handbook should be referred to for other relevant information regarding the conduct of
this course.
Prof. Ajantha S. Dharmasiri
Key Resource Person
Dr. Asanga Ranasinghe
Programme Coordinator
01 October 2023
11