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Human Resource Management (BE-771)
- Instructor Name: Dr. Maryam Hafeez
- Credit Hours: 03
- PIDE School of Economics
- E-mail: [email protected]
- Office Hours: 9:00 AM to 1:00 PM
Prerequisites For this Course:
None
Text Book(s):
- Armstrong, M. (Latest Edition). Armstrong’s Handbook of Human Resource Management Practice
- Dessler, G. (Latest Edition). Human Resource Management
Reference Book(s):
- Peter Boxall, John Purcell, and Patrick Wright. The Oxford Handbook of Human Resource Management.
- Robert L. Mathis, John H. Jackson. Human Resource Management
- Papers on Labour Markets and HRM
Course Description
Human resource management (HRM) can be defined as the effective use of human resources in an organization, through the management of people related activities. It is a strategic organizational activity of increasing complexity and importance. This introductory course covers the range of critical HR issues and core activities that all managers need to understand, including strategic HRM, legal issues, talent acquisition, performance management, employee development, and compensation and rewards. Through interactive lectures and case studies, students become familiar with the basic principles and techniques of strategic HRM. The course takes a practical view that integrates contemporary management thought with practical aspects of implementing HR functions in the real world. It enables students to be effective talent managers and to ensure that people are a source of an organization’s competitive advantage. Additionally, the course focuses on a set of emerging, innovation-oriented issues that are applicable across all of the core topics. These include HR and people analytic to better justify investments in HRM and people, leaders are increasingly looking for ways to leverage data and analytic to drive individual and collective performance; and coaching, mentoring, and performance improvement leaders and managers are tasked with helping to improve employee satisfaction, growth, and performance, but leaders and managers need support in learning to provide sustained and effective feedback in its various forms. We also cover continuous learning the organization that learns the most and the fastest will have a competitive advantage; the changing world of work and contemporary issues the global pandemic and other forces are quickly changing work and organizations, pushing HR professionals to learn and lead in new ways; and equity, diversity, and inclusion the workforce is changing to reflect societal diversity and organizations face new pressures to demonstrate their commitments to equity, diversity, and inclusion.
Course Objectives
- Understand the fundamental functions, principles, and theoretical foundations of Human Resource Management.
- Evaluate the implementation and effectiveness of HR practices across public and private sector organizations.
- Analyze the influence of HRM on organizational productivity, employee development, and broader policy outcomes.
- Examine the impact of digital transformation and artificial intelligence on workforce structures, roles, and engagement.
- Formulate HR strategies that align with organizational objectives and respond to contemporary workforce challenges
Learning Outcomes
By the end of the course the student will be able to:
- Appreciate the importance of human resource management as a field of study and as a central management function.
- Understand the implications for human resource management of the behavioral sciences and government regulations.
- Understand the practice of human resources in the context of current events and changes to the world of work.
- Know the elements of the HR function (e.g. recruitment, selection, training and development, etc.) and be familiar with each element’s key concepts and terminology.
- Apply the principles and techniques of human resource management gained through this course to the discussion of major personnel issues and the solution of typical case problems..
Lecture Plan
| Session | Topic | Readings | Activities | Instructor |
| Module # 1: HRM Foundation and Frame works
|
||||
| 1 | Introduction to HRM
l Evolution and Development of HRM l HR management Role l Current HRM Challenges l HR management Competencies and career
|
Chapter. 1 Dessler,G. (Latest Edition). Human Resource Management
|
Discussion on Key concepts of HRM, Challenges , Trends, roles and responsibilites | Dr. Maryam Hafeez |
| 2 | Strategic Human Resource Management:
l Nature of Strategic HRM l Strategic Fit |
Chapter. 2
Armstrong’s Handbook of Human Resource Management Practice |
Creating the Living Brand, Neeli Bendapudi and Venkat Bendapudi (2005) (HBR Article)
|
|
| 3 | l Resource Based View of SHRM
l Critical Evaluation of the concept of SHRM |
Chapter 2. Armstrong’s Handbook of Human Resource Management Practice
|
Case Study : IBM’s Transformation through Strategic HRM
|
|
| 4 | Human Capital Management:
l Concept of Human Capital Management l Constituents of Human Capital Management |
Chapter 4 .
Armstrong’s Handbook of Human Resource Management Practice
|
Discussion: Who Owns Human Capital Development: The State, the Employer or the Employee?
– Havard Business Review Article |
|
| 5 | l Measuring Human Capital Management
l Approaches to people management Raised by Human capital Theory |
Chapter.4
Armstrong’s Handbook of Human Resource Management Practice |
Group discussion: Assign a topic related to HCM, Exploring different prospective and present it to the class | |
| 6 | Public vs. Private Sector HRM | Article | Assignment: analysis of Public,Private, Multinational organizations and International company HRM practices | |
| 7 | International HRM:
l International HRM strategies l The Practice of International HRM |
Chapter.7 Armstrong’s Handbook of Human Resource Management Practice | Case Study: Cross cultural HRM and IKEA
|
|
| 8 | l Global Approaches to HRM
l International HRM Policies |
Chapter 7
Armstrong |
Case Study | |
| Module # 2: HRM Core Process and Functions | ||||
| 9 | Job Analysis and Design:
l The basis of Job Analysis l Methods for Collecting Job Analysis l Principle Factors of Job design |
Chapter.4
Dessler,G. (Latest Edition). Human Resource Management |
Class Activity: Develop a comprehensive job description for specific role including key responsibility, tasks and performance standards | Dr. Maryam Hafeez |
| 10 | l Job Description and Specification
l HR Competency Model |
Chapter 4. Dessler | ||
| 11 | Recruitment & Labour Market:
l Strategic Recruiting and HR planning
|
Chapter.5
Robert L. Mathis, John H. Jackson. Human Resource Management
|
Assignment: Conduct field visits to a minimum of one public,one private, Multinational sector organization to explore and analyze their recruitment procedures and practices. | |
| 12 | l Labour Market Component
l Different Labor Markets and Recruiting l Strategic Recruiting decisions |
Chapter.5
Robert L. Mathis, John H. Jackson. Human Resource Management |
Discussion: How do labor market trends shape recruitment strategies in the public vs. private sector | |
| 13 | Performance Management:
l Concept of Performance Management l Conceptual Models l Principles of Performance Management |
Chapter.9
Armstrong’s Handbook of Human Resource Management Practice |
Simulationss: – 360 Degree Feedback Simulation. – Performance Improvement plan |
|
| 14 | l Examples of Approaches to Performance Management
l The Impact of Performance Management l Requiremnet for success |
Chapter.9
Armstrong’s Handbook of Human Resource Management Practice |
Case study | |
| 15 | Midterm Review | – | Discussion and Quiz | |
| 16 | MID TERM EXAM | |||
| 17 | Training & Development:
l Steps to training and development l Training and development approaches l Evaluation of training and development l Development Human Resources |
Chapter.7
Dessler,G. (Latest Edition). Human Resource Management |
Article : No ordinary Review Bootcamp,Noel M. Tichy (HBR Article)
Class Activity: Develop a personal development plan including goals objective and strategies for achiveing them.(Discussion) |
Dr. Maryam Hafeez |
| 18 | Compensation & Benefits
|
Chapter. 9
Robert L. Mathis, John H. Jackson. Human Resource Management |
Case study related to compensation and benefit package, analyze the case study identify best practices and develop recommendation for improvement |
|
| 19 | Employee Engagement:
l Components of Employee Engagement l Drivers and outcomes of employee engagement l Engagement Strategies l Burnout l Measuring engagement
|
Chapter.12
Dessler,G. (Latest Edition). Human Resource Management |
Employee Engagement Survey/ Case study Analysis | |
| 20 | Legal Framework in HR
|
Employment Law | Comparison of Pakistan Employment Laws and International Law | |
| 21 | HR Planning & Forecasting | Chapter. 3
Armstrong’s Handbook of Human Resource Management Practice |
Scenario Planning:
Develop HR plan for organization facing a significance change like merger, restructing or expension |
|
| 22 | Artificial Intelligence and HRM
l Components of AI l Application of AI in HRM l The extent to which AI is used by HR l Tips for Practitioners on introducing AI l Ethical Considerations
|
Chapter.14
Armstrong’s Handbook of Human Resource Management Practice |
Discussion/ Quiz | |
| 23 | Organizational Behavior & Culture
|
Organizational Behavior Theory | Simulation:Change resistance
Discussion:Competing values framework by Quins model |
|
| 24 | Employee Relations:
l Frame works of employee relations l Employee relation process l Employee voice l Communication |
Chapter 15
Robert L. Mathis, John H. Jackson. Human Resource Management |
Assigment: Blog/ Article/ Paper | |
| 25 | Diversity & Inclusion
|
Global Diversity and Inclusion at Microsoft | Case study |
|
| 26 | Managing Global Human Resources and Best Practices | Guest Speaker/ Workshop | ||
| 27 | HRM Challenges in Pakistan | Article | Presentation | |
| 28-31 | Group Presentations | — | — | |
| 32 | Final Exam | |||
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