UNIVERSITY OF MANAGEMENT & TECHNOLOGY

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UNIVERSITY OF MANAGEMENT & TECHNOLOGY


Faculty of Management



Course Title

Human Resource
Development

Course Code:


Program:

MBA

Semester:

Fall 20
12

Credit Hours:

3

Duration:

15 Sessions

Pre
-
requisites
(if any)


Dynamics of Management, Organizational

Behaviour
&
Human Resource Management


Resource Person:




Brief course description:
-


Employees skills and motivation are critical for organizational success .This has always been true , but the pace and
volume of modern change is drawing increased attention to the ways that human resource development( HRD) activities
can be used to ensure
that organizational members have what it takes to successfully meet their challenges. While there
is solid evidence that HRD works, it is not a magic bullet. The challenges many organizations face are complex and new
dimensions, such as globalization and a
n increasingly diverse
workforce make it more difficult to ensure HRD efforts will

2

succeed .
unless those responsible for training and development make informed choices about the content of a
development experience and the methods of delivering it, the resu
lts of many HRD ef
forts fail to meet expectations.

Fortunately,

there is a growing base of theory , research and practical experiences to support HRD
efforts. This course
will help students to take practical experience



HRD, as part of a large human res
ource management system, includes training & development, career management
organization development programs and processes

All
organizations

comprise of human beings and everyone working
in an
organization

is either managing or being managed. We are all

affected by good or bad management practices and
we therefore learn to
organize

and influence the quality of work activities that affects
organizational

objectives. At the end
of the day, this course may help you to understand the complex nature of work f
orce management in an
organization
.


Human Resource Development

encompasses those activities designed to provide for and coordinate the HUMAN
RESOURCES of an
organization
. The human resource (HR) of an
organization

represents one of its largest investments.
The value of an
organization’s

human resources frequently becomes evident when the
organization

is sold. Often the
purchase price is greater than the total value of the physical and financial assets. This differe
nce, sometimes called
GOODWILL, partially reflects the value of an
organization’s

human resource. Many
organizations

use the phrase,
“Our
People are our Most Important Assets”

or something close to it, to acknowledge the important role that employees play
in an
organizational

success. These
organizations

also
recognize

that all managers must engage in Human Resource
Management activities, even in large
organizations

that have a

specialized

HRM department.
These managers’
interview job candidates, orient new employees, evaluate work performance, train, coach and mentor their
employees.

Course aims:
-




To provide basic
and relevant knowledge about HRD

in
organizations
.



To increase

the students understanding of the tools, techniques, procedures and programs used for managing human
resources. The concept is to enlighten student so that they can see that even with all these resources mistakes are
made.


3



To
illustrate

that managers in a
n
organization

uses principles, ideas, approaches and techniques from many different
disciplines to make the best possible decision for employees.



To improve the students’ awareness that single perfect answer to
organizational

problems does not exist. Thus

an
approach that considers the interaction of environment, the people and the situation is more meaningful in studying the
subject.


Learning outcomes:
-


The purpose of this course is to help students acquire the specific knowledge, skills, and abilities
associat
ed with human
resource developmen
t so they are actually prepared to perform the essential functions th
at human resource developer
are
expected to perform. After completing this course students will be able to:




Understand the importance of HRD
efforts




Assess training needs, design a training program, and evaluate it.




Diagnose organizational problems using both quantitative and qualitative data and use these data to improve
organizations.



Develop a human resource

training plan and design effe
ctive training
system
s
.



Deve
lop implement and evaluate HR development

system.



Desi
gn and implement a career development plan

that is equitable, legal, motivating, and cost
-
benefit effective.


L
EARNING
M
ETHODOLOGY

The teaching of the course will be via a
series of lectures. This will be complemented by the use of textbook and an
extensive range of web resources plus handouts

and case studies
.

Participants

will be required to work in study groups for the final project.
Participants

are required to prepare
and
share a range of study material derived from the assessment process. The aim of the study groups is to enhance the
learning environment of the class.


4

Participants should expect 5
-
6 quizzes during the semester. Quizzes will be unannounced. There shall
be no
makeup quizzes for missed sessions and/or low scoring quizzes. However in the last session a final quiz will be taken
which will be treated as a makeup quiz for the lowest score of the participant in any quiz.

Submission deadlines for assignments, ca
ses and the project will not be extended. Participants shall not waste
their time and energies to plead for one.


Classroom Behavior:


During class all cell phones and
mobile devices

must be turned off or set to “vibrate.” If you are on
-
call for
emergencies, please let me know at the beginning of the class.


Participant Responsibilities:


The Participant is responsible for all information presented in class (unless told otherwise) an
d all information in the
reading assignments, whether or not covered by the instructor. In case of absence it is the participant’s responsibility to
get class notes, handouts, and/or directions from a classmate.




Honesty Policy:

A student found in
cheating (plagiarism) on any exam/

assignment/ project, his/her case will be referred to Unfair
Means Committee (UFM) that may result in no credit (i.e. no grade) for that exam/ assignment/ project. A deduction from
the
sectional

marks and financial penalties are other possibilities as decided by the committee
.


Regularity and Punctuality:

Regularity and punctuality will be very strictly observed. You have an allowance of
only six absences

(Out of 30
sessions)
/
only three

(Out of
15 sessions)
. This includes the leaves that are approved from your Batch Advisor. In case
you are absent in six classes, you will get an ‘
SA
’ in the course. Regarding punctuality, you will be marked present only if
you arrive in the class within five minut
es of the scheduled time. Any absents during the presentation sessions will result
in deduction from the class participation marks. This means that the class participation marks can go into the negative as

5

well. If your group is making a presentation and y
ou are not there, you get a zero. If you miss a Quiz you get zero in that
Quiz. You will lose
10% of you marks

if you deliver your assignment / report after the given date.



Class Participation



Positive, healthy and constructive class participation will

be monitored for each class. Particular emphasis will be
given during the presentation sessions. The manner in which the question is asked or answered will also be noted. Your
behaviour, as business executives in the class will contribute to the class par
ticipation marks.


Assessment


All of the activities held during the session will be evaluated; the final grades for the course will be as follows:

Mid
-
Term







20
%

Final exam







35%

Class Participation






10
%

Project and Presentation





15
%

Quizzes







10

Case Studies







10%

Total

100%

R
EFERENCE
T
EXT
:


1.

Effective Training :Systems, strategies and practices
(Prentice Hall Series in Human Resources)

4/E by
P. Nick
Blanchard and James W. Thacker


2
-

Developing

and Training Human Resources in Organizations (Prentice Hall Series in Human Resources), 3/E


By
Wexley & Latham


3. Human

Resource development
5/E By JON M.WERNER




E
XTRA
R
EADING
&

S
UPPLEMENTARY
MATERIAL


6


o

Coaching and Mentoring Skills
.

(Prentice Hall Series in Human Resources), 3
/E
By Andrew J. DuBrin

o

Leadership and development of Human resources By Dr. Jerald Chesser



COUNSELING HOURS:
-


during break time



H
uman
Resource Development

Calendar
Activities
-
Semester
Fall

20
12


COURSE SCHEDULE

Sessi
ons

Topics

Dates
/
Week

Expected learning outcomes

Teaching
methods

Assessment
criteria

Deadlines &
home work

1

Introduction to
Human resource
Development




1

Understand the

role of HRD in today's
organizations

Understand the relation between HRM and
HRD

Understand the Importance of Human resource
Development


Learn the techniques ( Trust building, empathy
showing, active listening, assertiveness)

Lecture as well as
case
analysis using
various perspectives



2

Coaching
&Mentoring skills


2

3


Training Needs

Analysis (TNA)
and role of
training specialist


3

Understand how to indentify training needs and
how to make training effectiveness

Understand the qualities
mentor , coachers
and trainers

Lecture

Group Discussion



Exercises
&
Case
Analysis

Quiz 1, due
next class

4

Personality
development

&Influences on
4

.
understand different types of personalities

Understand how does personality

affect the
job

performance

and motivation


Lecture

Group Discussion

Quiz 1



7

behavior


Learn personality and job fit

5




HRD
Linkage
between Strategy,
Tactics, and
Objectives

5

Understand the linkage between competitive
strategy and HRD

Understand relation between people
development and brand s


Case study

Lecture

Group Discussion

Advance Case for
next class



One week for
case analysis

6

Factors
Determining

Human
Performance
(Motivation, KSA&
Environment)

6

-
Learn motivation theories and outcomes

-
Knowledge, skills and

Attitude..

-
internal and external environment effects

-

performance indicators


Lecture

Group Discussion

Short video clips

Case
Analysis

Quiz 2 due
next class

7

Training Analysis
Phase

7


Understand the model of Process When
Performance Discrepancy Is Identified

Understand how to locate performance
gap

Lecture

Situational Analysis

Quiz 2

Project
outline review

8


MID
-
TERM


9

Training Design


& training Methods

9

To understand t how to construct training
curriculum and

design

To understand various traing method s

Lecture

Situational Analysis

Advance case.

Advance reading


One week for
case analysis
and reading

10

Implementing HRD
programs

10

-
learn training
delivery methods


-
Learn on the Job & off the job training
method

Class room training approaches


Case
Analysis

Quiz 3 due
next week

11

Evaluation HRD
programs

11


Lecture

Discuss reading and
various applications


Quiz 3



8

12

Human resource
Application


Employees' socialization & orientations

Skills and Technical training

Lecture

Case Examples and
Real life situations

Advance Case study

Advance Reading



13

Career
Management &
Development

13

Defining career concepts

Life and career development

Process of career
management

Issues in career management

Lecture

Discuss reading and
various applications


Case
Analysis

All projects
due Quiz 4
due next
week

14

PRESENTATIONS


14



Quiz 4


15

PRESENTATIONS



1
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