Subject Code: MGT 223
Course Title: Organizational Behavior & Human Resource Management
Course No: MGT 223
Nature of Course: Theory & Practical
Full Marks: 100
Pass Marks: 35
Credit Hours: 150
Part I : Organizational Behavior
Unit 1 : Introduction (15LHs)
Concept of organizational behavior; Levels of OB analysis; Organizational behavior system; Basic assumptions of organizational behavior; Contributing disciplines to the field of organizational behavior; Individual behavior as an input-output system; Mental process: beliefs, attitudes, values, needs, motives and behavior; Emotions and Cognitive dissonance; New challenges for manager in OB.
Unit 2 : Perception and Learning (15 LHS)
Concept of perception; Perceptual process; Factors affecting perception; Attribution theory; Attribution errors; Perception and individual decision making; Concept and principles of learning; Learning theories: classical theory, operant theory, cognitive learning and social learning; Behavior modification.
Unit 3 : Personality (12 LHs)
Concept and types of personality; Personality traits and characteristics; Determinants of personality; Emotions and personality; Major personality attributes influencing organizational behavior;
Unit 4: Job Satisfaction (10 LHs)
Concept and importance of job satisfaction; Measuring job satisfaction; Effects of job satisfaction on employees’ performance.
Unit 5: Groups and Teams in Organizations (10 LHs)
Concept of group and group dynamics; Stages of Group formation; Types of groups; Nature and significance of informal groups; Teams: concept, nature and types, differences between group and team; Team performance factors; Issues in managing work teams.
Unit 6 : Organizational Conflict and Stress (10 LHs)
Conflict: concept, nature, and types; Sources of conflict; Approaches to conflict management; Resolving conflict through negotiation; Functional and dysfunctional conflicts; Organizational stress: concept, causes and managing stress.
Unit 7: Organizational Change and Development (12LHs)
Concept and forces of change; Resistance to change; Approaches to managing organizational change: Lewin’s three steps model; Organizational development (OD): concept and features of OD and OD interventions.
Part II: Human Resource Management
Unit 8 : Introduction (15 LHs)
Human Resource Management: concept, characteristics, objectives and functions; Human resource management system; Human resource outcomes: quality of work life, productivity and readiness to change; Challenges of human resource management. Human Resource Planning: concept, characteristics, process and importance.
Unit 9 : Job Design and Analysis (15 LHs)
Meanings of job, task, position and occupation; Concept, benefits and methods of job design; Concept and purposes of job analysis; Sources of job analysis information; Job description, job specification and job evaluation: concept and contents.
Unit 10 : Talent Acquisition and Development (18 LHs)
Talent, Talent management and Talent development: concept and importance; Meaning, sources and methods of recruitment; Concept of selection; Difference between selection and recruitment; Selection process, selection tests, interviews and their types; Concept and process of socialization; Concept and process of learning; Human resource development: concept and importance; Concept, objectives and benefits of training; Determining training needs; Training methods: on - the - job and off - the – job training ; Concept and techniques of management development; Evaluating training effectiveness
Unit 11 : Performance Appraisal and Reward Management (8 LHs)
Concept and uses of performance appraisal; Methods of performance appraisal: graphic rating scale, alternative ranking, paired comparison, forced distribution, critical incident, essay and checklist methods; Concept of reward management; Types and qualities of effective rewards; Performance appraisal practices in Nepalese organizations.
Unit 12 : Employee Maintenance and Emerging Issues in HRM (10 LHs)
Employee health and safety, employee welfare, social security; Grievance handling and redressal; General guidelines in administrating employee’s discipline; Emerging issues and challenges ofHRM: employee empowerment, downsizing, work- life balance, use of technology in HRM functions, e-HRM, green-HRM, outsourcing HRM, ethics in HRM (surveillance vs. privacy); HRM in Naples organization.
Aswathappa K., Human Resource and Personnel Management: Text and Cases, New Delhi:
Tata McGraw Hill.
Arnold, H.J. &Fieldman, D.C. Organizational Behavior. New York: McGraw Hill Book Company.
Decenzo, D.A. and Robbins, S.P., Human Resource Management, New Delhi: Prentice Hall of
India Pvt. Ltd.
Dessler, G., A Framework of Human Resource Management, New Delhi: Pearson Education.
Dwivedi,R.S.,Human Relations and Organizational Behavior:A Global Perspective. New Delhi:
Macmillan India Limited.
Newstorm, J.W., Organizational Behavior: Human Behavior at Work, New Delhi: Tata
McGraw_Hill Publishing company.
Robbins, S.P., Organizational Behavior, New Delhi: Pearson.
Chalise,M &Gautam,P.,Organizational Behavior & Human Resource Management, KEC
Publication, Kathmandu, Nepal