BML302
HRM & Leadership
Jamyang Dolkar
17474060
Office: Faculty block II
Office no: 7 (Top floor)
Consultation Hours:
Mon : 9:30 AM to 10:30 AM
Thu: 2:00 PM to 3:30 PM
Friday: 10:40 AM to 11:30 AM
About the module
• The module will examine concepts, models, methods and styles of
leadership and human resource management (HRM). Through this module,
learners will explore the application of sociological and psychological
theories in navigating aptly through the social and cultural dynamics
of organizational behaviors to optimize their work environment.
• Learners will also examine various challenges in leadership and HRM
that challenge diversity, equity and inclusiveness. Furthermore, the
module will allow students to understand the essence and efficacy of
applying emotional intelligence (EQ) in practicing effective management and
becoming a valued leader.
Learning Outcomes
On completion of the module, students will be able to:
1. explain the fundamental concepts and evolution of Human Resource
Management (HRM).
2. identify managerial leadership skills and roles required for effective
leadership.
3. evaluate the strengths and weaknesses of various organizational leadership
models.
4. evaluate the Resource-based view, Strategic fit, and Bundling in SHRM.
5. demonstrate the process of orientation and onboarding through role-play
activities.
6. develop strategies for collective bargaining, grievance handling, and labor-
management cooperation.
7. evaluate strategies to promote diversity, equity, and inclusion (DEI) in
organizations.
Hours Total credit
Type Approach
per week hours
Facilitation and
2
discussion
Contact Case studies and 60
1
Groupwork
Lecture 1
Self-Study 2
Independent study 60
Assignments 2
Total 8 120
Overview of the assessment approaches and weighting
Continuous Quanti
Areas of assignments Weighting (%)
assessment ty
A (Theory) a. Quiz 1 10
b. Individual written
1 20
Assignment
Practical b. Case Study 1 30
c. Aligning HR
1 40
process
Total 100
DRAW OUR CLASS.
• Time: 25–30 minutes
• Group Size: 4–5 students per group
Your Mission:
• As a team, create a visual and creative
representation of your team — your shared
personality, roles, or dynamics — in a fun,
symbolic, or metaphorical way.
You'll be introducing yourselves as a group to
the rest of the class (and to me!) through your
drawing.
Be creative!
• Make sure you include and represent each member of
your team in the drawing — you can use symbols,
characters, or labels.
• You don’t need to include every single person in the
whole class, but try to show the overall vibe or mix of
personalities in your class.
• Be creative! You can generalize the rest of the class as a
group, squad, or even a mysterious island tribe — up to
you!
You could pick one or create your own!
• Our class is a spaceship – Who’s the pilot? The engine? The alien stowaway?
• Our class is a jungle – What animals are in it and why? Who’s the tiger? The owl?
• Our class is a theatre cast – What roles do people play? Director, comic relief, drama
queen?
• Our class is a village or map – What places or people exist in your world?
• Our team is a recipe – What ingredient is each person? What dish do we make together?
• Our team is a painting – What color or element is each of us? What does the full picture say?
• Our team is an expedition – Who’s the map reader? The gear carrier? The motivator? The
one who forgot sunscreen?
• Our team is a startup company – Who’s the CEO, the caffeine addict, the idea generator, the
tech wizard?
• Our team is a detective agency – Who’s the mastermind, the undercover agent, the clumsy
intern, the lie detector?
• Time division :15minutes to draw
• Present : 2–3 minutes per group to present.
During Presentations:
• Show your drawing.
• Explain your concept.
• Tell us about any symbols, roles, or drawings in your
picture
What is human resource management (HRM)?
What is HRM?
• Human resource management (HRM) is a comprehensive
and coherent approach to the employment and development
of people.
• People, Purpose, and Structure.
• Regarded as a philosophy about how people should be
managed
• underpinned by a number of theories relating to the behaveiour of
people and organizations.
• improving organizational effectiveness through people \
• equally concerned with the ethical dimension – how people should be
treated in accordance with a set of moral values.
Definition of HRM.
• According to the Invancevich and Glueck, “HRM is
concerned with the most effective use of people to
achieve organizational and individual goals. It is the way
of managing people at work, so that they give their best
to the organization”.
• According to Dessler (2008) the policies and practices
involved in carrying out the “people” or human resource
aspects of a management position, including recruiting,
screening, training, rewarding, and appraising comprises
of HRM
• It was defined by Boxall and Purcell (2003: 1) as ‘all those
activities associated with the management of employment
relationships in the firm’.
• A later comprehensive definition was offered by Watson (2010):
HRM is the managerial utilisation of the efforts, knowledge,
capabilities and committed behaviours which people contribute
to an authoritatively co-ordinated human enterprise as part of
an employment exchange (or more temporary contractual
arrangement) to carry out work tasks in a way which enables
the enterprise to continue into the future.
The development of the HRM concept
• It evolved over time through several phases, each reflecting
the socio-economic needs of that period:
1. Welfare (1920s):
• This was the earliest form of people management. Rooted in
First World War conditions, especially in munitions factories.
• The focus was on employee well-being, safety, and basic
needs (like housing, health).
• It was more paternalistic, driven by a sense of duty to care
for workers.
2. Labour Management (1940s):
• With the rise of unions and industrialization, focus shifted to
managing workers’ productivity and labour relations.
• Still largely administrative, and aimed at resolving conflicts
and maintaining discipline.
• Shift from caring for workers basic needs to productivity,
workplace behavior, and industrial relations.
• Collective bargaining, grievance handling and labour
dispute
3. Personnel Management: Emerged in response to the need
for more structured management of people.
• Involved recruitment, training, payroll, and discipline.
• Often reactive and operational, not integrated into business
strategy.
• Personnel management brought order, standardization,
and professionalism to the management of people, but it
remained transactional.
4. Human Resource Management (HRM): Began gaining
ground in the 1980s.
• Treated people as valuable resources, not just costs to be
controlled.
• Emphasized strategic alignment – ensuring people strategies
support business goals.
• people are central to organizational success.
• It introduced the idea that employees' skills, motivation,
commitment, and performance
• Directly impact the overall performance and growth of a
Human Resource
Basis Personnel Management Management
Human Resource Management
takes a broader and more
Personnel Management is
strategic approach, aiming to
Method more about managing day-
improve how employees
to-day employee needs.
perform and contribute to a
positive company culture.
It covers a wider area, including
It has a limited focus, dealing planning how to use staff
Range of with employee care, effectively, developing their
Activities benefits, and dealing with skills, managing their
unions. performance, and helping the
company evolve.
Human Resource Management
It focuses on looking after
focuses on how to use human
employees and their
Focus resources to meet business
relationship with the
needs and make the company
company.
more efficient.
Human Resource Management
Personnel Management plays a key role in strategic
Planning
involves routine tasks and planning to ensure HR
Role
supporting services. strategies are in line with the
company's goals.
It focuses on continuously
It looks after employee
Developing developing employees'
benefits and follows labor
Employees skills, leadership qualities, and
laws.
career growth opportunities.
It encourages ongoing
It usually does an annual
Evaluating feedback and focuses on future
review based on past
Performance improvements and personal
performance.
growth.
Human Resource Management
tries to motivate staff by
Personnel Management aims
Motivating engaging them, recognizing
to meet basic employee
Staff their efforts, and meeting
needs.
higher-level needs for job
satisfaction.