INTERNATIONAL ISLAMIC UNIVERSITY MALAYSIA

COURSE OUTLINE

Kulliyyah / Institute Kulliyyah of Economics and Management Sciences

Department / Centre Department of Business Administration

Programme Bachelor of Business Administration

Name of Course / Mode Human Resource Management

Course Code MGT 4320

Name (s) of Academic Asst. Prof. Dr. Nurita Juhdi

staff / Instructor(s) Asst. Prof. Dr. Norizah Supar
The course is expected to enhance the required knowledge &
Rationale for the skills of students desiring for venturing into human resource
inclusion of the course / management profession, as well to develop relevant people
module in the programme management skills for effective performance in other professional
fields.
Semester and Year
Every Semester
Offered
Status University required course for BBA

Level 3 (undergraduate)

Proposed Start Date Semester II, 2011/2012

Batch of Student to be
Intake of 2010/2011 onwards
Affected

Face to Face
Consultation

Practical
Lecture

Total Guided and

Others

Total Student Learning Independent Learning

Time (SLT)

39 28 - 53 120

Credit Value (hours) 3 (Three)

Pre-requisites (if any) MGT 4110
Co-requisites (if any) None
This course expects to provide students with the:

1- Understanding of the role of a HRM professional.

2- Knowledge of HRM theories, models and conceptual
Course Objectives frameworks and their applications, which will help them to
develop the required expertise for becoming effective HR
professionals.
3- Necessary skills for responding to client’s requests in HRM
& other relevant professional fields.
At the end of the course, the students should be able to:
1. Describe the basic functions of human resource
management (HRM).
2. Prepare human resource planning and conduct simple
job analysis.
Learning Outcomes
3. Use HRM techniques such as performance appraisal,
training need analysis, and compensation design.
4. Develop & apply relevant HRM policies & strategies
in the global context.

1. Application of HR recruitment, selection, training &

compensation models
2. Research skills developed through scanning of national &
Transferable Skills: industry specific HRM professional practices.
3. Problem solving and analytical skills developed through
applied project assignments.

Type of Assessment Description

Co-operative learning, case
Lectures
Teaching-Learning / analysis discussions
assessment strategy Complete assignments, project
Assignments & Project
report, class presentations,
work
quizzes, and final examination

All future managers need to understand HRM and people

management issues. This course is designed to prepare students to
deal with HR problems in all areas of business. It emphasizes on
Course Synopsis how to successfully design & implement HRM policies &
programs. Students will be able to learn about the tools and
techniques of employee recruitment, selection, training,
compensation, performance appraisal, and other HR functions.
Mode of Delivery Lecture, Case study analysis discussions
 LO Method %
1,2,3,4 Case analysis & presentation 10
1,2,3,4 Group assignment 20
1,2,3 Quizzes (Quiz 1 and 2) 10
Assessment Methods and 1,2,3,4 Mid Term 20
Type/Course Assessment
State weightage of each 1,2,3,4 Final Examination 40
type of assessment. Total 100

Mapping of course / module to the Programme Learning Outcomes

Programme Outcomes
Learning Outcome of the course 01 02 03 04 05 06 07 08 09

Describe the basic functions of human √ √ √ √

1. resource management (HRM). √

Prepare human resource planning and √ √ √ √ √

2. √
conduct simple job analysis.
Use HRM techniques such as performance √ √ √ √ √ √
3. appraisal training need analysis, and √
compensation design.
√ √ √ √ √ √
4. Develop & apply relevant HRM policies & √
strategies in the global context

Content outline of the course / module and the SLT per topic
Learning Task/Reading
Weeks Topics
Hours (author/page)
PART 1
1 Introduction to Human Resource Management 6 Chapter 1

 What is Human Resource Management and why is it

important
 The trends shaping Human Resource Management
 Important trends in Human Resource Management
 Equal Opportunity and the Law
2 6 Chapter 2
 Equal employment opportunity 1964-1991
 Equal employment opportunity 1990-present
 Defense against discrimination allegations

The Manager’s Role in Strategic Human Resource

3 Management 6 Chapter 3

 Why strategic planning is important to all managers

 Fundamental of management planning
 The strategic management process
 Strategic human resource management
 Building your own high-performance work system

PART 2: RECRUITMENT & PLACEMENT

4 7 Chapter 4
Job analysis
 The basics of job analysis
 Methods for collecting job analysis information
 Writing job descriptions
 Writing job specifications
 Job analysis in a worker-empowered world

Personnel Planning and Recruiting

5  The recruitment and selection process 6 Chapter 5
 Planning and forecasting
 The need for effective recruiting
 Internal sources of candidates
 Outside sources of candidates

Quiz 1 (chapter coverage: 1, 2, 3)

Employee Testing and Selection

6  Why careful selection is important 9.5 Chapter 6
 Basic testing concepts
 Types of tests
 Work samples and simulations
 Background investigations and other selection
methods
 Interviewing Candidates
7  Basic types of interviews 11 Chapter 7
 What errors can undermine an interview’s usefulness?
 How to design and conduct an effective interview

MID-TERM EXAMINATION
(Chapter coverage: 1,2,3,4,5)

8 Mid Semester Break

PART 3: TRAINING & DEVELOPMENT

9 6 Chapter 8
Training and Developing Employees
 Introduction to orienting and training employees
 Analyzing training needs and designing the program
 Implementing the programs

 Implementing management development programs

10  Managing organizational change program 9 Chapter 8
 Evaluating the training report

Performance Management and Appraisal

11  Basic concepts in performance management 6 Chapter 9
 Techniques for appraising performance
 Dealing with performance appraisal problems
 The appraisal interview
 Performance management

PART 4: COMPENSATION
12 9 Chapter 11
Establishing strategic pay plans
 Basic factors in determining pay rates
 Establishing pay rates
 Pricing managerial and professional jobs
 Competency –based pay
 Special topics in compensation

Quiz 2 (chapter coverage: 6, 7, 8)

 Benefits and Services
13  The benefits picture today 6 Chapter 13
 Pay for time not worked
 Insurance benefits
 Retirement benefits
 Personal services and family-friendly benefits
 Flexible benefits programs

PART 5: EMPLOYEE RELATIONS

14 Labor relations and Collective Bargaining 9 Chapter 15

 The labor movement

 Unions and the law
 The union drive and election
 The collective bargaining process
 Grievances
 The union movement today and tomorrow

Managing Global Human Resources

15  HR and the internationalization of business 8 Chapter 17
 Staffing the global organization
 Training and maintaining expatriate employees
 How to implement a global HR system

Required texts & references supporting the course

Required Text:
Dessler, G. (2011): Human Resource Management (12th edition) New Jersey: Upper Saddle
River: Pearson/Prentice Hall.

Additional Readings:

Junaidah Hashim (2006). Human Resource Management: Islamic Approach, Kuala Lumpur:
Pearson/Prentice Hall.

Maimunah Aminuddin (2008). Human Resource Management: Principles and Practices,

Oxford University Press.
 Prepared by: Checked by: Approved by:

_________________ _____________________________ ____________________

Asst. Prof. Dr. Nurita Juhdi Emeritus Prof. Dr. Mohamed b. Prof. Dr. Khaliq Ahmad
Course Coordinator Sulaiman Dean
MGT 4320 Head, Department of Business KENMS
Dept of Business Admin, KENMS Administration
KENMS
 At the end of the programme, students are able to:
1. Demonstrate familiarity with established knowledge in the field of business management and awareness of current Knowledge
development therein.
2. Use relevant skills learnt in business and management areas for professional and personal development. Practical Skills
3. Cooperate with others and apply knowledge of business studies in a socially responsible manner for the progress of Social skills and
the nation and the ummah. Responsibilities
4. Value, Attitudes and
Demonstrate commitment to ethics, autonomy and professionalism in the workplace and everyday life. Professionalism
5. Communicate with people from a diverse range of backgrounds with empathy, showing leadership qualities. Communication,
6. Problem Solving and
Analyse issues and demonstrate skilfulness in planning, executing and evaluating strategies and action plans. Scientific Skills
7. Information
Use the necessary learning skills in information management and apply effective strategies for lifelong self- Management and
improvement. Lifelong Learning Skills
8. Managerial and
Apply basic managerial and entrepreneurial skills in relevant fields. Entrepreneurial Skills
9. Understand the different type of leadership styles and the demonstration of interpersonal skills when leading in a Leadership and Team
group situation Skills