Course Name: Business Ethics for BMS 6th Sem

TOC
M Mod
od Name
#

1.

Human
Resourc
e
Manage
ment
Scope
and
Function
s

U
ni
t
N
o.
1.
1

Unit
Name

Section/
Topic

Introduct a) Significance of
ion to
HR
b) Role of HR
HRM
c) HR Functions
d) Composition of
HR Department
e) HR Policies and
principles
f) HR Skills
g) HRM Models
h) Evolution of
HRM
i) E-HRM

Learning
Objective

Define HRM
Define the
roles of HRM
Analyse the
composition
of HR
Department
Discuss the
various types
of HRM skills
& models
Define E-HRM

Learning
Outcomes

Explain the
skills &
Roles of HR
List the
component
s of a
typical HR
Departmen
t
Identify the
types of HR
policies
and
principles
Summarise
the
evolution

Reference book/
Author/ Edition/
Publisher

Web
Resources

Activity

Helen Deresky,
International
Management
across borders
and cultures,
7th edn,
Pearson
Education

Refer
activities
for all
chapters
below the
TOC

Parvez Ghauri,
International
Business
Negotiation,
Elsevier Ltd

https://w
ww.bound
less.com/
managem
ent/textbo
oks/bound
lessmanagem
enttextbook/
organizati
onalcultureandinnovatio
n4/culture-

of HRM

1.
2

Challeng
es in HR

a) Globalization
and HRM
b) HRM in
Mergers &
Acquisition
c) HRM in highperforming
organizations
d) Role of HR in
new
organizational
forms
e) Changing
demographics of
workforce
f) Changed
employee
expectations
g) HR as a
change agent

Explain the

roles played
by HR in
Mergers &
Acquisitions,
High

performing
organizations
& new
organizational
forms
Discuss the
challenges
faced by HR
in todays
scenario

Discuss the
changes in
HR brought
about by
Globalizatio
n
Analyse the
challenges
faced by
todays HR
manager.

33/theimpact-ofcultureon-anorganizati
on-1867566/

Helen Deresky,
International
Management
across borders
and cultures,
7th edn,
Pearson
Education

Parvez Ghauri,
International
Business
Negotiation,
Elsevier Ltd

David
Bloomfield,
Yash Ghai and
Ben Reilly,
Democracy and

http://study
.com/acade
my/lesson/
what-isnegotiation
-the-fivesteps-ofthenegotiation
process.ht
ml

2.

Recruit
ment
Process

2.
1

a) HRP &
Job
Analysis

a) HRP

1. Definition of

HRP
2. Importance of
HRP
3. Factors

affecting HRP
4. HR Planning
process
5. Requisites for

successful HRP
6. Barriers to HRP

b) Job Analysis
1. Definition of
Job Analysis
2. Significance of
Job Analysis

3. Purpose of Job
Analysis
4. Job Analysis

Process
5. Job Analysis &
TQM
6. Job Analysis
and Strategic

Define HRP
List the factors
affecting HRP
Elaborate on the
HRP process
Identify the
requisites &
barriers for
successful HRP
Define Job
Analysis
Identify the
reasons for
conducting Job
Analysis
Elaborate on the
Job Analysis
process
Compare Job
Analysis with
TQM &
Strategic HRM

Analyse the
importance
and factors
influencing
HRP
Comprehen
d how Job
Analysis can
be
considered
as a prerequisite to
HRP
List the
Barriers to
HRP
Identify the
purposes of
doing Job
Analysis
List the
problems
associated
with Job

Deep-Rooted
Conflict:
Options for
Negotiators
Pathak, Bhagat,
Kashlak,
International
Management Managing in a
diverse and
Dynamic global
Environment

https://ww
w.business.
qld.gov.au/
business/ru
nning/man
agingbusinessrelationship
s/negotiati
ngsuccessfull
y/negotiati
on-process

2.
2

Recruitm
ent and
Selection

HRM
7. Problems with
Job Analysis
a) Recruitment
1. Definition &
Importance of
Recruitment
2. Factors
governing
Recruitment
3. Recruitment
Process
4. Philosophies of
Recruiting
5. Alternatives to
Recruitment
b) Selection
1. Definition &
Importance of
Selection
2. Selection as a
source of
competitive
advantage
3. Selection
Errors
4. Selection
process

Analysis

Define
Recruitment
& Selection
Compare the
importance of
Recruitment
with the
importance of
Selection
Elaborate on
the
Recruitment
& selection
process
Analyse the
selection
errors and the
barriers to
effective
selection.

Discuss the
significance
of
Recruitment
& Selection
Explain the
philosophies
of
Recruitment
and factors
governing
Recruitment
.
Identify the
steps in
Recruitment
& Selection
process.
Discuss how
Selection
can be a
source of
competitive
advantage
to a firm.

Pathak, Bhagat,
Kashlak,
International
Management Managing in a
diverse and
Dynamic global
Environment

http://www.
edunote.inf
o/2013/01/
5-steps-ofnegotiation
process.ht
ml

5. Barriers to
effective
selection
3.

Training
&
Develop
ment

3.
1

Induction
&
Training

a) Induction
1. Definition of
Orientation
2. Purpose of
Orientation
3. Process of
Orientation
programme
4. Requisites of
an effective
Orientation
programme
5. Evaluation of
an Orientation
programme
6. Errors in
Orientation
programme
b) Training
1. Definition of
Training &
Development
2. Difference
between Training

Define
Induction
List the
purpose of
Orientation
programme
Discuss the
stages in
Orientation
programme
Define
Training &
Development
Differentiate
between
Training &
Development
Analyse the
stages in
Training
process
Identify the
barriers to
effective

Compare
Leigh L.
and contrast
Thompson, The
the stages
Mind and Heart
in
of the Negotiator
Orientation
process with David Bloomfield,
Yash Ghai and
the stages
Ben Reilly,
in Training
Democracy and
process
Deep-Rooted
Explain the
Conflict: Options
Errors in
for Negotiators
Training
programme
and
Orientation
programme
List the
objectives of
Orientation
programme
and Training
programme

http://www.
gaviningha
m.com/nofear-salesnegotiation
-skills/

3.
2

Performa
nce

& Development
3. Nature of
Training &
Development
4. Training as a
source of
competitive
advantage
5. Training
Process
Need
Analysis
Setting
instructiona
l objectives
Designing
the Training
Programme
(Methods)
Conduction
of Training
programme
Follow up &
Evaluation
6. Barriers to
effective training
a) Performance

Appraisal

training.

Define
Performance

Discuss how
Performance

Leigh L.
Thompson, The

https://blog
.udemy.co

appraisal
& Career
developm
ent

1. Definition of
Performance
Appraisal
2. Objectives of
Performance
Appraisal
3. Performance
appraisal as
source of
competitive
advantage
4. Performance
Appraisal Process
5. Problems in
Performance
Appraisal
6. Legal issues
associated with
Performance
appraisal
7. Job Evaluation
8. Pitfalls of Job
Evaluation
9. Alternatives to
Job Evaluation
b) Career
Development
1. Career

Appraisal
Explain the
objectives of
Performance
Appraisal
Elaborate the
steps in
Appraisal
process
List the legal
issues
associated
with
Performance
Appraisal
Define Job
Evaluation
Analyse the
pitfalls &
alternatives
to Job
Evaluation
Analyse the
stages in
Career
Development

Appraisal
can result in
competitive
advantage
for the firm.
Compare
the stages
in
Performance
Appraisal
process &
Career
Developmen
t process.
Explain the
Pitfalls &
Alternatives
to Job
Evaluation.

Mind and Heart

of the
Negotiator

m/negotiati
on-process2/

4.

Employe 4.
e
1
Compen
sation
and
Benefits

Employee
Compens
ation

Planning & Career

Development
2. Management
Development
Programmes
3. Individual
Career
development
4. Stages in
Career
Development
a) Definition of

Compensation
planning

b) Components of
Employee
Remuneration

1. Monetary
2. Non-Monetary
c) Difference
between wages
and salary
d) Theories of
Remuneration
1. Reinforcement

& Expectancy
theory
2. Equity Theory

Define
Compensation
Classify the
components of
Compensation.
Describe the
various
theories of
remuneration.
Identify the
factors
influencing
employee
remuneration.
Discuss the
steps in
Remuneration

Summarise

the
components
of
remuneratio
n,
remuneratio
n theories,
and the
steps
involved in
devising a
compensati
on plan.
Comprehen
d the factors
influencing

Pathak, Bhagat,
Kashlak,
International
Management Managing in a
diverse and
Dynamic global
Environment

https://ww
w.business.
qld.gov.au/
business/ru
nning/man
agingbusinessrelationship
s/negotiati
ngsuccessfull
y/negotiati
on-process

4.
2

Incentive
s&
Employee
Benefits

3. Agency theory
plan
List the
e) Ideal
challenges of
Remuneration
Remuneration
system
f) Factors
influencing
employee
remuneration
g) Devising a
Remuneration
plan
h) Challenges of
Remuneration
a) Definition of
Define
Incentives
Incentives
b) Incentives &
Explain
Bonus
various
c) Advantages &
advantages
Disadvantages of
and
Incentives
disadvantage
d) Types of
s of
Incentive
Incentives
Schemes
Compare and
e) Group
contrast the
Incentive
different
schemes
types of
f) Incentive
Incentive
Schemes in
schemes

employee
remuneratio
n and the
challenges
of
remuneratio
n.

Discuss the
significance
Incentives &
bonus
schemes
Summarise
the
classificatio
n of
incentive
schemes
and
employee
benefits.

Pathak, Bhagat,
Kashlak,
International
Management Managing in a
diverse and
Dynamic global
Environment

http://www.
edunote.inf
o/2013/01/
5-steps-ofnegotiation
process.ht
ml

Indian industries
g) Installing an
Incentive Scheme
h) Definition of
Fringe benefits
i) Significance &
Types of
employee
benefits
j) Principles of
Fringe Benefits
k) Future of
Fringe Benefits
l) HR laws in the
global context

5.

Managin
g
Human
Resourc
es in
Internati
onal
Busines
s

5.
1

HR
Challeng
es of
Internati
onal
Business

List some of
the incentive
schemes
adopted in
Indian
industries
Define Fringe
benefits.
Explain the
significance
and types of
Fringe
benefits.
Identify some
of the HR
Laws in the
global context
a) The Managers Identify

Global Challenge
challenges
b) Adapting HR
faced by the
activities to Interglobal
country
manager
differences
Discuss how the
1. Cultural factors
cultural,
2. Legal Factors
economic,
3. Political Factors
Political & legal
4. Economic
factors lead to
Factors
inter-country

Analyse the Helen Deresky,

Ethnocentric
International
, Polycentric
Management
&
across borders
Geocentric
and cultures, 7th
approaches
edn, Pearson
to
Education
International
staffing.
Summarise
the various

http://www.
columbia.e
du/~mwm8
2/negotiati
on/TheMind
AndHeart2
20-242.pdf

5.
2

Maintaini
ng
employee
s abroad

5. Labour
Relations
c) Staffing the
global
organization
d) Management
values and
International
staffing policies
1. Ethnocentric
approaches
2. Polycentric
Approaches
3. Geocentric
Approaches
e) Selecting
Expatriate
Managers
f) Avoiding early
expat returns
a) Training
employees on
International
Assignments
b) Appraising
managers abroad
c) Compensating
managers abroad

differences.
List the methods
of staffing
global
organization.
Elaborate the
various
international
staffing
policies.
Explain the
expatriate
problems faced
by the HR
manager.

Illustrate the

ways of
training
employees on
International
assignments.
Elaborate on

methods of

staffing
methods
and ways of
identifying
expat
managers
and
avoiding
their early
returns.

Summarise
the ways of
training and
appraising
employees
abroad.
List the
steps

Helen Deresky,
International
Management
across borders
and cultures,
7th edn,
Pearson
Education

https://ww
w.lscore.ucl
a.edu/TA/C
ulturalVaria
bles.pdf

1. The BalanceSheet Abroad

2. Incentives
3. Steps in
establishing a
global pay
system
d) Labour
relations abroad
e) Terrorism,
Safety & Global
HR
f) Repatriation:
Problems &
Solutions
g) Managing HR
locally

compensating
and
appraising
employees
abroad.

involved in
establishing
a global pay
system and
Expatriation
and
Repatriation
issues.

Please Note: For all the modules the books identified should be referred for developing the SLM as there is no single
textbook which covers the entire syllabus.

Activities for Chapters 1.1 & 1.2

1.1

Online Activity Time 40 minutes

1. Make a cultural profile of yourself and a profile of another culture.

Make a comparison of the differences between your own culture and another culture.
Make an analysis of the main differences in cultural values and the way they change management roles.
Determine the management strategies needed to make a success of your job in the country chosen.

1.2

Offline Activity Time 35 minutes

A small case study for starters

An appropriate way of starting the examination of managerial competence within a context of cultural diversity is to consider
the case of Mr Takahashi and the perfume.
Mr Takahashi and the perfume
Lekan, a large wholesaler specializing in interior furnishings, needed to boost its sales. Its domestic market was stagnant and
its export sales, although increasing gradually, were not delivering the anticipated volume. The company desperately needed
to make a large deal, preferably in the expanding Asian market.
After intensive efforts by its marketing department, Lekan was eventually contacted by a Japanese company, Ligato, which
was interested in purchasing floor coverings. The two companies met on several occasions in Tokyo and a large deal was
finally made. A dinner was arranged to celebrate the successful conclusion of business.

Mr Roberts, the senior sales manager who had headed the Lekan team of negotiators, had brought along gifts for Mr
Takahashi, his Japanese counterpart. With heartfelt expressions of gratitude, Mr Roberts handed over a bottle of 25-year-old
malt whisky and then Chanel perfume which, he said, was intended for Mrs Takahashi. Mr Takahashi did his best to conceal his
anger and disappointment. He left the celebrations, however, without signing the contract.
Why did Mr Takahashi react the way he did?

Activities for Chapters 2.1 & 2.2

2.1

Offline Activity Time 20 minutes

You recently received a telephone call from the vice president of sales for a large national office machine supplier. She invited
you to an interviewand she made it clear that she wants to hire you and will try to negotiate a contract with you during the
interview. You responded that you are quite content in your sales position with a regional competitor of her firm. She also
made it clear, however, that this could be a very lucrative move for you, and thus you agreed to the interview. You then
suggested that both of you consider carefully all of the issues that might be included in a negotiated contract. To better
prepare yourself, you contacted a good friend who is currently a sales agent for her firm and asked him what issues he would
suggest that you put on the table, because they might be important to you and she had the authority to negotiate, at least to
a limited degree, on those issues.
After your conversation with your friend, and after giving the matter some thought, you developed a list of eight issues that
you would like to discuss:
(1) annual salary, (2) primary sales territory (your friend indicated that due to expansion five
territories are available), (3) expense account, (4) office location within the building, (5) signing bonus, (6) number of travel
days per month, (7) automotive usage plan, and (8) starting date. In final preparation for todays interview you decided to list
several possible outcomes for each of the eight issues, and as a means of creating value for each you assign a point value
to each outcome so you can compare them. The accompanying table includes the eight issues and your estimated value of
the possible outcomes for each. In the right column are the vice presidents point values as wellalthough you, of course,
dont know them. Review the issues and your values for each possible outcome, and answer the following skills

Question.
1. Why is this an integrative bargaining situation?
2.2 Offline Activity Time 20 minutes
In groups of three, represent a consulting firm. You have been hired by a diversified multinational corporation to advice on the
political and economic environment in different countries. The company wants to open one or two manufacturing facilities in
Asia. Choose a specific type of company and two specific countries in Asia and present them to the class, including the types
of risks that would be involved and what steps the firm could take to manage those risks.
Activities for Chapters 3.1 & 3.2
3.1 Online Activity Time 20 minutes
1. Do some research to determine the codes of conduct of two familiar companies. Compare the issues that they cover and
share your findings with the class. After several students have presented their findings, prepare a chart showing the
commonalities and differences of content in the codes presented. How do you account for the differences?
3.1 Offline Activity Time 1 day
2. Multicultural Negotiations
1. Eight student volunteers will participate in the role play. Four represent a Japanese automobile manufacturer, and four
represent a U.S. team that has come to sell microchips and other components to the Japanese company. The remainder of
the class will observe the negotiations.
2. The eight volunteers will divide into the two groups and then separate into different rooms, if possible. At that point, they
will be given instruction sheets. Neither team can have access to the others instructions. After dividing the roles, the teams
should meet for 10 to 15 minutes to develop their negotiation strategies based on their instructions.

3. While the teams are preparing, the room will be set up using a rectangular table with four seats on each side. The
Japanese side will have three chairs at the table with one chair set up behind the three. The American side of the table will
have four chairs side by side.
4. Following these preparations, the Japanese team will be brought in, so they may greet the Americans when they arrive.
At this point, the Americans will be brought in and the role play begins.
Time for the negotiations should be 20 to 30 minutes. The rest of the class will act as observers and will be expected to
provide feedback during the discussion phase.
5. When the negotiations are completed, the student participants from both sides and the observers will complete their
feedback questionnaires. Class discussion of the feedback questions will follow.
Feedback Questions for the Japanese Team
1. What was your biggest frustration during the negotiations?
2. What would you say the goal of the American team was?
3. What role (e.g., decider, influencer, etc.) did each member of the American team play?
Mr. Jones
Mr. /Ms. Smith
Mr. /Ms. Nelson
Mr. /Ms. Frost
4. How would you rate the success of each of the American team members in identifying your teams needs and appealing to
them?
Mr. /Ms. Jones, Vice President and Team Leader

Mr. /Ms. Smith, Manufacturing Engineer

Mr. /Ms. Nelson, Marketing Analyst
Mr. /Ms. Frost, Account Executive
5. What strategy should the American team have taken?
Feedback Questions for the American Team
1. What was your biggest frustration during the negotiations?
2. What would you say the goal of the Japanese team was?
3. How would you rate the success of each of the American team members?
Mr. Jones, Vice President and Team Leader
Mr. /Ms. Smith, Manufacturing Engineer
Mr. /Ms. Nelson, Marketing Analyst
Mr. /Ms. Frost, Account Executive
4. What would you say the goal of the American team was?
5. What role (e.g., decider, influencer, etc.) did each member of the Japanese team play?
Mr. Ozaka
Mr. Nishimuro
Mr. Sheno

Mr. Kawazaka
6. What strategy should the American team have taken?

Feedback Questions for the Observers

1. What was your biggest frustration during the negotiations?
2. What would you say the goal of the Japanese team was?
3. How would you rate the success of each of the American team members?
Mr. /Ms. Jones, Vice President and Team Leader
Mr. /Ms. Smith, Manufacturing Engineer
Mr. /Ms. Nelson, Marketing Analyst
Mr. /Ms. Frost, Account Executive
4. What would you say the goal of the American team was?
5. What role (e.g., decider, influencer, etc.) did each member of the Japanese team play?
Mr. Ozaka
Mr. Nishimuro
Mr. Sheno

Mr. Kawazaka
6. What strategy should the American team have taken?

3.2 Online Activity Time 1 day

In small groups of students, research Hofstedes findings regarding the four dimensions of power distance, uncertainty
avoidance, masculinity, and individualism for one of the following countries in comparison to India.
Present your findings to the class. Assume you are a Indian manager of a subsidiary in the foreign country and explain how
differences on these dimensions are likely to affect your management tasks. What suggestions do you have for dealing with
these differences in the workplace?

U.S.
Italy
Peoples Republic of China
Russia

Activities for Chapters 4.1 & 4.2

4.1 Online Activity Time 30 minutes
Develop a cultural profile for one of the countries in the following list. Form small groups of students and compare your
findings in class with those of another group preparing a profile for another country. Be sure to compare specific findings
regarding religion, kinship, recreation, and other subsystems. What are the prevailing attitudes toward time, change, material
factors, and individualism?

Nigeria

Peoples Republic of China

India
France
U.S.

4.2 Offline Activity Time 30 minutes

Listening can be an effective tool during negotiations. William Devine was representing a client on a land purchase. The
owner and I spent 2 hours on the phone horse-trading contract issues, then turned to the price, Devine explained. We
were $100,000 apart. The owner then said, The price your client proposes will leave us well short of our projections.
That makes it very tough on us. The line went silent.
My impulse was to say something in response to the silence, and I started to speak, then stopped. As I hesitated, I
sensed that if I said, My client can pay all cash, or Its still a good deal for you, then the owner would take my
comment as an invitation to joust, we would battle over the hundred grand, and my client would end up having to pay
some or all of that sum. The owner had not asked a question or proposed a compromise, so no response was required
from me at that moment. I decided to remain silent. After what felt like days but was probably less than 30 seconds, I
heard, But I guess its good for us [i.e., his company] to just get this deal done, so well do it.
Devine saved his client $100,000 by staying silent.
Questions to Think About
1.

What does this case suggest about the role of silence in negotiations?

2.

Have you ever had a similar experience when saying nothing paid off?

3.

Are there times when silence is a bad idea? Explain your answer.

Activities for Chapters 5.1 & 5.2

5.1 Offline Activity Time 20 minutes
Form groups in your classmulticultural groups, if possible. Have each person make notes about his or her perceptions of
(1) Americans, (2) Arabs, (3) Africans, and (4) Europeans. Discuss your notes and draw conclusions about common
stereotypes. Discuss any differences and why stereotyping occurs.
5.2 Offline Activity Time 20 minutes
Salary Negotiations
Thinking about negotiations is a lot easier than actually engaging in them. In order to give you some practice with the
information in this chapter, you will engage in a salary negotiation.
1.

To make this more meaningful, the exercise will be based on a job that you are actually interested in. Think of a job
you would like to have (either now or in the future). Imagine you have been offered this job. The salary is OK. It is about
15% below the market rate for this type of job, but you really want the job.
2.

What will you do?

3.

Will you negotiate for a higher salary?

What are the pros and cons of this choice?

If youve decided to negotiate (and we strongly suggest you do), work through the steps in the negotiation process.

Activities for Chapters 6.1 & 6.2

6.1 Offline Activity Time 20 minutes
Invite some students who are from other countries to your class. Ask them to bring photographs, slides, and so forth of people
and events in their native countries. Have them explain the meanings of various nonverbal cues, such as gestures, dress,
voice inflections, architecture, and events. Discuss with them any differences between their explanations and the attributions
you assigned to those cues.
6.2 Offline Activity Time 20 minutes
Interview a faculty member or a businessperson who has worked abroad. Ask him or her to identify factors that facilitated or
inhibited adaptation to the host environment. Ask whether more preparation could have eased the transition and what, if
anything, that person would do differently before another trip.
SME: Ms. Ameer Asra Ahmed