CAIIB Human Resource Management (HRM) Elective Paper – Complete Syllabus | Study Material

Module A: Human Resource Management

Fundamentals of HRM

Fundamentals of HRM; New Insights into HR Management; Ethics in Human Resource Management (HRM)

Organisational Behaviour

Behavioural Dynamics in Organisations; The Person – Job Fit; Group Dynamics; Leadership and Team Effectiveness; Some Contemporary Approaches to Leadership; Transformational Leadership; Human Resource Implications of Benchmarking; Quality Initiatives in Organisations; ‘Quality Circle’: A HR Strategy to Quality Improvement; ‘Six Sigma’: A Model for Improving in Business Processes; Positive Attitude: The Core Behavioural Capital of Organisations; Stress Management; Business Etiquettes

Organisational Change

Change and Development; Change Agent; Managing Change; John P Kotter’s eight steps to successful change; ‘Responsibility Charting’

HRM in Indian Banks

Traditional Role of HRM in Indian Banks; Expectations from HR Department; Changing Profile of ‘HRM’ in Banks; Major HRM Challenges Facing Banks; Core Banking and People Challenges

Knowledge Management

Concept of Knowledge Management (KM); Significant Features of Knowledge Management; Knowledge Management in Banks; IT & Database Management

Module B: Building an HR Strategy

HR as a Strategic Player

HR as a Strategic Player & Strategic HRM; HR Strategy Formulation and Implementation; Need for a Distinctive HR Strategy; Creating Business Value Through HR Strategy; ‘Factor Analysis’ in HRM; Connecting ‘Strategy’ to Organisations; Strategy Execution; Aligning HR System with Decision Framework

CEO and his/her Team

Roles and Responsibilities of CEO; CEO and Talent Management; Executive and Line Managers; Succession Planning; ‘Job Family’: An Integrated Model for Sustained Succession Planning & Talent Management; Human Resource Audit

Communication

Organisational Communication; Types of Communication; Barriers to Effective Communication; Steps for Effective Communication; HR and Communication

HR Functions

Human Resource Planning (HRP); Recruitment and Selection; Impact of Technology on Critical HR Functions; ‘Social Media Policy’ for Organisations: Need and Contents thereof; Compensation; Incentive-Based Compensation; Attrition/Turnover Management; Employee Risk Assessment Systems in Banks

Performance Management

Performance Management System (PMS); Performance Appraisal System; 360-Degree Appraisal; Competency Mapping; Key Result Areas (KRAs)

Module C: Motivation, Training and Skill Development

The Learning Process

Human Implications of Organisations; The Learning Theory; The Learning Process; Employee Behaviour

Employee Motivation

Types of Motivation; Motivational Theories; Employee Attitude Development; Practical Applications of Motivation; Job Enrichment; Job Enlargement; Job Rotation; Job Satisfaction

Employee Development

Basic Objectives of ‘Training’; Training & Development: Its Need; Concepts and differences of ‘Training’, ‘Development’ and ‘Learning’; ‘Training Need’: Methods for Identification of Training Needs; Role and Impact of Training; Changing Face of Banking in India; Future of Bank Education in India

Training Methodology

Subject Matter of Training: ‘Learning Organisations’; Training Methodology; Current Trends in Training; Types of Training; Benefits of Training; Training & Career Development; Soft Skills Training; Challenges in Training in Banks; Training Infrastructure in Banks; Talent Management; Creative Talents & Dynamic Leadership: A Winning Combination; Strategies to hone up Leadership Skills; Training for the New Generation; Return on Investment (RoI) on Training; Measuring the Success of Training; Best Practices in Training to Help Organisations

Module D: Personnel Management and Industrial Relations

Industrial Relations (Part A)

Personnel Function; Legal Aspects of Personnel Function; Legislation on Working Conditions; Industrial Relations Code 2020; Legislation on Wages; Legislation on Social Security; Legislation on Employment and Training; The Changing Scenario

Industrial Relations (Part B)

Historical Background of Trade Union Movement; Trade Unions in Banks; Industrial Relations; Collective Bargaining

Employee Discipline (Grievance Redressal and Discipline)

‘Grievance’: Concept and Definition; Causes & Effects of ‘Grievance’; Grievance Redressal Mechanism; Conflict Management; Management Dilemma

Workers’ Participation in Management (WPM)

‘Participation’: Concept & Definition, Types; Methods of Participation; Indian Banking Experience on Workers’ Participation in Management (WPM)

Employee Discipline (Discipline Management)

Discipline at Workplace; Discipline Management; Disciplinary Rules in Banks; Domestic Enquiry; Frauds in Banks; The Risk Attached to Delegation of Financial Powers; Need for Vigilance Department in Banks; Diversity and Gender Issues; Dealing with Cases of Sexual Harassment; The Sexual Harassment of Women at Workplace (Prevention, Prohibition and Redressal) Act, 2013 (POSH ACT)

Module E: Emerging Scenario in HRM

Contemporary Practices in Employee Engagement

Concept and Definition of ‘Employee Engagement’; Various features and characteristics of ‘Employee Engagement’; Drivers of ‘Employee Engagement’; Need for creative strategies for engaging Gen ‘Y’ Employees; Contemporary ‘Employee Engagement’ strategies; ‘Work From Home’: Emerging New Normal in Organisations; Strategies to Keep Employees Engaged When They are Working From Home (WFH); ‘Hybrid Model’ of working: Unifying the Physical and Virtual; ‘U-Work’ & ‘Ópen2u’: New and Novel Employment Models; Legal Frame-Work in India to Regulate New Models of Work

Organisational Culture & Creativity: New Imperatives

Definition and Characteristics of ‘Individual Culture’ and ‘Organizational Culture’; Concept and Features of ‘Individual Creativity’ and ‘Organisational Creativity’; Distinction between ‘Creativity’ & ‘Innovation’; Impact of ‘Culture’ on ‘Creativity’ and Vice-Versa in Organisations; Essential Qualities of a ‘Creative Leader/Manager’; Strategies to Create ‘Ethical Organizational Culture’

‘Corporate Sustainability’ & ‘Green HRM’: A Social & Environmental Approach to People Management

Concept of ‘Corporate Sustainability’; Evolution from ‘Strategic HRM’ to ‘Sustainable HRM’; Various Forms of ‘Sustainable HRM’; ‘Green HRM’: An Environmental Approach to HRM; ‘Green HRM’ Practices in Banking Industry: Possibilities and Prospects; The Way Forward

‘HR Analytics’, ‘HR Entrepreneurship’ & ‘AI-Based HR Solutions’: New HR Trends for Future

Future ‘HR Analytics’: Conceptual Understanding; ‘HR Metrics’ vs ‘HR Analytics’; Advantages and Disadvantages of ‘HR Analytics’; ‘HR Entrepreneurship’: The future Buzzword; Introduction to ‘Artificial Intelligence’; Role of ‘Artificial Intelligence’ in HR Functions

Leading in a ‘VUCA’ & ‘BANI’ Scenarios: New Approaches in ‘Crisis Management’

‘Crisis’: Concept, Definition, Features & Sources; ‘Crisis Management’: Concept, Features & Need; Four Levels of ‘Uncertainty’: Strategies to Manage; ‘VUCA’: Gravity-Driven Approach to ‘Uncertainty’ and ‘Crisis Management’ in Organizations; Evolution of ‘BANI’ Approach in Crisis Management; ‘VUCA’ or ‘BANI’: Which is to be the Vision for Organisations to Deal with the Crisis?; Typical Models of ‘Crisis Management’ Process; Role of HR in ‘Crisis Management’ Process; Leadership Role in ‘Crisis Management’; Role of Employees in ‘Crisis Management’

‘Business Ethics’, ‘Corporate Governance’ & ‘Corporate Social Responsibility’: A Winning Combination for Organisational Excellence

‘Business Ethics’: A Treasure of Trust; Areas of ‘Business Ethics’; Theories of ‘Business Ethics’; Characteristics of an ‘Ethical Organisation’; ‘Corporate Governance’: Shareholders’ Primary; Major Best Practices for Improving ‘Corporate Governance’; Ethical issues in ‘Corporate Governance’; ‘Corporate Social Responsibility’(CSR): A Resolve Towards Commitment to ‘Business Ethics’ & ‘Social Wellbeing; Various Models of ‘Corporate Social Responsibility’; ‘Corporate Social Responsibility’: Indian Experience