GLOBAL INSTITUTE OF BUSINESS STUDIES, Bangalore

Course Plan

Program PGDM
03CP25 | HCM II- Employee Effectiveness
Course Code & Course Name

Trimester Third Trimester; March- May 2024

Hours & Credits (1 Credit = 10
20 hours, 2 Credits
hours)
Course Facilitator Dr Pallavi Vyas
 Contents of Course File
HCM II- Employee Effectiveness
03CP25 (2023-25)
Sr. No. Item Annexure/Page no.
1 About GIBS, PEOs and POs 2-3
2 Academic calendar , Syllabus of the Subject 4-5
3 Time table of the Sections 6
4 Time table of the concerned teachers 6
5 Scheme of Evaluation, Evaluation Criteria,
7-18
attendance rules
6 Lecture planning and implementation sheet
19-34
(Format already sent)
7 Case study planning and execution sheet 35-40
8 Quiz (References to Teaching-Learning
resources/ question bank/websites/other
41-44
study materials to be recorded) and feedback
of students/faculty.
9 Assignment Schedule 45
10 Surprise tests (Sample Paper) (Record to be
46
maintained)
11 MST-1 and MST-2 (Samples) 47-48
12 Previous Semester Question or specimen
49-50
Papers
13 Unit-1
• Lecture details (hand-notes, models,
animations, videos planned to be used in
class).
• Tutorial sheets (based on lectures of 50-61
the previous weeks)
• Assignments (1) (Copy along with
marking scheme to be attached)

14 Unit-2
• Lecture detail
• Tutorial sheets (based on lectures of 62-69
the previous weeks)
• Assignments (1)

15 Unit-3
• Lecture detail 70-75
• Tutorial sheets (based on lectures of
the previous weeks)
 3. Assignments (1)

16 Sample Question Bank (for

students orientation) 76-80

17 Topics on advances in the subject (3-4 lectures

81-92
in Sem)/ (10% beyond syllabus content)
18 PPTs to be uploaded Separate
Files
19 Analysis and feedback of the contents by
Faculty
20 Students Result Analysis after MST-1/MST-
2/End Semester Examination
21 Identification of slow learners and fast learners
after MST-1
At the end of the semester
22 Remedial actions to be recorded
23 Review of slow learners and fast
learners progress after MST-2

24 Review of slow learners and fast learners

progress after end semester exams.

25 Best Practices adopted by the faculty

1. ABOUT GIBS
Global Institute of Business Studies GIBS is a prestigious business school that was founded in
2014 by Goyal Education Trust GET. Located in a strategic location, GIBS has built a strong
reputation as one of the best business schools in India. The institute offers a highly-regarded Post
Graduate Diploma in Management PGDM program that is approved by the All-India Council for
Technical Education AICTE and recognized by the University Grants Commission UGC under
the Ministry of Education, Government of India. GIBS is proud to be certified with ISO
9001:2008.
At GIBS, our vision is to provide a supportive and academically rigorous environment that
equips students with the skills, knowledge, and experience needed for a successful transition
from their studies to their careers. Over the years, GIBS has consistently outperformed other
business schools and has gained recognition as one of the top institutions in India. This success is
attributed to our strong industry connections, excellent faculty, and state-of-the-art infrastructure.
Our association with the industry is robust and diverse. We collaborate with leading companies
for corporate mentoring, organize industrial visits, and invite renowned industry personalities to
deliver guest lectures. Our faculty members bring extensive industry and consulting experience,
ensuring that students receive practical and relevant education. At GIBS, we focus on developing
exceptional leadership, communication, and life skills in our students. Our unique advantages
include a mentorship program, a three months industry internship program, and a comprehensive
GIBS Certification Program in personal mastery spread over two years. Additionally, we provide
world-class infrastructure, including separate hostels for boys and girls.
We are committed to offering programs that are rigorous, industry-oriented, and skill-driven. The
curriculum is regularly updated with input from renowned academicians and industry experts,
guaranteeing that our students become well-rounded and socially responsible professionals in
India. Since our establishment, GIBS has been dedicated to nurturing talents, ambitions, and
dreams. We emphasize both the processes and results of management education.
Vision
To instil human values and to be recognized globally as the preferred destination for all future
leaders, through global leadership in human development & excellence in education.
Mission
 To create a centre of academic excellence with a collaborative environment to impart
value-based education to students from various socio-economic cultural backgrounds and
academic skills.

 To prepare management professionals with a global mindset and catalytically transform

them into world-class experts.
Program Educational Objectives (PEOs)
1. Graduates of the PGDM program will successfully connect the cross-functional and
interdisciplinary dimensions of management theories and models with real-time industry
practices to make informed decisions in the dynamic world to depict inclusive leadership.

2. Graduates of the PGDM program will possess effective communication skills, entrepreneurial,
intrapreneurial, and analytical skills, strengthened with functional expertise, creativity, and
innovation, and are sensitized to the domestic and global context of business and management.
3. Graduates of the PGDM program will cultivate ethical and value-based leadership by
embracing the principles of economic, social, and environmental consciousness.
Program Outcomes (PO’s)
The program outcomes at GIBS are aligned with the institute's vision and mission. These
outcomes are carefully identified and specified based on the knowledge, skills, values, and
attitudes that students are expected to acquire through the courses offered.

1. Generic and Domain Knowledge: Enhance Awareness of Local and Global Business
Environments, with a strong foundation of Management concepts and frameworks and Domain
Knowledge.

2. Problem-Solving: Improved and Leveraged Analytical Thinking for Effective Problem

Solving and Informed Decision Making.

3. Cross-Functional and Global Orientation: Demonstrate Cross-functional and

interdisciplinary understanding aspects and the ability to work effectively in diverse global
business environments.

4. Effective Communication: Demonstrate strengthened /Effective business communication

skills by adopting modern technology, platforms, and tools.

5. Leadership and Teamwork: Ability to understand the leadership roles and responsibilities,
as well as the importance of collaboration within teams across organizational boundaries and
diverse skills.

6. Industry-ready: Ability to synthesize, analyze and integrate their knowledge of business

disciplines to comprehend organizational goals.

7. Social Responsiveness and Ethics: Depict the skills of value-based leadership by being
ethical in conduct and socially responsible.

8. Environment and Sustainability: Ability to demonstrate an understanding of the significance

of sustainability and are able to assess and are well-Informed about ESG - Environment, Social,
& Governance.
Academic Calendar – Batch 2022- 24

Weeks
Term Name Start Date End Date
/
Days
Orientation Program 22nd July 2023 12th Aug. 2023 3 Weeks
Term 1 (Trimester 1) 14th Aug. 2023 29th Nov. 2023 16 Weeks
Mid-Term Exam 16th Oct. 2023 18th Oct. 2023 3 Days
nd th
Term End Exam 22 Nov. 2023 29 Nov. 2023 6 Days

Term 2 (Trimester 2) 1st Dec. 2023 28th Feb. 2024 12 Weeks

Mid-Term Exam 8th Jan. 2024 11th Jan. 2024 4 Days
st th
Term End Exam 21 Feb. 2024 28 Feb. 2024 7 Days

Term 3 (Trimester 3) 1st Mar. 2024 30th May 2024 13 Weeks

Mid-Term Exam 8th Apr. 2024 11th Apr. 2024 4 Days
rd th
Term End Exam 23 May 2024 30 May 2024 7 Days

Industrial Internship Program 1st June 2024 31st Aug 2024 12 Weeks

Term 4 (Trimester 4) 4th Sept 2024 29th Nov 2024 13 Weeks

Mid-Term Exam 14th Oct 2024 16th Oct 2024 4 Days
nd th
Term End Exam 22 Nov 2024 29 Nov. 2024 7 Days

Term 5 (Trimester 5) 2nd Dec 2024 28th Feb. 2025 13 Weeks

Mid-Term Exam 16th Dec. 2024 18th Dec. 2024 4 Days
st th
Term End Exam 21 Feb 2025 28 Feb. 2025 7 Days

Term 6 (Trimester 6) 1st Mar 2025 30th May 2025 13 Weeks

Mid-Term Exam 19th April 2025 1 Day

rd th
Term End Exam 23 May 2025 30 May 2025 7 Days
 Course Name: HCM II- Employee Effectiveness Course Code: 03CP25
Total number of hours: 20 Hrs Credits: 2
Course The course is designed to give students an insight of the theoretical and practical
Description
perspective, concepts, issues and practices in Human Capability Management.
The course is divided in two parts and will be completed over two trimesters. Part
I will introduce the basic concepts of HRM and help students learn the basic
process of human resource department. Part II deals with more key aspects of
human resource management.

Course  To infer the theoretical frame work of employee engagement. L2

Objectives  To apply the emotions amongst the employees L3
 To interpret the employee change management practices L3
 To analyse the learning management system L4
 To comply the experience of LMS L5

Syllabus of the Subject

03CP25 HCM II-Employee Effectiveness LTP C

Total Contact Hours : 20 Hours
4 0 0 4
PGDM
Prerequisite: NA
Marks 100
Internal: External: 35
65
Unit Course
Outcomes
1 Infer the role of HR as a function in facilitating change
Construct and manage the human elements and emotions of HR
2

Analyse different forms of employee engagement

3
Examine the learning through LMS
4
Evaluate the knowledge of the above at the work place while dealing with similar HR functions
5
Unit I 4 Hours
Employee Engagement
Concept of Employee Engagement, Retention, Employee Experience and Retention, The Race
for Talent: Retaining and Engaging Workers, managing voluntary turnover, a comprehensive
way to retaining employees, job withdrawal, managing dismissals,

Unit II 4 Hours
Emotional Competence
Types of emotions at workplace, Self-Awareness of emotions, Reading Emotions in others and
facilitation of emotional regulation, the role of empathy in interpersonal relationships- Peers,
Teams, Leaders, Customers.

Unit III 4 Hours

Organizational Change Management
Definition, history, and evolution of Organizational change and OD. Theories of planned
change-Theory O and Theory E, types of planned change, critique of planned change, who is the
OD practitioner? Professional OD, values and ethics, strategic focus. Attitude towards change:
Theory of psychological reactance, overcoming resistance to change, Commitment to change –
Creating readiness for organizational change.

Unit IV 4 Hours
Learning Management Systems - Introduction

What is Learning Management Systems LMS, Purpose of LMS training efficiency,

standardization, scale, accessibility Benefits of LMS. Challenges in LMS. HR as the driving
agent of LMS- Essential Competencies- Understanding the learning needs of the organization,
Understand the Learner, Large scale Project management skills. Driving digitization of content
Understand the learning landscape- Types-Technical, Domain, Behavioural, Compliance.
Existing format and dissemination, its gaps. Provide resources for course conversions or
creations.

Unit V 4 Hours
Managing Learning Management Systems

Selecting and Implementing a Learning management system, Evaluation of partners- Know the
basic technical information- SCORM, internet bandwidth/load bearing, Integration capabilities
of new internal content/ learning partner, data analytics capabilities. Building the admin and
technical trouble shooting team.

Essential Reference
1. Aswathappa K, Human Resource and Personnel Management,4th Ed, Tata Mc Graw Hill
Publishing Co. Ltd

Recommended Reference
1. LMS success: A step-by-step guide to Learning Management System Administration- 2018.
2. Katrina Marie Baker.The LMS Guidebook: Learning Management Systems Demystified.
2018- Steven D Foreman
3. Rao, V.S.P, Human resource management: Text and cases, 2nd ed. Excel books.
4. Pareek, U. Training instruments for HRD. New Delhi: 3rd Edition, Mc Graw Hill.
5. Decenzo, D. A. & Robbins, S.P., Human resource management. John Wiley and Sons Inc.

• Time table of the Section

• Time table of the Teacher

 • Scheme of Evaluation & Attendance rule

GIBS B School

Scheme of PGDM BATCH (2022- Total Credits=

114
2024)
Semester – I
Subject
Cour L T P S Cr
Code se
03CP25 HCM II- Employee Effectiveness 15 5 2

Evaluation System-

Continuous Evaluation System (CES) and the details of the components are as follows:
Category Components Distribution Minimum Marks Minimum
of Marks as to be scored as Percentage to be
per per the scored
weightage
the
weightage
Continuous
Evaluation 1
Assignment 15 6 40%
Pre-Mid-
Term
Assignment
Continuous
Mid-Term
Evaluation
Exams: 25 10 40%
2 Mid-
Written
Term
Exams
Examination
Continuous
Field Work /
Evaluation 3
Application 20 8 40%
Post-Mid-
Work
Term
Assignment
Continuous
80 % of
Evaluation 4 Attendance 5 2
total
Attendance
classes
Continuous
End-Term
Evaluation 14 40%
Examination: 35
5 End-
Written
Term
Exams
Examination
Total Marks 100 40 40 %

 Continuous Evaluation (CE) I: This component evaluates various factors such as

classroom participation, periodic quizzes, class tests, internal examinations,
assignments, and live projects. CE I contribute 15 % towards the final grade.
 Mid-term Exam (CE) II: This assessment is conducted in the middle of the term
and carries a weightage of 25% towards the final grade.

 Continuous Evaluation (CE) III: Field Work: This component involves

practical work or experiential learning related to the course. Fieldwork weighs
20% of the final grade.
 Attendance (CE) IV: It carries 5% weightage
  End-term Exam (CE) V: This examination is conducted at the end of the term and
carries a weightage of 35% towards the final grade.

Attendance and Leave Policy

LEAVE POLICY FOR STUDENTS

GIBS fosters a dynamic classroom environment where students actively participate in the
learning process, sharing their knowledge and contributing to the collective understanding of
the class. The Attendance Policy has been developed to support this immersive learning
experience and encourage peer learning
To be eligible for appearing for the exams, students are required to achieve 80% of
attendance in each course. The same applies to the Certification Program in Personal
Mastery.
As an incentive for regular attendance, 5 marks in the Internal Assessment will be awarded
based on the percentage of attendance

1) As per the attendance policy there is no provision for medical leave.

The Internal Assessment Marks slab for Attendance:

Percentage of Attendance Marks

95% - 100% 5
90% - 95% 4
85% - 90% 3
80% - 85% 2

Lecture Planning & Implementation Sheet

Trimester 3
Cours Course Title Course Coordinator Lect Tuto Prac Cr
e Code ures rials
03CP25 HCM II- Employee Dr. Pallavi Vyas 20 0.0 0.0 2
Effectiveness

Text Books
Sr Title Author Edition Year Publisher Name
No
1. Human Aswathappa K 4th Ed Tata Mc Graw Hill
Resource and Publishing Co. Ltd
Personnel
Management
2. Human Gary Dessler 16th ed. Pearson
Resource
Managemen
t

Reference Books
Sr No Title Author Edition Year Publisher Name
LMS success: A 2018
step-by-step guide
to Learning
Management
System
Administration
The LMS Katrina Marie 2018
Guidebook: Baker
Learning
Management
Systems
Demystified.
Human Rao, V.S.P 2nd ed. Excel books
resource
management:
Text and
cases
Training Pareek, U. 3rd Mc Graw Hill
instruments Edition
for HRD
Human Decenzo, D. John Wiley and Sons Inc.
 resource A. & Robbins,
management S.P.

Teaching Plan

Unit Lectur Unit Exercise Hours Pedagogy Resource/

numb e details s per (teaching- Reference
er Numbe Week learning details
r methods
used)/
activities
and or
class trips/
dates for
assessmen
t
Unit 1 Employee Introduct 1 Lecture, Gary
II Engageme ory Case activity Dessler-
4 Hrs nt Discussio based Chapter 1,
Concept of n discussion, Page 17
Employee Syllabus
Engageme Orientati
nt, on and
Retention, Case
Employee Reading
Experience Methodol
and ogy
Retention
2 managing 1 Lecture Human
voluntary and Resource
turnover, a discussion and
comprehen Personnel
sive way to Management
retaining ,
employees, Ashwathapa
3 job Discussio 2 Lecture
withdrawal n of HBR and
, managing Article: discussion
dismissals Why
employee
stay?

https://
hbr.org/
1973/07/
why-
 employee
s-stay
4 Case Case 2 Lecture Human
Discussion Study: and Resource
discussion and
Personnel
Management
,
Ashwathapa
Unit 5 Emotional 1 Lecture
II Competen and
4 Hrs ce: discussion
Types of
emotions
at
workplace,
6 Self- 2 Lecture
Awareness and
of discussion
emotions,
Reading
Emotions
in others
and
facilitation
of
emotional
regulation
7 the role of 1 Lecture
empathy in and
interperson discussion
al
relationshi
ps- Peers,
Teams,
Leaders,
Customers.

8 Role Play Role Play 1 Lecture

Activity to and
understan discussion
d
emotions
in others
Unit 9 Organizat 2 Lecture Org Theory,
III ional and Design and
4 Hrs Change discussion Change-
Managem Gareth Jones
ent and Mary
Definition, Mathew-
history,
and
evolution
of
Organizati
onal
change and
OD.
10 Theories of 1 Lecture Org Theory,
planned and Design and
change- discussion Change-
Theory O Gareth Jones
and Theory and Mary
E, types of Mathew-
planned
change,
critique of
planned
change,
who is the
OD
practitione
r?
11 Profession 1 Lecture Org Theory,
al OD, and Design and
values and Discussion Change-
ethics, Gareth Jones
strategic and Mary
focus. Mathew-
Attitude
towards
change:
Theory of
psychologi
cal
reactance,
overcomin
g
resistance
to change
12 Commitme Case 2 Lecture Org Theory,
nt to Study and Design and
 change – Discussio discussion Change-
Creating n:Nike Gareth Jones
readiness Learns and Mary
for How to Mathew-
organizatio Change Page 311
nal change.

Unit 13 Learning Business 1 LMS

IV Managem Practition success: A
4 Hrs ent er step-by-step
Systems - Session: guide to
Introducti Mr. Learning
on Savan S- Management
LND System
What is Head Administrati
Learning on
Manageme
nt Systems https://
LMS, books.googl
Purpose of e.co.in/
LMS books?
training id=a_NADw
efficiency, AAQBAJ&p
standardiza rintsec=front
tion, scale, cover&sourc
accessibilit e=gbs_ge_su
y mmary_r&c
ad=0#v=one
page&q&f=f
alse
14 Benefits of Business 1 Lecture LMS
LMS. Practition and success: A
Challenges er discussion step-by-step
in LMS. Session: guide to
HR as the Mr. Learning
driving Savan S- Management
agent of LND System
LMS- Head Administrati
Essential on
Competenc
ies-
Understan
ding the
learning
needs of
the
 organizatio
n,
Understan
d the
Learner,
Large scale
Project
manageme
nt skills.
15 Driving Business 3 LMS
digitization Practition success: A
of content er step-by-step
Understan Session: guide to
d the Mr. Learning
learning Savan S- Management
landscape- LND System
Types- Head Administrati
Technical, on
Domain,
Behaviour
al,
Complianc
e. Existing
format and
disseminati
on, its
gaps.
16 Provide 2 Lecture LMS
resources and success: A
for course discussion step-by-step
conversion guide to
s or Learning
creations. Management
System
Administrati
on
Unit V 17 Managing 2 LMS
4 Hrs Learning success: A
Managem step-by-step
ent guide to
Systems : Learning
Selecting Management
and System
Implement Administrati
ing a on
Learning
 manageme
nt system

18 Evaluation 1 Lecture LMS

of and success: A
partners- discussion step-by-step
Know the guide to
basic Learning
technical Management
informatio System
n- Administrati
SCORM, on
internet
bandwidth/
load
bearing,
Integration
capabilities
of new
internal
content/
learning
partner,
data
analytics
capabilities
.
19 Building 2 LMS
the admin success: A
and step-by-step
technical guide to
trouble Learning
shooting Management
team. System
Administrati
on
20 Case Case 1 Lecture LMS
Discussion Study: and success: A
discussion step-by-step
guide to
Learning
Management
System
Administrati
on
 Schedule of Assignment

Component Description Date of Late Date Units Maximum

Allotment of marks
Submissio
n
CE I Assignment I 15
CE II Mid-term I & II 20
CE III Field Work III, IV & 20
V
ETE ALL Units 35
Attendance 10
Total 100

Details of Academic Task(s)

ASSESSMENT DESCRIPTION

CE-I

Assessment 1 - Employee Engagement Practices (Individual Assessment)

Max Marks: 15
Submission Deadline: 15th April’24
Syllabus Covered- Unit- I

Particulars of Assignment

Why this assignment Description Grading

Comparison of Employee Engagement Practices 15 marks
Enhances practical of any two companies. The faculty will
knowledge and grade the
researching and report The students are supposed to identify the employee students based
writing capabilities engagement practices adopted by any two different on overall
amongst the students, organizations. They are then supposed to critically performance of
Results in critical evaluate and compare the two organizations’ practices the individual
thinking and and give their own recommendations and suggestions. and
discussions during the The two companies could be from two different understanding
process. industries to derive an easy comparison of practices of the topic by
of the two companies each student.
No two students should have the same two
organizations.The assignment might be based on
primary or secondary data sources.

Rubrics
Category 12-15 9-11 10-6 Below 5
Excellent Good Satisfactory Needs Improvement

Content Provides useful Provides fairly good Provides average Provides lesser
ideas, robust ideas and contents ideas, contents and contents and delivers
contents and the and deliver most of delivers presentation which
individual delivers the expected satisfactory needs improvement
all expected contents of the content content wise
contents of the report
report
Organising the Highly innovative Delivers a fairly Delivers average Report is conventional
Report style of reporting good report with impactful report with least impact
with greater impact good impact with not much
on the audience innovative ideas
Ability to Exhibits higher Exhibits fairly good Exhibits average Exhibits below average
Articulate Facts level of cohesiveness and cohesiveness and cohesiveness and
cohesiveness and demonstrates good demonstrates demonstrates team
demonstrates team building skills average team building skills which
excellent team building skills needs improvement
building skills

CE II – Mid Term exam

Components of CE-II Max Marks=40

Mid-Term Exam Syllabus: Unit I, II

Pattern
● Section A – Answer any three out of four (3X10=30 marks)

● Section B- Compulsory Question

● Section C- Case Study (Embedded Question) (1X10= 10 marks)
CE II Rubrics

Criteria / Excellent (5) Very Good Good Average Needs

Weighta (4) (3) (2) Improvement(
ge 1)
Concept Provides a detailed Provides Provides Provides Explanation
of explanation of the explanation explanati average provided does
Employe answer, covering all of the answer on of the explanati not list the
e important aspects of in a fairly answer, on of the important
Engagem the concept, while good manner, covering answer, attributes and
ent citing relevant covers most a few covering provides
examples but not all important very few inadequate
important aspects important explanation. No
aspects of the of the aspects examples
concept, cites concept, of the
decent cites concept,
relevant some does not
examples meaningf cite
ul relevant
example examples
Identifies Identified all possible Identified Identified Identified Did not identify
critical key aspects of EI and (70-80%) (60-70%) (50%) any relevant
aspects is relevant possible key possible possible key aspects.
of aspects of EI key key
Emotion and is aspects aspects
al relevant of EI and of EI and
Compete is is
nce relevant relevant
Structur The writing is well The writing A few A few There is no
e of case structured with a is properly sections sections structure in the
analysis Summary, Problem, structured are are writing. No
and Alternatives, with a presented presented sections such as
writing evaluation, Summary, and are and are Summary,
recommendations, and Problem, appropria not Problem,
conclusion. The Alternatives, te and in- appropria Alternatives,
content is appropriate evaluation, depth. te -lacks evaluation,
and in-depth recommendat depth. recommendatio
ions, and ns or
summary conclusion are
/conclusion. identifiable
Lacks depth
*Weightage (Levels) can vary depending on the assignments

CE III –
Components of CE-III
Max marks= 20
HR Expert Interview - Group Assignment
Submission: April 30th 2024

Particulars of Assignment:
Why This Assessment Description Grading
The assessment will help The students would be required 20 marks
students to understand the to interview an HR manager The faculty may grade the
application of HCM concepts from any organization. They students based on overall group
and designing the HR policies should prepare a list of performance and the individual
based on the functions learnt in questions to ask the HR performance based on the
the course. manager and should align them understanding of the topic by
with their syllabus topics like each student. The students must
employee engagement, Org record a video with the HR
Change and LMS. The manager wherein each student
objective would be to must ask a question. A brief
understand the application of report has to be prepared stating
these practices at the the findings and a critical
organization. evaluation of the practice
adopted by them at their org.

CE III Rubrics
Parameter Excellent Good Moderate Needs
Improvement
8 - 10 6–7 4-5 Below 4

Content Information Information in some Information in Information often

Organization and accurate, relevant, part is accurate some part is inaccurate or
Writing presents clearly Use of language and inaccurate irrelevant,
and explicitly, and Explanations Sometimes uses using language that
uses vivid and appropriate, average language and is inappropriate, not
appropriate in explanation of the Explanation that is enough depth in
language. In depth concepts. Covers inappropriate, explanation. Covers
explanation of more than 50% of moderate only 15-20% of the
90% of the HR the concepts explanation. concepts.
Concepts appropriately. Covers less than
mentioned above. 50% of the
concepts.
Evidence of High Clarity in Average Clarity in Some clarity in No clarity in
Understanding of Understanding of Understanding of the Understanding of Understanding of
the HR concepts the HR concepts HR concepts and the HR concepts the HR concepts
and their and their their application and their and their
application application Conceptual application, application No
Conceptual understanding Conceptual Conceptual
understanding is moderate understanding understanding
high average
Extent of Key points covered Fairly good number Average number of Not enough areas
Coverage of & most areas of areas under study areas under study of study are
stated HR Topic under study are are covered and are covered covered
structured structured appropriately. appropriately.
appropriately and appropriately.
the HR policy
defined well.

Prepared by
(Faculty in-charge) Reviewed by Approved by
Dr. Pallavi Vyas

Signature of Course Coordinator Signature of HoD with Stamp

Case Study planning & execution sheet

Sr. No Name of Case Study Schedule date Execution data

1 Nike Learns How to Change Mar 20, 2024
2 Mar 28, 2024
3 Apr 11, 2024

Case Study- 1
 • Surprise tests (Record to be maintained)

Sr. No Surprise tests Schedule date Execution data

Test 1

Test 2

• QP-1 & QP-2 (SAMPLES)

• Previous Year Question Paper-