Syllabus for
Master of Science (Psychology-Human Resource Development and Management)
Academic Year  (2024)

The Master of Science in Psychology (Human Resource Development and Management) offered by Christ University and Master of Arts in (Business and Organisational Psychology) by Steinbeis, Germany is a two year collaborative programme. The programme consists of four semesters, which includes two months in Berlin. The course is aimed to develop students to meet the demand of contemporary work challenges by imbibing the principles of organization and psychological concepts. This programme compasses a range of courses adopting modular teaching pedagogy, and offers a gamut of opportunity opening direct global exposure both nationally and internationally. The Masters programme at Christ integrates the foundational principles of human resource management and current trends in people management emphasizing on the evidence-based approach. The Business and Organisational Psychology focuses on providing the technical and managerial skills that are necessary for overseeing and shaping the diverse conditions and contexts of workplace practices, economic and organizational psychology knowledge that can be successfully applied to modern organizational practices, essential function and management expertise, and personal skills required to thrive in the increasingly complex world of commercial practices. Additionally, digital learning platforms are provided along with workshops, training and internship opportunities. This course offers a unique assessment protocol which ensures the overall holistic development of the learners.

Programme Outcome/Programme Learning Goals/Programme Learning Outcome:

PO2: Demonstrate cognitive, meta-cognitive, emotional and behavioral skills to function effectively in a multicultural work environment

PO3: Conduct scientific research, psychometric assessment, and organizational diagnostics that will enable them to deal with real work-life scenarios.

PO4: Demonstrate leadership skills through strategic thinking, negotiation, and ethical behavior to provide training and consulting services.

PO5: Create and advocate diversity and inclusion policies and practices in organizations to enhance the work environment.

PO6: Resolve organizational issues by adopting evidence- based interventions while adhering to the legal requirements and the core values of the organization.

Formative and Summative assessments are conducted by the department to ascertain the readiness for learning and the attainment of learning outcomes. Assessments are examinations are based on competency frame work and principles of outcome-based education. Attainment of learning outcomes/ expected competencies is evaluated using either holistic or analytic rubrics, grading schemes or attainment criteria specified to the students at the beginning of the semester. Learning outcomes (Course outcomes) of each course are mapped to programme outcomes. Assessments and examinations follow the principle of constructive alignment and outcomes are mapped to higher order thinking skills. Most common frameworks used in this programme include Revised Blooms Taxonomy, and Structure of Observed Learning outcomes (SOLO) and ICAP framework.

Assessment is based on the performance of the student throughout the semester.

Credit Structure
Normally 15 hours of classroom teaching in a semester is considered as one credit for theory courses.

• Courses with 30 hours per semester will earn the candidate 2 credits.
• Courses with 45-50 hours per semester will earn the candidate 3 credits.
• Courses with 51 hours and above per semester including practical will earn the candidate 4 credits.
• Dissertations/Practical equivalent to one course will earn the candidates 4-6 credits.

Course description: This course will introduce students to the domain of academic writing and its intricacies. Every student regardless of his or her area of interest will be made to use an academic style of writing at different levels and at various points in time. This course will, therefore, seek to impart such knowledge about the styles of writing used in the current academic scenario. It will provide students with opportunities in the classroom setting to practice such styles, both individually and in collaboration with others. In doing so, it will allow students to delve deeper into the scientific literature, while also preparing them for efforts in research. The insights gained from such a course can be used by students as a foundation in their specialized line of work.

Course objectives:

• To help the learner gain familiarity with different academic writing styles used in contemporary scientific journals.
• To gain a better understanding of in-text and reference citations, APA formatting.
• To introduce the concept of plagiarism and its types to avoid such academic forgery. 

An overview of the current status of academic writing and its importance; different approaches and processes; key issues: plagiarism, biases and frequent errors

Introduction to style and formatting guidelines from the American Psychological Association (APA); specific guidelines pertaining to in-text citations, references, and structures of academic papers

Abstract writing; summarization; review of literature; scientific poster presentations; reflective, analytic and descriptive reports; book review; film review; tables and graphs in academic papers.

Individual/Group presentations on forms and issues in Academic Writing; classroom assignments in generating abstracts, posters, reviews, etc

Continuous Internal Assessment (CIA)

CIA 1: 20 marks

CIA 2: 25 Marks

Class participation & Attendance: 5 marks

All CIAs are must pass assessments with a passing grade of 50%. If a student does not meet the passing grade for CIA, s/he will have to repeat the CIA again before moving to the next CIA. The student must pass all the CIA components with an overall CIA mark of 25/50 to pass the course.


Course Description: This course is an introduction to organizational behaviour.  The course covers theories and research done in the area of organizational behaviour. It attempts to familiarize students with a micro and macro-level understanding of the organisation and its effect on behaviour, interaction patterns, social and group-level dynamics, emotions and cognitive functioning of units in the organization. However, the psychological understanding (social, cultural and organizational) of these facets shall be focussed on in order to make it congruent with the philosophy of this course. Diverse theories and case studies are included in this course. Students are expected to read diversified literature comprising articles from high quality journals, textbooks and reference book and develop their scientific understanding about the concepts.   

Course objective

• To gain familiarity with the concepts of organisational behaviour.
• To develop an understanding of the individual and group dimensions.
• To understand the diversified human forces and to provide a platform to learn about the technological changes and its significance on human behaviour.

Defining Organizations and Organizational Behavior. Historical background for modern organizational behaviour. Theoretical Frameworks; Micro and macro perspectives.  Models of  Organizational Behavior. Contributing disciplines to OB.   Challenges and Opportunities of today’s organizations: The role of Information Technology.  Total Quality Management. Learning Organizations.  Organizational Technology

Competencies: Professional practice- External trends

Ethical behaviour in organizations.

Contemporary issues at the workplace: Violence, Sexual harassment, Absenteeism, Attrition. Case studies and exercises

Motivation concepts and applications: Content, Process and Contemporary theories of work motivation. Managing work motivation. Goal setting. Management By Objectives (MBO).

Attitude- Attitude definition, work attitudes. Changing attitudes. Values- organizational values and work values. Job Satisfaction- Influences, Outcomes and Consequences. Organizational Commitment- Outcomes. OCBs

Learning: Theories and its organizational applications- Reward systems (Pay, Recognition & Feedback) and Behavioural Performance Management/OBM.  Personality:  Personality determinants, Type and trait theories (“Big five” personality traits & MBTI), Personality- job fit theory, Personal effectiveness.

Foundations of Group behaviour- Nature of groups. Dynamics of informal groups, Dysfunctions of groups and teams. Understanding teams and teamwork: Types of teams, Team building, Effectiveness and Cohesiveness. Individual and Group Decision making: Models and styles of Decision making, Decision Making Biases, Group DM techniques, Creative DM techniques. Communication: Goals of organizational communication. Communication networks, Directions and dynamics of communication

2. Luthans, F. (2008). Organizational behaviour. 11th ed. Boston: Mc-Graw Hill International Edition.

2. Morgan, C.T, King, R.A. (1986). Introduction to psychology. 7th ed. New Delhi: Tata McGraw Hill publishing company limited.

3. Pareek, U. (2007). Understanding organizational behaviour. 2nd. Ed. New Delhi: Oxford University Press.

4. Robbins, S.P. (2009). Organizational behaviour. 14th ed. New Delhi: Prentice-Hall of India Private Limited.

5. Newstrom, J.W. (2007). Organizational behaviour – Human behaviour at work. 12th edition, Tata McGraw Hill Publishing Company Ltd: New Delhi.

6. Slocum, J.W. & Don Hellriegel. (2007). Fundamentals of organizational behaviour.  Thomson Learning: India

7. Sinha, J.B.P. (2013). Culture and organizational behaviour. New Delhi: Sage

8. Sinha, J.B.P. (1990). Work culture in the Indian Context. New Delhi: Sage

9. Wilson, F. (2004) Organization behaviour and work: A critical introduction perspective. New York: Oxford University Press

10. Schneider, B., Ehrhart, M. G., & Macey, W. H. (2013). Organizational climate and culture. Annual Review of Psychology, 64, 361-388.

11. Weick, K. E., & Quinn, R. E. (1999). Organizational change and development. Annual review of psychology, 361-386.

12. Suitable articles from Journals  such as a) Journal of applied psychology, Personnel Psychology, Academy of management journal, b) other important journals articles from Sage, Springer, Elsevier, Wiley etc

Assessment will be conducted by Steinbeis, Germany. The competencies of the students gain from this subject will be assessed through group presentations, quiz and discussions.

The course is designed to give students an insight of the theoretical and practical perspective, concepts, issues and practices in Human Resource Management. The course is divided in two parts and will be completed over two semesters. Part II deals with more key aspects of human resource management. This paper is a continuation of HRM 1 from the first semester. The paper continues to introduce students to the fundamental concepts and the various HR functions.

Compensation:  Nature of compensation, Objectives, and levels of compensation

Pay systems: Principles and elements of wage and salary system, Nature and development of pay systems, Variable pay or pay for performance systems

Incentive plans: Individual incentive plans, group or team-based incentive plans, organization-wide incentive plans, incentive schemes for indirect workers, fringe benefits

Performance appraisal: Nature and use of performance appraisal, the process of performance appraisal, methods of performance appraisal, potential appraisal, performance appraisal practices in India, competency mapping.

Employee relations: Concept and nature, framework, approaches and processes

Employee participation and empowerment, employee communication

Employee Health and Safety: Need and importance, Risk assessment, Accidents – Causes and Prevention, Work stress – Causes and Management

Employee welfare and social security: Importance and types of welfare facilities, the concept of social security, types of social security, and social security in India

Employee Grievance and Discipline: Nature and concept, models of grievance procedure, approaches to employee discipline, disciplinary methods

Trade Unions: Definition, objectives, functions, Union structure, Growth of Trade Union Movement, Union problems and current trends in Unionism

Collective Bargaining: Nature and concept, types of bargaining, the process of collective bargaining, collective bargaining in India, essentials for effective bargaining

Industrial Disputes: Nature and concept, forms of industrial dispute, causes of industrial dispute, prevention and settlement of industrial disputes

Issues of organizational justice

Personnel records, HR audit and research

Human Resource Accounting (HRA) HRM and change

Competencies: Business Acumen and organizational effectiveness, employee health, well being and wellness, reward design and implementation, labor and employee relations

Generational values in the workplace: Different and Dominant Values

Aligning HRM and Organizational Strategy

Assessment carried by Steinbeis, Germany

This course focuses on creating awareness about the mental health issues that may be present in the workplace and its impact on work. It also focuses on how mental health issues can be addressed, and how and why referral has to be done.

Definition of mental health, Myths about mental illness and stigma attached to mental illness; ethical and legal issues related to mental health; Psychological first aid; Role of HR department in dealing with a person with mental health issues. Multicultural issues in the workplace that may contribute to mental illness; Psycho-education. Work-life balance of employees.

Common mental health issues in the workplace – depression; anxiety; Bipolar affective disorder; Schizophrenia; Personality disorders; Substance abuse.

Impact of mental illness on the organization - Burnout, absenteeism, employee turnover, reduced productivity.  

Meaning and Definition; Types of stress – Eustress and Distress; The physiology of stress; Sources of stress – within the personage; gender; personality; motivation; within the family—addition to the family, marital strain, divorce, illness, disability and death; Sources in the community and society—jobs and stress; environmental stressors

Theories of stress – Early Theory (Walter Cannon); stress as a stimulus (Holmes and Rahe), stress as a response – General Adaptation Syndrome (Hans Selye) and stress as an interaction (Lazarus)

Moderators of the stress experience – personality, social support, locus of control

Sources of Chronic Stress.

Stress-related illness – acute stress disorder, posttraumatic stress disorder migraine headache, digestive system disorders; asthma; hypertension, cardiovascular diseases, cancer Psychoneuroimmunology – autoimmune disorders ; 

Measurement of stress; Rating scales – life events(Holmes and Rahe), Daily hassles; physiological measurements – EMG; GSR;  

Coping with stress – emotion-focused and problem-focused coping.

Screening- Mental Status Examination (MSE). Process of referral to mental health professionals. Stress and burn out related interventions; Managing emergencies at the workplace- Crisis interventions. CBT,  JPMR, Yoga, Meditation, Art-based interventions, Gestalt therapy- empty chair technique.

Mentoring- Dimensions of mentoring, Forms of mentoring, Process of mentoring, Mentoring in Organizations: Power Mentoring, How Successful Mentors and Protégés Get the Most Out of Their Relationships. National mental health policy; In-house Mental Health and Wellness Programme.

2.     Coles A. (2003). Counselling in the workplace. Milton Keynes: Open University Press.

3.     Carroll, M. (1996). Workplace counselling. London: Sage..

4.     Foster, B. & Seeker, K.R. (1998). Coaching for peak employee performance: A practical guide to supporting employee development. New Delhi: Wheeler Publishing.

5.     Jerome, Paul J. (1998). Coaching through effective feedback: A practical guide to successful communication. New Delhi: Wheeler Publishing.

6.     American Psychiatric Association. (2013). Diagnostic and statistical manual of mental disorders (5thed.). Washington, DC:  Author.

7.     World Health Organisation. (1992). ICD-10 Classifications of Mental and Behavioural Disorder: Clinical Descriptions and Diagnostic Guidelines. Geneva. Author.

8.     Ahuja N (2002). A short textbook of Psychiatry (5th edition). New Delhi. Jaypee Brothers.

9.     Sadock, B.J. & Sadock, V.A. (2003). Kaplan & Sadock’s Synopsis of psychiatry: Behavioral sciences/clinical psychiatry (9th. Ed.). Philadelphia: Lippincott Williams & Wilkins.

2.     Herriot, P. (2001). The employment relationship: A psychological perspective. London: Routledge

3.     McLeod, J. (2001).  Counselling in the workplace: The facts. A Systematic Study of the Research Evidence. Rugby: British Association for Counselling and Psychotherapy.

4.     Oher, J.M. (ed.) (1999). The employee assistance handbook. New York: Wiley.

Continuous Internal Assessment (CIA)  - 70%

End semester examination (ESE) - 30%   

Continuous Internal Assessment (CIA)

CIA 1: 30 marks

CIA 2: 35 Marks

Attendance: 5 marks 

All CIAs are must pass assessments with a passing grade of 50%. If a student does not meet the passing grade for CIA, s/he will have to repeat the CIA again before moving to the next CIA. The student must pass both the CIAs with a minimum of 33/65 to be eligible to write the ESE.

End Semester Examination (ESE)

The passing grade for the ESE is 40%

An overall grade of 40% is required to pass the course.(CIA+ESE)

Course Description: The course introduces the students to various psychometric tests commonly used in the workplace. Aptitude tests, interest tests, intelligence tests, personality tests, motivation tests and creativity tests are explored. The course aims to teach the students how to analyse, interpret and write the report of psychometric tests. Projective tests, interpersonal tests and organizational and management tools are also covered. The course intends to give students hands-on experience in test construction based on the theories learnt and also train them in item analysis and item validation.

Course Objectives:

• To understand the concepts and theories related to psychometric testing.
• To gain knowledge in administering, reporting and interpreting results.
• To understand and apply the process in the construction of a psychometric tool.

Intelligence & Aptitude

Personality & Career Interest

Learning & Motivation

Creativity

Interpersonal Relations

Leadership

Work Culture

Stress & Well being

Steps in test construction, Item Writing: types of items, General guidelines for item writing

Item Analysis: Meaning and Purpose, Item difficulty, Item validity, Internal consistency,

Item analysis of Power and Speed Tests

Administration on fresh sample, computing correlation coefficient, computing validity coefficients

Continuous Internal Assessment (CIA)  - 70%

End semester examination (ESE) - 30%   

Continuous Internal Assessment (CIA)

CIA 1: 30 marks

CIA 2: 35 Marks

Attendance: 5 marks 

All CIAs are must pass assessments with a passing grade of 50%. If a student does not meet the passing grade for CIA, s/he will have to repeat the CIA again before moving to the next CIA. The student must pass both the CIAs with a minimum of 33/65 to be eligible to write the ESE.

End Semester Examination (ESE)

The passing grade for the ESE is 40%

An overall grade of 40% is required to pass the course.(CIA+ESE)

Course Description

In this course, students will spend four hours a week or a total of 30 hours during the semester involved in supervised community service. Students are encouraged to work alongside NGO’s or other professional bodies. Students will engage in activities such as children, adolescents and youth teaching/tutoring, community organization, psychological assessment and mental health awareness. Reflections on their interactions are an integral part of this course. Student engagement will be assessed by the supervisor.

Course objectives

This course will help the learner 

• To choose a community-based organization that they are interested in working with. 
• To support organizations to help the community.

Community service: The concept, Objectives and Scope; Need for community and Academia (University) interface. The role of a psychologist in community service: Social Psychologist, Community Psychologist & Counselor. Outcomes of community service: Personal outcome; Social outcome, Learning outcome and Career outcome.

Students in groups will partner with various NGO’s and organizations working in the areas of education, development, interventions and mental health. As part of the course requires the students will be involved in the community-oriented activities of the organizations they affiliate with. The NGO’s or Organizations along with the faculty coordinator will be responsible for the process delivery. These placements will offer students hands-on experiences in working with various issues in the community and facilitate meaningful learning. 

Reflection is a core component of Community service. It is a period of critical thinking performed by the student and is based on a specific or overall experience of the student.   It guides students towards greater personal development by coming to a better understanding of their own values, opinions, and assumptions. The types of reflection which can be used are, class discussion, brainstorming, sharing of critical personal and group incidents, directed writings, experiential research paper, student portfolios and so on. The students are expected to discuss in groups at the end of this course using the following guidelines.

Reason for choosing the organization

•The planning phase of service-learning initiatives

•Logistics for the initiative of the action

•Stakeholders/beneficiaries 

•Execution of the action initiative

•Specific learning outcome

•Evaluation 

Continuous Internal Assessment (CIA)

CIA 1: 20 marks

CIA 2: 25 Marks

Attendance: 5 marks

All CIAs are must pass assessments with a passing grade of 50%. If a student does not meet the passing grade for CIA, s/he will have to repeat the CIA again before moving to the next CIA. The student must pass both CIAs to pass the course

This course aims at combining the theoretical and practical concepts included in the course structure. The students will be able to gain knowledge by exploring the contemporary issues, debates in the field of Human Resource Management and understand how Psychology can be applied in industrial setting. This course helps in the overall development of the student wherein they are encouraged to develop their understanding of the various HR concepts. The students will be presenting seminars on selected concepts by examining the issue closely. This course improves the knowledge level of the students about the various topics and also learn how to execute a seminar programme.

Experts from the field of Management and Psychology would conduct seminars on the current trends. Professional skills include Business Etiquette Communication, Consulting Skills and Business Plan, Advanced Statistical Skills, Learning and development and Six Sigma Practices in organisation.

Workshops would be conducted for the students by Professionals on the required skills at the workplace. Business Storytelling- Presenting the data and emphasise on organisational culture,  Designing Training, Engagement and Career Planning, Balanced Score Card and BlockChain Management in HR / HR Practices

Continuous Internal Assessment (CIA)

CIA 1: 20 marks

CIA 2: 25 Marks

Attendance: 5 marks

All CIAs are must pass assessments with a passing grade of 50%. If a student does not meet the passing grade for CIA, s/he will have to repeat the CIA again before moving to the next CIA. The student must pass both CIAs to pass the course

This course introduces to the students the concept of Organizational Development (OD) and the theoretical models explaining it.  This course also aims at making the students understand the process of organizational diagnosis. The course also explores the dynamics of power, politics and ethics while implementing change.

Forces for Organizational Change. The sequential process of Organizational Change

Main roles in change management, Understanding and managing resistance to change.

Effective implementation of change in organizations, Approaches to Managing Organizational change, Contemporary change issues.  

Defining Organizational Development (OD) Characteristics of OD, Evolution and of OD,

The OD Practitioner, Client- Consultant relationship. Ethics in OD, Recent trends in OD

Case studies. Issues faced in OD- Power politics and organization development.

Organisational change- need and benefits, strategies for change, Deming cycle (PDCA), Kubler’s Ross change curve, Nudge theory, Bridges’ transition model, ADKAR model, Lippit’s process of change theory, integrative model of planned change. Implementation and evaluation of the change models. Assessing the effectiveness of the models. 

Entering and contracting, Diagnosing organizations: diagnosing groups and jobs, Diagnostic models and skills, Collecting and analyzing diagnostic information, Feeding back information.

2.     French, W. & Bell, C. (1999).  Organization development: Behavioural science interventions for organization improvement. New Jersey: Prentice Hall.

2.     Ramnarayan,S.,  Rao,T.V., & Singh, K. Organization development: Interventions and strategies  Ed). New Delhi: Sage Publications.

3.     Sing, K.(2005). Organizational change and development. 1st  ed., New Delhi: Excel Books

The course is designed to give students an insight of the theoretical and practical perspective, concepts, issues and practices in Human Resource Management. The course is divided in two parts and will be completed over two semesters. Part II deals with more key aspects of human resource management. This paper is a continuation of HRM 1 from the first semester. The paper continues to introduce students to the fundamental concepts and the various HR functions.

Compensation:  Nature of compensation, Objectives, and levels of compensation

Pay systems: Principles and elements of wage and salary system, Nature and development of pay systems, Variable pay or pay for performance systems

Incentive plans: Individual incentive plans, group or team-based incentive plans, organization-wide incentive plans, incentive schemes for indirect workers, fringe benefits

Performance appraisal: Nature and use of performance appraisal, the process of performance appraisal, methods of performance appraisal, potential appraisal, performance appraisal practices in India, competency mapping.

Employee relations: Concept and nature, framework, approaches and processes

Employee participation and empowerment, employee communication

Employee Health and Safety: Need and importance, Risk assessment, Accidents – Causes and Prevention, Work stress – Causes and Management

Employee welfare and social security: Importance and types of welfare facilities, the concept of social security, types of social security, and social security in India

Employee Grievance and Discipline: Nature and concept, models of grievance procedure, approaches to employee discipline, disciplinary methods

Trade Unions: Definition, objectives, functions, Union structure, Growth of Trade Union Movement, Union problems and current trends in Unionism

Collective Bargaining: Nature and concept, types of bargaining, the process of collective bargaining, collective bargaining in India, essentials for effective bargaining

Industrial Disputes: Nature and concept, forms of industrial dispute, causes of industrial dispute, prevention and settlement of industrial disputes

Issues of organizational justice

Personnel records, HR audit and research

Human Resource Accounting (HRA) HRM and change

Competencies: Business Acumen and organizational effectiveness, employee health, well being and wellness, reward design and implementation, labor and employee relations

Generational values in the workplace: Different and Dominant Values

Aligning HRM and Organizational Strategy

Assessment carried by Steinbeis, Germany

The Cognitive and Behavioural Neuroscience Course in the HRDM programme is designed to promote the graduate attributes of Academic Excellence, as this course offers insight into cutting-edge advances in the applications of Cognitive Neuroscience in Human Resource Management. The course also addresses the attribute of Professional Excellence, particularly Creative thinking and Entrepreneurship, as students are encouraged to develop ideas for Artificially Intelligent systems that can promote functioning in the workplace. The skills developed in this course align with the Programme objectives in terms of training students with skills that are useful in human resource management, such as psychometric testing in the form of cognitive and behavioural assessments. The course also introduces the use of interventions from a cognitive neuroscience perspective in addressing the intra- and inter-individual issues in the workplace.

Introduction to Cognitive assessments in the HR setting; Cognitive Processes: Perception, Attention, Mental Speed, Working Memory, Planning, Set Shifting, Problem Solving.

Cognitive Processes: Reasoning, Decision Making, Game theory, Memory, Visuospatial functions, Creativity; Training and enhancement of cognitive skills.

Basics of Neuroscience; Stress and the brain; Applications of Neuroscience in HR- Neuromarketing. Neurofeedback; Critical Issues in understanding the role of neuroscience in Organizational Behavior. 

Introduction to Artificial Intelligence; Applications of  Artificial Intelligence in human resource development; Current trends and critical issues in using Artificial Intelligence in Human Resource Management; HR in the digital world.

Kolb, B., & Whishaw, I. Q. (2009). Fundamentals of human neuropsychology. New York, NY: Worth Publishers.

Ashkanasy NM, Becker WJ & Waldman DA. Neuroscience and organizational behavior: Avoiding both neuro‐euphoria and neuro‐phobia. Journal of Organizational Behavior. 2014; 35: 909-19.

Beugre, D.C. (2018). The Neuroscience of Organizational Behaviour. Edward Elgar Publishing Limited.

Searle, J. R. (2004). Mind: A brief introduction. New York: Oxford University Press

Continuous Internal Assessment (CIA)  - 70%

End semester examination (ESE) - 30%   

Continuous Internal Assessment (CIA)

CIA 1: 30 marks

CIA 2: 35 Marks

Attendance: 5 marks 

All CIAs are must pass assessments with a passing grade of 50%. If a student does not meet the passing grade for CIA, s/he will have to repeat the CIA again before moving to the next CIA. The student must pass both the CIAs with a minimum of 33/65 to be eligible to write the ESE.

End Semester Examination (ESE)

The passing grade for the ESE is 40%

An overall grade of 40% is required to pass the course.(CIA+ESE)

This course is offered to students in the second semester to introduce them to the analytical techniques used in quantitative and qualitative research in psychology. It enables the student to analyse the data using SPSS, draw inferences using both quantitative and qualitative research, and develop skills on computer assisted qualitative data anylsis. 

Definition and purpose of psychological statistics

Scales of measurement; Probability distribution and normal curve; Measures of central tendency and variability; Graphical representation of data

Confidence interval and odds- ratio; Levels of significance, type – I and type – II errors

One-and two-tailed tests; Parametric and nonparametric tests of significance

Excel, SPSS & open-source statistical packages - Data entry and Descriptive statistical analysis

Correlation; Regression

Statistical analysis of single - sample study: testing a sample mean by t-test; Statistical analysis of two sample experiments: the independent samples t-test, the dependent sample t-test 

Statistical analysis of complex experiments: analysis of variance – F test (computing and interpreting one-way, two-way ANOVA and their logic); MANOVA and Post-hoc tests

Non parametric tests - within and between group

Research lab- Analysing using software (SPSS, Jamovi, Excel) and reporting

Content analysis; Discourse analysis; Thematic analysis; Narrative analysis; Interpretative Phenomenological Analysis

APA 7th edition style of report writing

Nvivo, Dedoose

Coolican, H. (2014). Research Methods and Statistics in Psychology. Psychology Press.

Braun, V. & Clarke, V. (2013). Successful Qualitative Research: Practical guide for beginners. SAGE.

APA 7th Edition Common Reference Examples Guide

End semester examination (ESE) - 30%   

Continuous Internal Assessment (CIA)

CIA 1: 30 marks

CIA 2: 35 Marks

Attendance: 5 marks 

All CIAs are must pass assessments with a passing grade of 50%. If a student does not meet the passing grade for CIA, s/he will have to repeat the CIA again before moving to the next CIA. The student must pass both the CIAs with a minimum of 33/65 to be eligible to write the ESE.

End Semester Examination (ESE)

The passing grade for the ESE is 40%

An overall grade of 40% is required to pass the course.(CIA+ESE)

The course provides a foundation for managerial economics and gives an understanding of the basic economic principles used in managerial decision-making.  It throws light on the analytical tools of economics applied by the business organizations to deal with a dynamic business environment and complex decision-making process.  It deals with basic aspects of the functioning of the market through the analysis of the economics of consumption and production. This course also deals with the basic features of the Indian economy and draws out the role of macroeconomic variables and policies in managerial decision-making.

Micro and macroeconomics- Introduction to Managerial Economics – Definition and characteristics – Objectives scope and utility of managerial economics- role and responsibilities of managers– scarcity and economic problem – Economic approaches to economic problem – methodologies of economics- economic models- circular flow- production possibility curve- economic concepts applied in business analysis

Demand analysis – individual and market demand- determinants- types- law of demand- exceptions- demand distinctions- elasticity of demand- types – degrees – methods for measuring elasticity – demand forecasting – methods.

Market equilibrium- supply analysis – individual and market supply- determinants- types- law of supply- elasticity of supply - types – measuring elasticity of supply.

Theory of production – production function with one variable input- law of diminishing returns – production with two variable inputs- law of returns to scale- economies and diseconomies of scale of production.

Cost analysis – cost concepts- cost-output relations- breakeven analysis and cost control, short and long run cost curves - revenue concepts.

Market structure- types of markets- perfect competition – monopoly- price discrimination- monopolistic competition- product differentiation- oligopoly- cartels- price leadership- Kinked demand curve - price rigidity.

Major macroeconomic variables- national income analysis – concepts - methods of measurement- problems in measurements- business cycles – phases and theories of business cycles- inflation, deflation and disinflation- unemployment- types- trends in India’s labour market- contemporary macroeconomic debates.

Basics of Indian economy- economic reforms in 1991- India as a fast emerging economy- the challenges and prospects ahead.

• Salvatore, D. (2012). Managerial economics in a globalized economy. New York: TATA MCGraw Hill
• D.N. Dwivedi, Managerial Economics, Vikas Publishing House, 8th Edition, 2010
• Trivedi, M.L. (2010). Managerial economics - theory and applications. New Delhi, India: TATA MC      Graw Hill.
• Damodaran, Suma. (2011). Managerial Economics (2nd ed.). New Delhi, India: Oxford University Press.
• Dutt, R. & Sundaram.K.P.M.(2009). Indian economy. S. Chand Publications
• Mishra.S.K &  Puri.V.K,(2006) .Review of Indian economy. Himalaya Publishing House

•Peterson, HC and W.C. Lewis Managerial Economics, Prentice-Hall of India, New Delhi.

•Salvatore Dominique, Managerial Economics in a Globalised Economy, Mc-graw- Hill, New York.

•Watson, D.S., Price theory and uses, Scientific Book agency, Calcutta, 1986.

•Xavier V.K, Pious Thomas and Emmanuel P.J, Managerial Economics, Magi’s Publications, Bangalore, 2008.

•Ahuja, H L, (2017). Managerial Economics: Analysis of Managerial Decision making. S Chand publicaiton, New Delhi.

•William J Baumol (1982). Economic theory and Operational analysis, Prentice Hall. New Delhi.

•Joel Dean. Managerial Economics, Prentice-Hall, 1976.

•Koutsiannis A, Modern Microeconomics, Macmillan,London, 1973.

·   

Continuous Internal Assessment (CIA)  - 70%

End semester examination (ESE) - 30%   

Continuous Internal Assessment (CIA)

CIA 1: 30 marks

CIA 2: 35 Marks

Attendance: 5 marks 

All CIAs are must pass assessments with a passing grade of 50%. If a student does not meet the passing grade for CIA, s/he will have to repeat the CIA again before moving to the next CIA. The student must pass both the CIAs with a minimum of 33/65 to be eligible to write the ESE.

End Semester Examination (ESE)

The passing grade for the ESE is 40%

An overall grade of 40% is required to pass the course.(CIA+ESE)

As a part of this course, each student is expected to conduct a research project on any of the issues in relation to organizational psychology and human resource management. The faculty mentor will serve as the research supervisor. Students are required to consult their research supervisor once in every week and conduct their research work. Faculty supervisors will monitor the progress at all stages of the research project.

Orientation to Research Proposal Writing, Selection of research topic, Presentation of Problem statement, Orientation on research methods and designing a proposal. Orientation on Review of Literature.

Method chapter orientation- sampling, research design, procedures, ethical consideration. Proposal writing- Scientific writing. IRB approval process and journal identification and selection.

Continuous Internal Assessment (CIA)

CIA 1: 20 marks

CIA 2: 25 Marks

Attendance: 5 marks

All CIAs are must pass assessments with a passing grade of 50%. If a student does not meet the passing grade for CIA, s/he will have to repeat the CIA again before moving to the next CIA. The student must pass both CIAs to pass the course

This course aims at combining the theoretical and practical concepts included in the course structure. The students will be able to gain knowledge by exploring the contemporary issues, debates in the field of Human Resource Management and understand how Psychology can be applied in industrial setting. This course helps in the overall development of the student wherein they are encouraged to develop their understanding of the various HR concepts. Experts from the field present various topics to the students.    

Course objectives: 

• This course will help the learner to gain a familiarity with the recent trends in human resources.
• To increase the knowledge level on the latest developments in the field of HRM.

Sessions on the professionalization seminar in this course would involve the students learning any contemporary issue related to any of the below topics. 

Sustainability and Green Business Practices in Organizations

·       Six Sigma – Its relevance in 2024 and beyond

·       Neuroscience – its’ role in gamified behavioral assessments

·       MIS and its applications

·       Neuro economics and Decision Making

·       Increased Organization Complexity – Impact of M & A & Contingent Worker Expansion

Continuous Internal Assessment (CIA)

CIA 1: 20 marks

CIA 2: 25 Marks

Attendance: 5 marks

All CIAs are must pass assessments with a passing grade of 50%. If a student does not meet the passing grade for CIA, s/he will have to repeat the CIA again before moving to the next CIA. The student must pass both CIAs to pass the course

This course introduces to the students the concept of Organizational Development (OD) and also aims at making the students understand about the process of organizational diagnosis. Various OD interventions are introduced to orient the students about the process of implementing OD. 

Course objectives

1.To gain familiarity with the organisational development interventions.

2.Familiarize with the current challenges and understand the strategic objectives.

3.To select appropriate intervention tools and apply them scientifically. 

Definition of OD intervention: selecting an OD intervention, Classification of OD interventions.  Motivating change, developing political support.

Current Trends in OD: Developing readiness to the digital age, Leadership transformation, OD in the volatile organization.

Human Process interventions:  Interpersonal & Group process approaches, Organization process approaches- Intergroup interventions.

Human resource management interventions: performance management, developing and assisting members. Techno structural interventions: Restructuring organizations, work design. 

French, W. & Bell, C. (1999).  Organization development: Behavioural science interventions for organization improvement. New Jersey: Prentice Hall.

Ramnarayan,S.,  Rao,T.V., & Singh, K. Organization development: Interventions and strategies  Ed). New Delhi: Sage Publications.

Sing, K.(2005). Organizational change and development. 1st  ed., New Delhi: Excel Books

Evaluation is done from steinbeis and there is no Assignment or ESE component.

This course provides an understanding of general management principles and perspectives within the context of strategic management in a functional environment. It focuses on learning the fundamental concepts in strategic management from the responsibilities and role of a general manager, competitive analysis, and approach to the varied evolutions of an organizational system. The course enhances the skills required to carry out general management from a strategic viewpoint.

Course Objectives

•Gain familiarity with the strategic principle of management

•Understand the nature of strategic management in the institutional and competitive landscape

•Learn the process and frameworks of strategy formulation and its application

•Familiarise with strategy implementation and control

Principles of management: Planning, Organizing, Staffing, Leading and Controlling. Introduction to strategic management, nature, and process, levels, and type.

Strategic formulation: Business Vision and mission, evaluating mission, Internal and External analysis (Porter’s five force, SWOT, Value Chain Analysis, Benchmarking) Building competitive advantage.

Business level strategies: Need for a business model, Types of strategies (Porter’s generic strategies, Cost leadership, Speed and Market focus).

Corporate level strategy: Difference between business strategy and corporate strategy, Types.

Multi business strategy.  Strategy analysis tools (Balanced scorecard, BCG matrix, GE Nine cell, Parenting Framework)

Strategy and technology, Strategy in Global environment.

Corporate Performance, Governance, and business ethics Implementing strategies in companies; single industry, across industries and countries.

Reddy, P.N, Tripathi, P.C (2017). Principles of Management, 6th Ed. Mc Graw Hill Publication

Jones, R.G, Hill, L.W (2010). Strategic Management: An Integrated Approach, 9th ed. Thomson Press (India)

Hitt, Ireland &Hoskisson (2007). Strategic management: competitiveness and globalization: concepts and cases. 7th edition. Thomson learning Inc.

CIA 1 is given for 30 marks. 

No ESE component, the evaluation process carried out by Steinbeis. 

This course has been conceptualized to provide an examination of the application of Psychology in the business set up. This paper helps to understand the contemporary issues and trends that impact the success of the Business of Organizations and enhance productivity. This paper ensures that the student enhances practical skills and develops the analytical ability.

Course objective:

This course will help the learner to

1.To develop Students’ competencies in applying the psychological principles to manage and lead employees in the Digital era

2.To understand the diversity within organizations and learn to apply the learning to resolve diversity-related issues 

3.To Orient them about Marketing and Advertising concepts and to familiarize the students with the Psychological influences in the decision-making process of the consumer

4.To make students, understand the criticality of an Organization’s Vision, Mission, Values and Ethical Practices in the overall well-being of the employees and the Organization.

Objectives, Scope; Contemporary Issues and developing trends in Organizations and Management: Mental and Physical Health & Well being; Globalization, Impact of Pandemic on Business, DEI, Automation / ML and Artificial Intelligence, Gig Economy, Criticality of Cognitive Behaviours across levels. Entrepreneurial skills - a critical component in today's business / organizations; Rethinking Innovation in today's Organizations. Ergonomics & Human Factors' principles as in 2024. Current trends - Role of AR/VR aspects in Selection / Hiring and Training. 

Current Changes and Trends in Leadership; Strategic Leadership style; Leaders as Learning Evangelists; Leading Millennials and Gen Z teams in a multi-generational context towards Productivity. Leading Teams through Coaching and Mentoring; The Long Distance-Leader – Leading Virtual Teams (Virtual and Remote Leadership); Leading Diversity brings about Change – Best Practices (Diversity and Change Management in Global Organizations) & understanding the complexity;  Building Female Leadership Pipeline

Definition of Marketing, Concepts of marketing, product, production & selling, the role of marketing in a profit and nonprofit making organization. Levels of Consumer decision making, Post decision processes. Persuasion and Influence, Consumer Behaviour; The influence of cognition and perception on business environment, Brand management; Problem Recognition and Information Search; Judgment and decision making based on high and low effort 

Concepts – Building Vision, Mission, Values and Ethics, Ethical corporate behaviour and ethical leadership, Environmental ethics and corporate governance - GDPR 

Grant, M & Notter, J. (2019). Employee Engagement. Oakton: Ideapress Publishing 

Brown, J (2017). Inclusion: Diversity, The New Workplace and the Will to Change (2nd edition). Hartford: Publish Your Purpose Press.  

Stillman, D and Stillman, J (2017). Gen Z @ Work: How the Next Generation is Transforming the Workplace. New York: Harper Business. 

 Konz, S and Johnson, S. (2007). Work Design: Occupational Ergonomics 7th Edition. Scottsdale: Holcomb Hathway.

 Sharp, B. (2013). Marketing: Theory, Evidence Practice. (Pap/Psc Edition). Australia: Oxford University Press.

Kotler ,P. (2006). Marketing management: A South Asian perspective, 13th edition. Delhi: Prentice-Hall India Pvt. Ltd.

 Schiffman, L.G & Kanuk L.L. (2003).Consumer Behaviour. New Delhi: Pearson Education

 Lilien, G.L, Kotler, P & Moorthy, S.K. (1995).  Marketing Models. Delhi: Phi Learning.

Mathur, U.C. (2005), Corporate Governance and Business Ethics: Text and Cases. New Delhi: Macmillan Publishers India Ltd.  

The course introduces the students to the concept of HR analytics and its application to enhance the Efficiency and effectiveness of an Organization and its workforce from a Business perspective. 

Course Objectives

•  To ensure the students understand the process of collecting and analyzing Human Resource data in order to enhance the Workforce performance of Organizations.
•  It introduces the student to the theory, concepts, and business application of human resources, research, data, metrics, systems, analyses, and reporting.
•  The course helps the student to develop an understanding of the role and importance of HR analytics, and the ability to track, store, retrieve, analyse and interpret HR data to support informed decision making from a Business perspective.

Evolution and Branches; HR Analytics; HR Metrics and Tools; Forms of Reporting; Primary and Secondary Sources of Data; LAMP Model; HCM:21 Model

Methods for Cleaning Data, Measures of Central Tendencies; Measures of Dispersion; Graphical Representation of Data; Inferences for Descriptive Analysis

Events and their probabilities; Conditional Probability; Continuous Probability Distribution; Inferences about Population Means; Inferences about Population Variance; Predictive Analysis 

Softwares used for data analysis; Static and Interactive Dashboards; Storyboarding and Insights; From Data to Insights: Presenting Findings Effectively

Anderson, D.R., Sweeney, D.J. & Williams, T.A. (2010). Statistics for Business and Economics.

·       

Camm, Cochran, Fry, Ohlmann, Anderson, Sweeney & Williams (2016). Essentials of Business Analytics.

Muscalu, E., & Şerban, A. (2014). HR analytics for strategic human resource management. In Proceedings of the International Management Conference, Vol. 8 (1), 939-943.

Continuous Internal Assessment (CIA)  - 70%

End semester examination (ESE) - 30%   

Continuous Internal Assessment (CIA)

CIA 1: 30 marks

CIA 2: 35 Marks

Attendance: 5 marks 

All CIAs are must pass assessments with a passing grade of 50%. If a student does not meet the passing grade for CIA, s/he will have to repeat the CIA again before moving to the next CIA. The student must pass all the CIA components and get a minimum of 33/65 including class participation marks to be eligible to write the ESE. 

End Semester Examination (ESE)

The passing grade for the ESE is 40%

An overall grade of 40% is required to pass the course.(CIA+ESE)

This paper will introduce students with different laws governing and regulating the relationship between individuals, unions and management. This will further help them to understand and manage

different relation in industrial scenario. The Administrative policies to be compliant with so as to engage in learners in ethical practices and adhere to the governance standards.

History, evolution, and purposes of labour laws in India; Constitution of India, International Labour Organization (ILO). Classification of Labour laws; India’s initiative towards Labour Reforms – Four Labour Codes. Intention and the Objectives.  Department of Labour-central and state government. Structure and the functions of the department

Factories Act (1948), Shops & Establishment Act, Contract Labour (Abolition & Regulation) Act (1970). The Plantations Labour Act (1951), The Mines Act (1952). The Motor Transport Workers Act (1961). Contract Labour (Abolition & Regulation) Act (1970).  Laws relating to Wages: Payment of Wages Act (1936), The Minimum Wages Act (1948), Equal Remuneration Act (1976), Payment of Bonus Act (1965).

Concept of social security: Laws relating to social security- Employee Provident Fund Act (1952):   Employees State Insurance Act (1948): Workmen ‘s Compensation Act (1923): Payment of Gratuity Act (1972), Maternity Benefit Act (1961). Unorganized Workers Social Security Act (2008).

Meaning and causes of industrial disputes. Industrial Dispute Act, 1947; Trade Unions Act, 1926; Industrial Employment (Standing Orders) Act, 1946. Misconduct, Domestic Enquiry, procedures, Punishments, 

Gender sensitization: Sexual Harassment at Work places (Prevention, Prohibition and Redressal Act (2013), preventive steps-procedures in dealing with the complaints and employer ‘s responsibility

Continuous Internal Assessment (CIA)  - 70%

End semester examination (ESE) - 30%   

Continuous Internal Assessment (CIA)

CIA 1: 30 marks

CIA 2: 35 Marks

Attendance: 5 marks 

All CIAs are must pass assessments with a passing grade of 50%. If a student does not meet the passing grade for CIA, s/he will have to repeat the CIA again before moving to the next CIA. The student must pass all the CIA components and get a minimum of 33/65 including class participation marks to be eligible to write the ESE. 

End Semester Examination (ESE)

The passing grade for the ESE is 40%

An overall grade of 40% is required to pass the course.(CIA+ESE)

As a part of this course, each student is expected to conduct a research project on any of the issues in relation to organizational psychology and human resource management. The faculty mentor will serve as the research supervisor. Students are required to consult their research supervisors once every week and conduct their research work. Faculty supervisors will monitor the progress at all stages of the research project.

Choosing the right sources and articles- Searching for articles- Critiquing articles-Identifying the research gap, writing the review of literature.

Understanding research designs-types – pros and cons of research designs-writing the methodology (experimental and non-experimental)- organizing data-creating the data set/master table -Introduction to software for data analysis-Analysing using SPSS – Documenting the results and APA style presentation of results .

Presenting the inference from the data in writing – discussing the data with comparison to existing studies – documenting the relevance, impact, and scope of the results -conceptualizing the results with existing theories or models (if any)- Summarising and concluding the entire study with the key findings of the research- Documenting all references- APA style referencing -Use of referencing software for reference management.

Preparing the manuscript  in APA style -following publishing guidelines

Kerlinger, N. (1996). Foundations of behavioural research. India: Prentice Hall

Continuous Internal Assessment (CIA)

CIA 1: 20 marks

CIA 2: 25 Marks

Attendance: 5 marks

All CIAs are must pass assessments with a passing grade of 50%. If a student does not meet the passing grade for CIA, s/he will have to repeat the CIA again before moving to the next CIA. The student must pass both CIAs to pass the course.

Each student must intern in an organization for about three months to understand the HR practices in various types of organizations. At the end of the internship, the students must submit a detailed internship report. The interns must work under the guidance of an internal as well as external supervisor. The evaluation will be made based on the performance of the interns by the internal supervisor in consultation with the external supervisor.

Students carry out an internship for a stipulated period and submit the report.

ESE (VIVA) -100 marks

The student must pass the CIA with a minimum of 40%

As a part of this course, each student is expected to complete the research manuscript. Students are required to consult their research supervisors on a consistent basis and complete the requirements under their guidance and after their approval. Faculty supervisors will monitor the progress at all stages of the research project.

As a part of this course, each student is expected to complete the research manuscript. Students are required to consult their research supervisors on a consistent basis and complete the requirements under their guidance and after their approval. Faculty supervisors will monitor the progress at all stages of the research project.

Continuous Internal Assessment (CIA) - 70 %

CIA 1: 30 marks

CIA 2: 30 Marks

Supervisor's feedback: 10 Marks 

All CIAs are must pass assessments with a passing grade of 50%. If a student does not meet the passing grade for CIA, s/he will have to repeat the CIA again before moving to the next CIA. The student must pass both CIAs to pass the course. 

The passing grade for the ESE is 40%

An overall grade of 40% is required to pass the course.(CIA+ESE)