GMSI309: Human Resource Management Management
Semester - II
PGDBM
Module Handbook: 2013
Module Leader: Seema Bhatt Email: seema.bhatt@gdgoenka.
[email protected] ac.in Phone Extn: 3113
Contents Module Objectives: ............................................................................................................ 3 Educational Aims .............................................................................................................. 4 Learning Outcomes ............................................................................................................ 4 Contact hours: ................................................................................................................... 5 Assessment structure: ......................................................................................................... 6 Week 01: Introduction to Human Resource Management ....................................................... 9 Week 02: The Context of Human Resource Management....................................................... 9 Week 03: Strategic Human Resource Management and HR Scorecard................................... 1 0 Week 04 Job Analysis ...................................................................................................... 10 Week 05: Human Resource Planning and Recruitment......................................................... 11 Week 06: Employee Testing and Selection ......................................................................... 11 Week 07: Interviewing Candidates .................................................................................... 11 Week 08: Training and Development ................................................................................. 12 Week 09: Performance Management and Appraisal............................................................. 12 Week 10: Managing Careers, Submission of Assignment 1 .................................................. 13 Week 11: Establishing Strategic Pay Plans ......................................................................... 13 Week 12: Pay for Performance and Financial Incentives ...................................................... 13 Week 13: Employee Relations........................................................................................... 14 Week 14: Managing Global Human Resources ................................................................... 14 Week 15: Exam Support, Submission of Assignment II ....................................................... 15 Grade Descriptors ............................................................................................................ 15 Regulations ..................................................................................................................... 16 Using unfair means in assessments .................................................................................... 18
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Module Objectives: This module is essential to anyone planning a career in management. The module covers all key elements of personnel and development in the main areas of resourcing, development, relations, and reward. The module provides knowledge, understanding, and skills for all future managers to: give informed advice and solutions at the workplace and establish level; contribute to improvements in organisational performance; undertake basic human resources processes across the board. The module defines the theoretical approaches to Personnel and Human Resource Management and considers the current context for practitioners * Human Resource Management: An introduction and the context, Strategic HRM, HR Models, differences between HRM and Personnel Management * Human Resourcing; Job Evaluation, HR planning, HR Scorecard * Recruitment and Selection- Internal and External sources of recruitment, techniques of selection. * Performance management- Managing appraisals, techniques, biases * Learning and Development; Training and Development, needs analysis, training process, techniques, use of internet in training. * Reward- equity issues, compensation, incentives and benefits * Employee Relations- Employee involvement and Participation * A brief introduction to International HRM
Select Bibliography:
1. Dessler, G. and Varkkey, B. (2011), Human Resource and Personnel Management , New Delhi, Prentice Hall. Core Text Book. 2. Aswatthappa, K. (2010), Human Resource and Personnel Management, Tata McGraw Hill. 3. Bratton, J. and Gold, J. (2010) Human resource Management: Theory and Practice, Palgrave Macmillan. 4. Kaplan, R.S. and Norton D.P. (1992) The balanced scorecard: Measures that drive performance, Harvard Business Review, 83:7/8, 172-180. 5. Marchington, M. And Wilkinson A. (2004 2nd Edition) People Management And Development: Human Resource Management At Work , Cipd Publications 6. Rao T.V. (2006) Reading in Human Resource Development , Oxford and IBH. 7. Redman, T. And Wilkinson, A. (2001), Contemporary Human Resource Management, Pearson Education. 8. Rubery, J. And Grimshaw, D. (2003) The Organization Of Employment, Palgrave. 9. Storey, J (Ed.) (2007) 'Human Resource Management: a critical text, 3rd edition' , London, International Thomson. 10. Torrington, D., Hall, L. and Taylor, S. (2005) Human Resource Management , Prentice Hall.
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Educational Aims Subject Specific: Knowledge, Understanding and Skills :
By the end of this module, students will be able to: Distinguish between the concepts and techniques of the essential elements of Human Resource Management recognise of contemporary HR concerns. Understand of role and activities of Personnel and Human Resource Management in organisations. Appraise the relevance of HRM theory in real life and vice versa General: Knowledge, Understanding and Skills:
By the end of this module, students will be able to: Recognize the coordination required with other organization departments in implementing HR policies. Be able to interpret for own career development a range of HRM issues like selection, performance appraisal, training, etc. Apply their knowledge to practical tasks as part of their learning process. Critique theoretical models and constructs.
Learning Outcomes Subject Specific: Knowledge, Understanding and Skills:
On successful completion of this module students will be able to: To identify the significance of effective planning and utilisation of human resources in the delivery of organisational and business objectives. To identify the changing/dynamic institutional, professional framework within which personnel and HR practitioners are required to work To understand and apply best practice in a range of core personnel and HRM activities. To examine the ways in which effective personnel and HRM policies can be put into practice, including the use of information and control systems using computerised and other information systems.
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General: Knowledge, Understanding and Skills:
On successful completion of this module students will be able to: To gain knowledge of how human resource and personnel management can contribute to the effective management of people, and the achievement of an organisation’s goals To develop an understanding of how knowledge translates into good human resource and personnel practices, which will further add value to an organisation's products or services To develop a basic level of competence in a range of Personnel and HR activities e.g. HR Planning, Recruitment and Selection, Training and Development, Performance Management, Reward, Employee Participation and Involvement.
Develop reflective skills by applying theory to personal career development. (taught (T); practiced (P); assessed (A))
Self Management
P
Problem Solving Research Skills Communication (written) Communication (oral) Team working IT Skills
P
A
T
P
A
T
P
A
T
P
Case study analysis Independent learning Model Formulation Critical Thinking
Contact hours: 45 hours – 15 Lecture and 15 Tutorials
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P P T
P
A
Assessment structure: Assessment 1- (Weighting- 25%) - Case study Analysis and presentation (20%), Work progress (The students are expected to meet the module leader and brief him/her of the progress of their work week by week )-(5%) (Week 10) 10 minute presentation, 10 minute discussion Assessment 2 – Individual Research Report (Weighting- 25%, 3000 words), (Week 15) 50% - End Term Exam (Duration- 2 hrs) Assessments (detailed instructions): Assignment 1- Group Assignment: Case Study Analysis and Presentation (20% presentation, Work Progress (5%) (Week 10) Group Work
Please read the case in "Performance management at Bolts' convenience stores", Emerald Emerging Markets Case Studies Collection, (2012), ISSN: 2045-0621, D OI (Permanent URL): 10.1108/20450621211228419 Your presentation should focus on the following questions: What are the major issues with the current performance appraisal system? What are your recommendations towards installing a new performance appraisal system? Instructions All the groups have to use audio-visual aids for presentations. The time limit for the presentation is 30 minutes; 20 minutes for presentations and 10 minutes for question and answer session. The groups would be declared in the class in Week 3. Groups cannot be changed without written permission from the Dean/Registrar. Remember what you have read about groups? Groups go through various formation stages. In case there are issues with the working of the groups please try to manage them professionally. However, if unable to do, please approach your module leader at an early date. Start working early so that you can deliver your best. Your presentation has to be referenced. Assessment would be based on understanding of t heory as well as practical application. The use of message board will be discussed in the seminar class every week. If you do not participate in the weekly progress meetings activities we will call you for a viva to assess your contribution to the group work. In this case you may get a mark that is different from the group. 6 | GMSI309- Jan 2013
If you are absent during the actual week 10 presentation, your case will be referred to the exam office. If we feel there is a need, we can call you for a viva to assess your contribution to the group work. In this case you may get a mark that is different from the group. All the group members have to actually present a part of the presentation. Assignment II- Individual Report (25%), Week 15
1. Choose one company that operates in India and undertake secondary research to identify HRM activities. You may only use secondary sources in accessing information about this firm. You may NOT make direct contact. The company information can be obtained via company documents, websites and electronic data bases or through published case studies in journals, books, reports etc. 2. Prepare a 3000 word report and answer the following questions:
Part one: Evaluate the data you have collected against HRM literature and identify its current approach to HRM. Choose either Recruitment & Selection or Training & Development and discuss the implications for that HRM activity that the firm should consider as part of any future decision on the functioning of the firm.
It is essential that your report be clearly references relevant literature and theories and that you are up to date on the guidance for referencing websites and company documents – if not ASK! The bibliography should not be included in the word count. End Semester Exam (50%, Exam Week)
Answer 2 unseen questions (Choice of 5 questions), two hours, closed-book. Each student is allowed to bring one page (two sides of A4) HAND WRITTEN notes into the exam, no photocopies please.
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Week
Coverage
Week 1
Introduction to Human Resource Management
Week 2
The context of Human Resource Management
Week 3
Strategic Human Resource Management and HR Scorecard
Week 4
Job Analysis
Week 5
Human Resource Planning and Recruitment
Week 6
Employee Testing and Selection
Week 7
Giving Interviews/Interviewing Candidates
Week 8
Training and Development
Week 9
Performance Management and Appraisal
Week 10
Managing Careers, Submission of Assignment 1
Week 11
Establishing Strategic Pay Plans
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Week 12
Pay for Performance and Financial Incentives
Week 13
Employee relations
Week 14
Managing Global Human Resources
Week 15
Exam Support, Submission of Assignment II
Week 01: Introduction to Human Resource Management L ectur e outcomes
Explain what human resource management is and how it relates to the management process. Analyse the human resource responsibilities of line and staff (HR) managers. Illustrate HR’s role in formulating and executing company strategy. Understand why metrics and measurement are crucial to tod ay’s HR managers. Readin gs for Week 01
Chapter 1, Dessler, G. and Varkkey, B (2009) Human Resource Management, Pearson Education. Chapter 1, Aswatthappa, K. (2008) Human Resource and Personnel Management, Tata McGraw Hill. Seminar Week 01
A discussion on the assessment of the module
Week 02: The Context of Human Resource Management L ectur e outcomes
Become familiar with the changing, dynamic, institutional, professional and legal framework, within which personnel and HR practitioners are required to work. Understand the development of the major frameworks in the HRM Analyse the strengths and weaknesses of the various HR models
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Readin gs for Week 02
Chapter 1, Bratton, J. and Gold, J. (2003) Human Resource Management, Pearson Education. Chapter 2, Aswatthappa, K. (2008) Human Resource and Personnel Management, Tata McGraw Hill. Week 02 Semi nar
Groups discussion 1: what do staff want from the people management strategies, policies and processes in their organisations? Groups discussion 2: what do organisations want from its people and how should it management strategies, policies and processes support this?
Week 03: Strategic Human Resource Management and HR Scorecard L ectur e outcomes
Analyse the steps in the strategic management process Gain in dept understanding of competitive strategies Explain what a strategy oriented human resource management system is and why it is important Understand the HR scorecard approach to c reating human resource management systems Readin gs for Week 03
Chapter 3, Dessler, G. and Varkkey, B (2009) Human Resource Management, Pearson Education. The New ROI, Return on Individual, available from http://hbswk.hbs.edu/archive/3648.html Seminar Week 03
A closer look at the balanced scorecard.
Week 04 Job Analysis L ectur e outcomes
Discuss the nature of job analysis, including what it is an how it is used An understanding of the methods of collecting job analysis information Develop ability to write job descriptions Develop ability to write job specifications Readin gs for Week 04
Chapter 4, Dessler, G. and Varkkey, B (2009) Human Resource Management, Pearson Education. Chapter 4, Aswatthappa, K. (2008) Human Resource and Personnel Management, Tata McGraw Hill. Week 04 Semi nar
Using the theoretical concepts, write a job description for the job that you intend to take after completing your PGDBM. Remember you will have to do that job! 10 | GMSI309- Jan 2013
Week 05: Human Resource Planning and Recruitment L ectur e Outcomes
Explain the main techniques used in employment planning and forecasting List and discuss the main outside sources of candidates Effectively recruit job candidates How to recruit a more diverse workforce Readin gs for Week 05
Chapter 5, Dessler, G. and Varkkey, B (2009) Human Resource Management, Pearson Education. Chapter 6, Aswatthappa, K. (2008) Human Resource and Personnel Management, Tata McGraw Hill. Week 05 Semi nar
Students are supposed to go out to the library and find out five news stories that relate to the real life examples of human resource planning.
Week 06: Employee Testing and Selection L ectur e outcomes:
Develop an understanding of the concepts of reliability and validity in content of testing and selection Ethical and legal considerations in testing Key issues in conducting background investigation Readin gs for Week 06
Chapter 6, Dessler, G. and Varkkey, B (2009) Human Resource Management, Pearson Education. Chapter 7, Aswatthappa, K. (2008) Human Resource and Personnel Management, Tata McGraw Hill. Week 06 Semi nar
Case study
Week 07: Interviewing Candidates L ectur e outcomes
Understand the main types of selection interviews Usefulness of interview as a selection technique Elements of effective interviewing
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Readin gs for Week 07
Chapter 7, Dessler, G. and Varkkey, B (2009) Human Resource Management, Pearson Education. Week 07 Semi nar
Role Plays on conducting interviews
Week 08: Training and Development L ectur e outcomes
Develop an understanding of the basic training process How to identify training requirements Strengths and weaknesses of various training techniques Readin gs for Week 08
Chapter 8, Dessler, G. and Varkkey, B (2009) Human Resource Management, Pearson Education. Chapter 9, Aswatthappa, K. (2008) Human Resource and Personnel Management, Tata McGraw Hill. Week 08 Semi nar
Using the theory from the lecture, in groups develop an orientation program for the new PGDBM batch of GD Goenka
Week 09: Performance Management and Appraisal L ectur e outcomes:
Develop an understanding of the appraisal process An understanding of the techniques of performance appraisal Familiarity with the elements of an effective appraisal interview Readin gs for Week 09
Chapter 9, Dessler, G. and Varkkey, B (2009) Human Resource Management, Pearson Education. Chapter 10, Aswatthappa, K. (2008) Human Resource and Personnel Management, Tata McGraw Hill. Week 09 Semi nar
Support for the Assignment 1
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Week 10: Managing Careers, Submission of Assignment 1 L ectur e outcomes
Compare employers’ traditional and career planning oriented HR focuses Analyse the employee’s, manager’s and employer’s career development roles Important issues to consider when making promotion decisions Readin gs for Week 10
Chapter 10, Dessler, G. and Varkkey, B (2009) Human Resource Management, Pearson Education. Week 10 Semi nar
Assessed Student presentations
Week 11: Establishing Strategic Pay Plans L ectur e outcomes
Understanding of the basic factors in determining pay rates Ability to understand the pricing of managerial and professional jobs Analyse competency based pay and other trends Readin gs for Week 11
Chapter 11, Dessler, G. and Varkkey, B (2009) Human Resource Management, Pearson Education. Chapter 13, Aswatthappa, K. (2008) Human Resource and Personnel Management, Tata McGraw Hill. Week 11 Semi nar
Research the entry level basic salaries for the job that you wish to do after your PGDBM
Week 12: Pay for Performance and Financial Incentives L ectur e outcomes
Understanding the main incentives for individual employees Pros and cons for incentives for salespeople Appreciate the organisation wide variable pay plans Incentives for executives Readin gs for Week 12
Chapter 12, Dessler, G. and Varkkey, B (2009) Human Resource Management, Pearson Education.
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Excessive executive payWhat http://hbswk.hbs.edu/item/6290.html
is
the
solution,
available
from
Week 12 Semi nar
A student led discussion on the article Excessive executive pay- What is the solution, available from http://hbswk.hbs.edu/item/6290.html
Week 13: Employee Relations L ectur e outcomes
Familiarity with the history of Indian labour movement Role of unions, union drives and elections Understanding of the grievance procedure Readin gs for Week 13
Chapter 15, Dessler, G. and Varkkey, B (2009) Human Resource Management, Pearson Education. Chapter 22, Aswatthappa, K. (2008) Human Resource and Personnel Management, Tata McGraw Hill. Week 13 Semi nar
Case Study- Off side
Week 14: Managing Global Human Resources L ectur e outcomes
Appreciate the HR challenges of the global business Form a viewpoint on the convergence vs. divergence debate A basic understanding of international assignments Develop a basic understanding of international training Readin gs for Week 14
Chapter 17, Dessler, G. and Varkkey, B (2009) Human Resource Management, Pearson Education. Chapter 1, Harris H., Brewster C. and Sparrow P. (2003) International Human Resource Management , CIPD Week 14 Semi nar
Support for Assignment II
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Week 15: Exam Support, Submission of Assignment II Please submit the assignment II to the program office b y 10.00 am.
Grade Descriptors: Broad Descriptor
Grade
Excellent
Above 80%
Good
70-79%
Satisfactory
60 - 69%
Weak
55-59%50-54%
Marginal fail
45-49%
Fail
40-44%
Poor fail
30-40%
Very fail
poor Below 30%
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Primary verbal descriptors for attainment of intended Learning Outcomes Below with particular strength Exemplary range and depth of attainment of intended learning outcomes, secured by discriminating command of a comprehensive range of relevant materials and analyses, and by deployment of considered judgement relating to key issues, concepts and procedures Above with some weakness Below with particular strength Conclusive attainment of virtually all intended learning outcomes, clearly grounded on a close familiarity with a wide range of supporting evidence, constructively utilised to reveal appreciable depth of understanding Above with some weakness Below with particular strength Clear attainment of most of the intended learning outcomes, some more securely grasped than others, resting on a circumscribed range of evidence and displaying a variable depth of understanding Above with some weakness Below with particular strength Acceptable attainment of intended learning outcomes, displaying a qualified familiarity with a minimally sufficient range of relevant materials, and a grasp of the analytical issues and concepts which is generally reasonable, albeit insecure Above with some weakness Attainment deficient in respect of specific intended learning outcomes, with mixed evidence as to the depth of knowledge and weak deployment of arguments or deficient manipulations Attainment of intended learning outcomes appreciably deficient in critical respects, lacking secure basis in relevant factual and analytical dimensions Attainment of intended learning outcomes appreciably deficient in respect of nearly all intended learning outcomes, with irrelevant use of materials and incomplete and flawed explanation No convincing evidence of attainment of any intended learning outcomes, such treatment of the subject as is in evidence being directionless and fragmentary
Regulations Penalties for late submissions Prior to the submission deadlines there are published procedures for the granting of extensions.Work submitted after a deadline but within the time limit of an approved extension shall not be subject to penalty. Work submitted late without an approved extension shall normally bepenalised as follows:
Failure to submit by the published deadline without securing an agreed extension will result in an automatic reduction of 10% points for up to three working days (72 hours) late and a mark of 0(non-submission) thereafter for the assessment, subject to any consideration of mitigating circumstance.Extensions for medical reasons or extenuating circumstances must be agreed with the Module Leader in advance of the deadline where possible and supported by medical evidence where appropriate. Problems with printing and binding will not normally be accepted as valid reasons for lateness. Incomplete assessment and mitigating circumstances Where an incomplete assessment may be the result of good cause, it will be the responsibility of the student concerned to make the circumstances known to the Programme Office and to provide appropriate evidence. Notification later than forty-eight hours after the examination, or after the date at which submission of the work for assessment was due, will not normally be taken into account unless acceptable circumstances have prevented the student from notifying the Programme Office within this time. Main Exams/Tests If a student is medically unfit at the time of a written examination properly authorised medical certificates must be presented to Programme Office in order for alternative arrangements to be made. Without such documentation a fail will be recorded and any further examination will be treated as a re-sit. (If you are unable to take any written exam/test assessment then the same must be communicated, either by a telephone call or an email to the Programme Office, before the commencement of the assessment followed by submission of medical documents within seven days of the date of the exam/test.). A student who provides evidence of illness may be permitted to be reassessed as a candidate of first sitting, in which case the restriction on marks shall not apply. A student who fails an examination (taken along with the resit students) under these conditions shall be permitted to resit in the nex t iteration of its examination only. Resit Exams Where a candidate is absent from a resit examination and presents no valid documented evidence for the reason for absence, or the evidence does not constitute good cause, the fail mark from the original examination shall stand. Where a candidate is absent from a resit examination but provides a well-documented and acceptable case for the absence, he or she shall be offered a further opportunity to resit in the next iteration of its examination (ie – in the following academic year). Where a candidate is due to sit a substantial number of resit examinations (two or more units) but
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fails to attend without explanation or good cause, they shall be assumed by the Student Registry to have withdrawn from the Programme /University. The principles above also apply where the reassessment is a coursework assignment that has either not been submitted or has been submitted but not by the specified dates, as part of the reassessment, or first sitting requirement. Attendance and Progress Monitoring The Institute/University operates a progress monitoring system and will contact any student who it considers is falling behind in his/her work. Our assessment is based on performance in tutorial workshops, theory classes etc. Attendance is taken at lectures as well as workshops/seminars and tutorials. If there is persistent non-attendance students will be contacted. To remain in good standing a student needs to attend most of the compulsory elements (all lectures, tutorials and workshops - 70% is the minimum), and submit most of the coursework (80% minimum). Students who do not meet these criteria may find themselves referred to the Standing Academic Committee, possibly with a recommendation that they should be excluded from the University.
A student's attendance record is maintained and recorded on the Universities central database LUSI (Lancaster University Student Information). If you are absent for a good reason, the Programme Office must be informed.Where you are absent from your studies for medical reasons, documentary evidence must be provided within 7 days of the date of your first absence. Any evidence presented beyond this period will not be considered as grounds for mitigation at examination boards or other hearings. FAQ's- What does this mean for me? That you must keep your attendance up, there is a trend of absence vs. performance. Most of the students with poor attendance tend to have a high failure rate - Students who have good attendance seem to do a lot better! It seems obvious, but sometimes we may need to give you a poke, it’s part of our job to look after your well being, you have paid to be here and learn and we intend to teach you. If you are struggling or having any problems please do take these opportunities to let us know. But don't panic if you miss the occasional lecture - we won't pounce on you - just the persistent offenders!
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Using unfair means in assessments All assessments are intended to determine your individual skills, abilities, understanding and knowledge. Cheating is defined as obtaining an unfair academic advantage and any of you found using any form of cheating, attempting to cheat or assisting someone else to cheat may be subject to disciplinary action in accordance with the GDGWI’s Disciplinary Procedure. The Institute takes this issue very seriously and you may be expelled or have your degree withheld for cheating in assessments. If you are having difficulty with your work it is important to seek help from your tutor rather than be tempted to use unfair means to gain marks. Do not risk losing your degree and all the work you have done. GDGWI defines a number of different forms of cheating, although any form of cheating is strictly forbidden. These are: Submitting other people's work as your own - either with or without their knowledge. This includes copying in examinations; using notes or unauthorised materials in examinations Impersonation - taking an assessment on behalf of or pretending to be another student, or allowing another person to take an assessment on your behalf or pretend to be you Plagiarism - taking or using another person's thoughts, writings or inventions as your own. To avoid plagiarism you must make sure that quotations, from whatever source, are clearly identified and attributed at the point where they occur in the text of your work by using one of the standard conventions for referencing. It is not enough just to list sources in a bibliography at the end of your essay or dissertation if you do not acknowledge the actual quotations in the text. Neither is it acceptable to change some of the words or the order of sentences if, by failing to acknowledge the source properly, you give the impression that it is your own work. Collusion - except where written instructions specify that work for assessment may be produced jointly and submitted as the work of more than one student, you must not collude with others to produce a piece of work jointly, copy or share another student's work or lend your work to another student in the reasonable knowledge that some or all of it will be copied. Duplication - submitting work for assessment that is the same as, or broadly similar to, work submitted earlier for academic credit, without acknowledgement of the previous submission Falsification - the invention of data, its alteration, its copying from any other source, or otherwise obtaining it by unfair means, or inventing quotations and/or references.
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