Effective Human Resource Management in an International Context

Effective Human Resource Management in an international context is considered an important strategic area of business activity. Enhancing student understanding of how human resource management can be used to improve competitive advantage of organisations using current literature, on-line research and communication will be explored. This module examines the emergence of HRM as a discipline and practice within an international context and will consider debates associated with the utilisation of human resources, including migration and labour markets.

LEARNING OUTCOMES

A successful student will be able to:

1.Understand the international human resource management strategies and practices developed and implemented by organisations, operating on a global basis

2.Understand how effective international human resource management can be used to improve competitive advantage of organisations.

3.Identify, analyse and synthesise materials from primary and secondary source

materials that assist in the understanding of international HRM.

4.Critically assess and evaluate the cultural impact on IHRM strategies and practices in an organisational setting.

TEACHING AND LEARNING METHODS

Lecture materials and case studies will be the primary method of knowledge transfer. Analysis of subject material, using application where appropriate, will be undertaken as well as guidance to reading and further research.  

Students will be expected to engage in independent learning and use a range of resources in building knowledge and understanding of the subject matter.

CONTENT:

·Organisational HRM, the employee resourcing process, managing diversity, performance and compensation and employee relations.

·Managing HRM flow: HR planning; recruitment and selection policies, systems and practices; processes for managing international employees.

·Evaluating employee effectiveness: international issues in the identification of employee potential; training and development programmes; performance management systems.

·Reward systems: theories of pay and behaviour; compensation systems; expatriate

·Remuneration, standardised versus localised pay systems

·Integrating HR policies: matching HR policies and company culture; employee commitment; cross-cultural communications; managing diversity.

·Strategic IHRM - Impact of external and internal contexts on IHRM practices.

·Institutional and Cultural Perspectives - impact of cultural differences on individuals, organisations and working practices; managing a cross-cultural organisation.

·Staffing the multinational organisation - analyse expatriation policies and practices including reintegration to the home country

LECTURE OUTLINES (which could be subject to change)

Topic 1: The Nature of International HRM

·HRM and organisational performance

·Strategic focus on HR

·Trends Shaping Human Resource Management

·The Enduring Context of IHRM

·Globalisation and Competition Trends

·Differences between Domestic and International HRM

Additional reading to support lecture content:

Beardwell and Thompson, Chapter 1

Sparrow et al., Chapter 2

Topic 2: The Organisational Context

·Structural responses to international growth.

·Identifying control and co-ordination mechanisms.

·Defining modes of operation utilised in global markets.

·Impact of implemented organisational practices on the HRM function.

Additional reading to support lecture content:

Beardwell and Thompson, Chapter 17

Sparrow et al., Chapter 2

Topic 3: International Business Operations

·Staffing international operations

·Allocation of human resources to the organisation’s various international operations to ensure effective strategic outcomes.

·Central role of international assignments.

·Repatriation, including identify the various stages of the process.

Additional reading to support lecture content:

Edwards and Rees, Chapter 2

Topic 4: Recruiting and Selecting Staff for International assignments

·Importance of international talent management

·Staffing with expatriates or international assignees and expatriate failure

·The international recruitment function

·Expatriate failure

·Barriers to females taking international assignments

·Successful expatriation and best practices