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Learning Outcomes: Knowledge and Understanding tested in this assignment:

·the theoretical and empirical work of key writers, both classical and contemporary, on different aspects of international human resource management as a distinctive field of study and practice;

·the strategic orientations of multinational corporations (MNCs) and related HR  policy/employment considerations;

·comparative and diverse contexts impacting HRM and its related practices in various regions.

Learning Outcomes: Skills and Attributes tested in this assignment:

·demonstrate an ability to critically appraise, evaluate and synthesise different  writers' theoretical and empirical contributions to the study of international  human resource management

·critically evaluate and apply relevant theory to practice to the complex  interrelationship of human resource factors within multinational corporations

·communicate effectively, verbally and in writing, and work effectively in diverse  groups

Description of the assignment: A 2000 (+/- 10%) word individual essay on either of the following topics:

Topic A

Drawing upon relevant theory, critically evaluate the advantages and disadvantages of Multi-National Corporations (MNCs) employing expatriate managers to run their subsidiaries and examine the strategies they may use to avoid the consequences of expatriate failure.

Topic B

Critically appraise the advantages and disadvantages of a ‘best practice’ as opposed to a ‘best fit’ approach to HRM in a globally operating company, including the consequences of each for employee and organisational performance.

All student work needs to be of a high academic standard, in terms of written English and use of the Harvard Referencing System (HRS).  This forms part of the UH Grading Criteria.  Mark schemes in Module Guides provide additional detail on what, specifically, is required of students in each module’s assessment.  Students should refer to their Programme Handbook for more details on the UH Grading Criteria and the requirement to use the HRS.

Some important guidelines on assessment:

•Failure to submit an electronic copy of your essay via Canvas on time without good cause will result in penalties as provided for in the University regulations. These may include a fail for that piece of work and for the module.

•Essays submitted for this module will be selected for electronic checking for plagiarism, copying and other forms of cheating.

•The electronic copy should be a single 'Word' file named as follows: Student Number, ICHRM, Sem B, 2019_20

•You must not copy from another student nor allow other students to read or have an electronic copy of your work.

•See Academic Skills website for guidelines on writing essay and report etc. ?

•Coursework submitted up to one (1) week after the published deadline will receive a maximum numeric grade of 50 for level 7.  Work submitted later than one (1) week after the deadline will be awarded a fail grade.

•Students obtaining less than 20% for the module overall, will not normally be eligible for a referral, they will have to re-enrol on the module in the next academic year (FREN)

Coursework will be returned to you together with feedback no later than four (4) weeks after the submission deadline.  Individual feedback will be given on the assignment feedback sheets. Formative and/or general feedback may also be given in class time or at drop in session.

Only Module Leaders have the discretion to grant individual short extensions to coursework deadlines for their module. Appropriate evidence will need to be provided to them ahead of the original deadline, and students should ensure that they make an appointment to discuss their extension request with their Module Leader.

The theoretical and empirical work of key writers, both classical and contemporary, on different aspects of international human resource management as a distinctive field of study and practice

The strategic orientations of multinational corporations (MNCs) and related HR  policy/employment considerations

Comparative and diverse contexts impacting HRM and its related practices in various regions.