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Regular version of the site
Bachelor 2019/2020

International Human Resource Management

Type: Elective course (Business Administration)
Area of studies: Management
Delivered by: Department of Human Resources Management
When: 3 year, 3, 4 module
Mode of studies: Blended
Instructors: Veronica Kabalina
Language: English
ECTS credits: 5

Course Syllabus

Abstract

This blended-learning course examines the theories and practices of international human resource management (IHRM). The course addresses the core issues in IHRM. The topics of the course can be divided into three broad themes: (1) traditional approaches to IHRM (eg. Expatriate management) (2) new perspectives on IHRM (eg. Managing people in cross-border mergers and acquisitions, alternatives to expatriate assignments, ‘global’ careers), and (3) the link between firm strategy, capabilities and HRM.
Learning Objectives

Learning Objectives

  • The main study objective is to learn how to conduct strategic human resource management in an international setting
Expected Learning Outcomes

Expected Learning Outcomes

  • Уou will learn about: international human resource management and why businesses may choose to go international; the challenges and development in international human resources management; the stages of internationalization of companies and methods of entry into international business
  • You will learn about: the institutional context of international business; different employment standards and laws that relate to international human resource management; obstacles to multinational bargaining; approaches to multinational enterprises and labor relations.
  • Уou will learn how to develop leaders in a multinational organization; how companies plan development activities for their leaders based on their strategic objectives and company culture.
  • You will be introduced to the concept of strategic human resource management and learn about different strategies companies take to doing their business; and about different strategic theories of human resource management.
  • You will learn what takes place in M&As and why they often fail; how the soft side impacts the success of M&A and how HRM can guide the post-acquisition integration process.
  • You will learn about: sustainable human resource management;. the paradoxical tensions in human resource management and the coping strategies used to deal with them; the sustainable human resource model.
  • You will learn how companies manage their expatriates; who is an expatriate and why companies use expatriates; what challenges there are in international assignments and how to manage the whole expatriation process.
  • You will learn how companies can find the balance in deciding whether to standardise or localise their common HRM practices and policies; what impacts the decision to standardise or localise and how that decision impacts the operations of the company.
Course Contents

Course Contents

  • Topic 1. Introduction to IHRM
    The internationalization of business. Internationalization of HRM. The development of IHRM. Differences between international and domestic HRM. Creating the international organizations: Strategy and structure. Stages in the development of MNCs. Factors influencing how MNCs organize for global business. Stages of international involvement.
  • Topic 2. Institutional context of international human resource management
    Equivalent employment standards as stated by various international organisations. MNCs and issues in IHRM. Extraterritorial laws. Application of national law to local foreign-owned enterprises. International labor relations. Multinational enterprises and labor relations. International frameworks of ethics.
  • Topic 7. Global leadership development
    Different ways to develop leaders. 70-20-10-principle. Experiental learning. Working in cross-boundary project assignment.
  • Topic 3. Strategic HRM
    What is Strategic HRM? Why strategic HR? Competitive strategies. Strategic theories of HRM. Behavioral perspective. Employee role behaviors for competitive strategies. Cybernetic model of HR system. Responsibilities of SHRM.
  • Topic 6. Role of HRM in post-acquisition integration
    What happens in mergers and acquisitions (M&A)? Why M&A’s often fail? Soft side of the M&A process. Change management.
  • Topic 8. Sustainable HRM
    Paradoxical tensions in HRM. Categories of paradoxical tensions in HRM. Coping strategies. Sustainable HRM. Objectives of sustainable HRM. Sustainable HRM models. Factors influencing the formulation and implementation of HR policies.
  • Topic 4. Expatriates and global mobility
    Expatriate management, expatriate selection, adjustment, performance, and development. Motives for transferring managers across borders.
  • Topic 5. Global integration-local responsiveness of HRM practices
    Solving the global-local dilemma. Standardizing or localizing HRM practices and policies. Reasons for standardizing and localizing
Assessment Elements

Assessment Elements

  • non-blocking reflection papers
  • non-blocking individual and group activities at the seminars
  • blocking essay
Interim Assessment

Interim Assessment

  • Interim assessment (4 module)
    0.4 * essay + 0.3 * individual and group activities at the seminars + 0.3 * reflection papers
Bibliography

Bibliography

Recommended Core Bibliography

  • Employment relations and international human resource management. (2014). Routledge. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsnar&AN=edsnar.oai.tilburguniversity.edu.publications.65228fd0.4559.48ed.b42b.fb5f0a60847f
  • International Human Resource Management, 5th edition. (2018). Sage Publications Ltd. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsnar&AN=edsnar.oai.tilburguniversity.edu.publications.e8a0c5fa.6722.4383.abb1.51ca685b3229
  • Kramar, R. (2014). Beyond strategic human resource management: is sustainable human resource management the next approach? International Journal of Human Resource Management, 25(8), 1069–1089. https://doi.org/10.1080/09585192.2013.816863

Recommended Additional Bibliography

  • Michael Armstrong, & Stephen Taylor. (2020). Armstrong’s Handbook of Human Resource Management Practice. London: Kogan Page. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=2331872