International Human Resource Management

Module 1: Introduction                                                                                    7 hours

Meaning and Definition IHRM: Evolution, Challenges, Objectives, IHRM Versus Single Nation-Centric HRM IHRM: Approaches Emergence of Global HR Manager IHRM;Culture and Cross-Cultural Management- Introduction, Studies on Culture in Management Positivist Views: ‘Culture and Values’ Interpretive Views: ‘Culture and Meanings’ Critical Views: ‘Culture and Power”; Comparative Human Resource Management - Globalisation and HRM, The Importance of Context, Differences in HRM Practice; Approaches to International Human Resource Management - Review of IHRM Approaches, The Concept of HRM, Are IHRM Models Applicable to other Contexts? What Factors Affect HRM Approaches Internationally? What are the Implications of Change for IHRM Approaches?

Module 2: IHRM Policies and Practices - Part A                                      7 hours

Managing Knowledge in Multinational Firms: Introduction, Different Types of Knowledge, Factors Influencing Knowledge Sharing How to Stimulate Knowledge Sharing Gaining Access to External Knowledge, Knowledge Retention From the Management of Knowledge to Innovation

Training and Development: Developing Global Leaders and Expatriates

Training and Development: Domestic Versus International Organisations International Training Management: Basic Concepts and Models Leadership Training and Development in International Organisations Technology in International Training Management.

Module 3: IHRM Policies and Practices - Part B                                      7 hours

Global Performance Management

Introduction, Key Components of PMSs Factors Affecting PMSs Culture and PMSs, PMSs in Six Leading Economies: China, India, Japan, South Korea, UK and USA, PMS for Expatriates

Total Rewards in the International Context

Recap: Differentiating Between PCNs, TCNs and HCNs Introduction: the Current State of Total Rewards Complexities Faced by IHR Managers, International Total Rewards Objectives for the MNC Newer forms of International Assignments, Key Components of Global Total Rewards Programs. Approaches to International Compensation Repatriation Issues, International Trends in Global Total Rewards.

Module 4: International Assignments And Employment Practices       5 hours

Introduction Staffing Policies, Motives for International Transfers, Alternative forms of International Assignments. The International Assignment Process Dimensions of International Assignment Success

Multinational Companies and the Host Country Environment Introduction, Varieties of Host Country Environments, Sustainability of Divergent, Employment Arrangements Understanding how MNCs Act in Diverse Host Country, Environments Host Country Effects on IHRM Practices of MNC Subsidiaries

Module 5: Employment Practices                                                                 7 hours

Regulation and Multinational Corporations: The Changing Context of Global Employment Relations

Importance of Regulation and Political Context, Political Agendas to De-Regulate, Political and Institutional Drivers of De-Regulation, Problems with De-Regulation in a Global Context. Human Resource Management in Cross-Border Mergers and Acquisitions. Cultural Differences and Cross-Border M&A Performance, Managing Cross-Border Integration: the HRM Implications.

Module 6: Diversity Management and CSR                                                7 hours

Equal Opportunities, Diversity Management, Work–Life Balance: Practices and Discourses; International Culture Management: Model Organisational Culture and Innovation, Models of Culture, Hofstede’s Four, Cultural Dimensions, Trompenaar’s Seven Cultural Dimensions, Globe’s Nine Cultural Dimensions, Edgar Schein’s Model of Culture Deal and Kennedy’s Culture Model, Schneider’s Culture Model, Cameron and Quinn’s Model of Culture Charles Handy’s Model of Culture Denison’s Model of Culture, Profile of Organisational Culture in International Organisations Managing International Culture. Corporate Social Responsibility and Sustainability through Ethical HRM practices. Ethics and Corporate Social Responsibility International Labour Standards.