COMMON CORE FIRST SEMESTER MODULE

Module Title: HUMAN RESOURCE MANAGEMENT

IN THE GLOBAL ENVIRONMENT

Short Module Title: Human Resource Management

Module Code: 2GLO703 Module level: 7

Academic Credit 10 (UK) 5 (ECTS) Length: One Semester
Weighting:
School and Department: Harrow Business School – Dept. of Business
Administration
Status: Core for MA in Global Business – IBSA
Programme
Module Leaders: Jill Armfield
(HBS – University of Westminster – London)
Petra Milde (Hochschule
Univ. of Applied Sciences – Bremen)
Patrick Micheletti
(Euromed Marseille Ecole de Management)
Manuel Guillen
(Universidad de Valencia Estudi General)
Irina Makarova
(Institute of Business Studies – Moscow)
Module Site: Harrow Campus, Hochschule, EUROMED,
UV Valencia, IBS
Host Course: MA Global Business
Subject Board: MA Global Business
Pre-requisite: None
Co-requisites: None
Assessment: 100% coursework

Summary of Module Content

The module will examine ideas of International Human Resource Management (HRM) in the context
of the global business environment and the policies of organisations for the management of people.
The issues involved in managing international human resources strategically will be explored. In
addition, the links between HR practices and organisational performance will be reviewed. Ideas of
best practice in managing people internationally will also be analysed.

Module Aims
• To critically examine the meanings of the concept of International Human Resource Management
(HRM).
• To explore the impact of the global environmental context on human resource management
strategies.
• To investigate strategies applied in a range of organisations to the international management of
human resources.
• To familiarise students with the issues involved in managing international human resources of
organisations in strategic ways.
• To examine the ideas of best practice and good employer in international HRM

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Learning Outcomes
On completion of this module, students should be able to:
1. Critically evaluate and compare strategic approaches to international people management
2. Summarise the aims and roles of the various stakeholders in Human Resource Management
in the context of global constraints and the implications of HRM decisions.
3. Explore and interpret a range of contemporary approaches to managing people in
international organisations.
4. Critically evaluate models and theories of HRM.
5. Critically analyse the relationship between HRM and organisational performance.

Indicative syllabus Content

Strategies for managing human resources internationally: structural, cultural and personnel
management methods. Practical examples of International HRM will be explored in relation to
organisational case studies. For example: organisational restructuring and delayering; culture
change and organisational development programmes; recruitment and development policies.

Models of HRM and international human resource management. The module will review ways of
studying HRM: for example surveys, interviews, observation and secondary data. We will explore the
context for the evolution of HRM ideas: for example, recessions, excellence and quality movements.
Models of HRM will be introduced.

Models and practice. Students will be encouraged to critically evaluate HRM models and
assumptions and to question, for example, whether practice matches prescriptions. The interests in
HRM of a range of stakeholders will be discussed: investors, managers, employees, including
professionals, trade unions, politicians.

Teaching and Learning Methods

Lectures on key topics, supported by seminars or workshops, including: student introduced seminars
based on pre-reading, individual and group working on questions and case studies and class
discussions.

Assessment Rationale:
Achievement of learning outcomes will be assessed through an in class test and an end of module
assignment. The in-class test will be a formative test to provide feedback on understanding, enable
reflection on learning and the development of enhanced learning strategies. It will focus on learning
outcomes 2,3,5. The end of module assignment will assess all learning outcomes, with a particular
focus on learning outcomes 1,4,2,3,5 above.

Both parts of the assessment will require students to demonstrate theoretical understanding and
practical relevance.

Assessment criteria:
The in class test will relate to HRM in international business. It will typically involve answering
questions, or giving a seminar presentation on a case study. The assignment will require students to
integrate material from the module.

The end of module assignment will be related to HRM in a global context and may include questions
on a seen case study and essay questions; requiring students to reflect and integrate work across
the module.

Assessment Methods and Weightings:

Assessment may include, but is not necessarily limited to the following methods: an in- class test
and end of module assignment. Both components of the assessment are individual. The aim of
the in class test is for students to gain feedback on their understanding of and approach to the

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module to date and to offer the opportunity for adjusting learning strategies according to the test
outcomes. The aim of the end of module assignment, which would usually include a case study, is
to integrate learning from the entire module.

In each year’s module handbook the following table, or similar, will be included, where all learning
outcomes are mapped against forms of assessment.

Component Description Weighting Learning

outcomes
In module In-class formative test 50% 1-3

End of module Assignment 50% 1-5

The student effort required for the assessed work is equivalent to 10 credits. The two components
to the assessment are designed in such a way that; the in class test is formative and feedback on
performance on the test is intended to support students in reflecting on their understanding of the
module and in preparing for the end of module assignment.

Sources
Essential reading
Edwards,T. and Rees, C. International Human Resource Management, Prentice Hall, 1st edition,
2006

Noe, Raymond A., Hollenbeck, John R., Gerhart, Barry, Wright, Patrick M. Human Resource
Management, McGraw Hill, 4th edition, 2002

Further reading
Briscoe, D.R. and Schuler R.S. International Human Resource Management, Routledge, 2nd edition,
2004

Harzing, A-W. and Van Ruysseveldt, J. International Human Resource Management, Sage, 2004

Scullion, H. and Linehan, International Human Resource Management, Palgrave Macmillan, 2005

Simons, G.F. Eurodiversity, Butterworth Heineman, 2002

Sparrow, P., Brewster, C. and Harris, H. Globalizing Human Resource Management, Routledge,
2004

Tayeb, M. International Human Resource Management, Oxford University Press, 2005

Date of initial Validation: 30 May 2003

Dates of CASG approved modifications: September 2005
Date of re-validation/review: March 2006

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Module lecturers
in Valencia:
963828312
CAMPS TORRES, JOAQUIN joaquin.camps@uv.es
ext. 21659

GUILLEN PARRA, MANUEL 963828893 manuel.guillen@uv.es

LUNA AROCAS, ROBERTO 963828899 roberto.luna@uv.es

PARDO DEL VAL, MANUELA 963828897 manoli.pardo@uv.es

963828312
RIVERA ALCAMI, JOSE JAVIER
EXT. 21655 j.javier.rivera@uv.es

Outline Schedule (Fridays, 8:30h-11:30h) Classroom 312-T

Date Prof. Contents

October 5 Manuel Guillén 1) Module introduction, organising the work.

The development of HRM and International HRM

October 19 Roberto Luna 2) Competences in International HRM

October 26 Joaquín Camps 3) International HR Strategy and Organisational Strategy

November 9 Joaquín Camps 4) Staffing the International Organisation

November 16 José J. Rivera 5) Negotiation skills and Labour Relations

November 23 José J. Rivera 6) Cross Cultural International Management

November 30 Manoli Pardo 7) International Managers’ Development

December 14 Manoli Pardo 8) Managing Performance

December 21 Roberto Luna 9) Reward Management

January 11 Manuel Guillén 10) Good Employer? Ethical leadership in International HRM

January 18 Coordinator Final Exam