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International HRM

Course Outline

Submitted by Imon Ghosh Academy of HRD

International Human Resource Management is concerned with the human resource problems of multinational firms in foreign subsidiaries (such as expatriate management) or, more broadly, with the unfolding HR issues that are associated with the various stages of the internationalization process (Boxall 1995). The purpose of this International HRM course is to expose Fellow students at the Academy of HRD, Ahmedabad to the substantive issues in International HR Management, and suggest avenues for further research.

• This International HR Management course is divided into 12 sessions (individual session outlines follow). • The course builds upon (and augments) a broad syllabus of an IHRM course offered at the post-graduate level. • Designed for Fellow students at the Academy of HRD, Ahmedabad, this course offers international case studies (some are available at a cost) and is intended to have a research-oriented focus.

Need for the course
Human Resource Management is becoming increasingly world-wide in outlook. As international competition intensifies it is no longer sufficient to understand the local context. The vision must be wider. - Peter J. Kidger

Course Outline – S1
Session 1: Introduction & Overview; Approaches to IHRM; Differences between Domestic & IHRM • The emergence of International Human Resource Management (IHRM). Theoretical frameworks for comparing HRD in an international context.

Course Outline – S2
Session 2: The Organizational Context; IHRM Approaches; Path to Global Status; Mode of Operation • Managing Human Resources in an International Business. • Globalization and transformation of human resource management in South Korea (case study).

Course Outline – S3
Session 3: International Recruitment & Selection; Staffing Policies; Issues in Staff Selection • Recruitment and selection in Chinese MNEs (case study). • Managing HR in State-Owned Enterprises in China (case study).

Course Outline – S4
Session 4: Cross-Cultural Management; Expatriate Management • Serving 2 masters: managing dual allegiance of expatriate employees. • Selecting expatriates for personality characteristics: a moderating effect of personality on the relationship between host national contact and cross-cultural adjustment. (Activity: design research questionnaire.)

Course Outline – S5
Session 5: Performance Management Factors Associated with Individual Performance & Appraisal; Criteria for Appraising International Employees • Strategic HRM through the Cultural Looking Glass: Mapping the Cognition of British and Indian Managers (case study).

Course Outline – S6
Session 6: Training & Development; Expatriate Training; Developing International Staff • Implementing German HRM abroad: desired, feasible, successful? (Case study) • The Right Way to Manage Expatriates.

Course Outline – S7
Session 7: Compensation - Objectives and Approaches to International Compensation • The Changing Nature of Japanese Human Resource Management. • Indian and Japanese HRM practices: similarities and differences with analysis of automobile sector in India (case study).

Course Outline – S8
Session 8: Comparative HRM - human resource practices and policies for competitive advantage worldwide • A cross-national comparative study of work-family stressors, working hours and well-being: China and Latin America versus the Anglo world by Paul E. Spector, Cary L. Cooper, Steven Poelmans, Tammy D. Allen, Michael ODriscoll, Juan I. Sanchez, Oi Ling Siu, Phil Dewe, Peter Hart, Luo Lu, Lúcio Flávio Renault de Moraes, Gabrielle M. Ostrognay, Kate Sparks, Paul Wong and Shanfa Yu. (Study available at a cost)

Course Outline – S9
Session 9: Repatriation; The Repatriation Process • Country case study: Central America and Panama • Contextualization and strategic IHRM approaches: the case of Central America and Panama.

Course Outline – S10
Session 10: Labour Relations, International Labour Organisation (from text book of IR by Sinha) • Country case study: Ireland

• HRM in the Irish Hotel Industry

Course Outline – S11
Session 11: National Cultures (from the text book by Terence Jackson) • Country case study: Sweden • Article: HRM in Sweden. • International culture and management.

Course Outline – S12
Session 12: Issues, Challenges & Theoretical Developments in IHRM • Cultural Control and Multinationals: The case of Jordanian companies

I acknowledge, with thanks: • • Prof. Sunil Maheshwari, for offering valuable suggesions for designing this course. Dr. Vilas Kulkarni, for generously sharing numerous articles, and the International HRM syllabus he uses to teach post-graduate students. Dr. Hardik Shah for recommending (and sharing) textbooks and articles on International Human Resources Management. Joanne Dixon Port for taking valuable time out from her work, and readily agreeing to my request for an interview for this assignment. Mr. K.K. Verma, Director, AHRD for giving me this interesting and challenging assignment.

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Thank you!
Imon Ghosh Training Manager METRO Cash & Carry India Industrial Suburbs Subramanyanagar Bangalore 560055 M 0 9845157429 D 080 22192028 E