Lecture 1: Introduction to the module

and the Core Concepts in

International Human Resource
management
 Lecture outline

1. Introductions and textbook

2. Overview of the module and topics
3. Assessment
4. Aims and learning objectives
5. Defining International HRM
6. Some approaches and frameworks for international HRM
 Welcome

Dawn Howard
Angela Dunbar d.howard@sussex.ac.uk
a.baron@sussex.ac.uk

We will each take all the workshops in the

weeks we deliver the lecture
 My experience of IHRM
Training officer in HR function
of HR Telecom ( parent
company Cable and Wireless)
in Hong Kong 1994-1997 as a
training officer delivering staff
training in HK , Macau and
Guang Dong (mainland China).
Organisational Development
HRD services Manager for
consultant for International
American Express 1998-2001
Aids Alliance, (2005-9)
( Brighton based with mainly
Brighton based with global
European travel) extensive
travel – India, Africa, Canada,
travel across EMEA
France
Ground Rules for the Module
• Be engaged ! – get involved:
• Chat Box, Q&A, Hands Up, Responses
• Participate
• Be on time – its your final year now
• Introduce yourselves when working others
• Team work in workshops vital

Talk to someone about your understanding of IHRM and why you chose
this module
5
minutes
 Module outline

1. Overview of the programme and topics

2. Assessment
3. Aims and learning objectives
4. Defining International HRM
5. Some approaches and frameworks for international HRM
6. Guest speakers
7. Practical examples and case studies
 Drivers for IHRM
Why study IHRM ?

“There is now extensive research showing that HRM not only varies between countries
in the way that it is conducted, but that how it is defined and is regarded as
constituting good practice are also very distinct “
(Brewster and Mayrhofer 2012)
 International HRM examines contemporary challenges

Turbulent external environment.

Increasingly public, private and third-sector organisations use the services of individuals from around the globe -
Multiple different national employment systems, a range of "home'", "host" and "third" country nationals.
Uninterrupted access to a global pool of employees, associates and suppliers can present organisations with
challenges. Workflow design, judicial boundaries, issues of knowledge integration and dissemination, strategic
direction, and issues of corporate social responsibility and ethics.
Module aims
Examine the core concepts of the field in relation to global regulation, international staffing, strategy, cross-cultural
management, knowledge and innovation, talent management, race and gender, CSR and ethics.
Key Question
Whether or not there is a new transnational model of HR Management emerging (Convergence) or whether only
certain HR policies and practice remain possible and reasonable in given national contexts (Diversity).
 Be prepared !

Have a look at the Make a note of any Read before you come
Canvas site - most of instructions or readings to lectures and
what you need to know to be completed workshops, you will get
can be found there more out of the session
if you are prepared

Workshops are the best Attendance will be

place to ask questions monitored during
lectures and workshops
– let us know in
advance if you cant
make it
 Our Textbook

We use the following e-book as our textbook:

Brewster, Christopher, et al. International Human Resource Management.
Available from: VitalSource Bookshelf, (4th Edition). Kogan Page, 2016.
Use the assigned chapters to prepare before each lecture
If there are terms or concepts that you don’t understand
or would like to learn more about their practical relevance,
please read the relecvant chapter.
Chris Brewster

Why we chose this book ?

“He researches, with colleagues from around the

world, in the field of international and comparative HRM.
His current interests include all aspects of global mobility, particularly the
management of expatriates, migrants and refugees; understanding the differences in
HRM in different countries, the reasons for that, and how multinational enterprises
cope with that; and arguing for a less elitist approach to human resource
management.”
https://www.henley.ac.uk/people/professor-chris-brewster
 Overall Module Learning Objectives

• Recognize the importance of international analysis to HRM

• Explain the factors that influence international staffing in multinationals
• Identify the role of national employment systems in multinational location decisions
• Explain the role of multinationals in the transfer of employment practices between countries
 Week by week Overview
Week 1            Introduction and Overview  (Dawn)
Week 2            Talent Management (Dawn)
Week 3            Resourcing and International Assignments (Dawn)

Week 4            National and Corporate Culture  (Angela)

Week 5 Global Workforce Planning and Diversity (Angela)
Week 6 Transfer of practice across national contexts (Angela)

Week 7 Corporate Social Responsibility and Ethics (Dawn)

Week 8 Global Performance Management (Angela)   

Week 9  Global Knowledge Management (Angela)

Week 10    The Global HR Department (Guest Speaker, Dawn)  

Week 11      Summary and Revision (after Easter, both)

 Assessment

• Lectures and workshops every week. Your attendance matters.

Two assessments:
• Coursework - MCQ Week 7 = 30 %
• Take Away paper ( TAP ) 2000 words = 70 %

• All essential information in ‘Assessment and Marking’ on Canvas

 Role of HRM - a bit of history!

Many different approaches over time:

1. Management of human ‘resources’ – e.g. Scientific Management, Operations Management,
Algorithmic Management In the information systems (IS) literature, algorithmic management has been defined as “the large-scale collection and use of data
on a platform to develop and improve learning algorithms that carry out coordination and control functions traditionally performed by managers” (Möhlmann et al. 2021, p.
2001).1 Aug 2022, algorithms take over tasks that used to be performed by human managers (Duggan et al., 2020). This innovation in management is especially common in the gig
economy. For example, platforms like Uber & Deliveroo manage and closely monitor their global workforce with algorithms.

2. Maintenance of human ‘resources’ – e.g. Hawthorne studies. During the 1920s, a series of studies that marked a change in the
direction of motivational and managerial theory was conducted by Elton Mayo on workers at the Hawthorne plant of the Western Electric Company in Illinois Elton discovered
that job satisfaction increased through employee participation in decisions rather than through short-term incentives . 

3. Development of human ‘resources’ – e.g. Strategic HRM

4. Development of human ‘assets’ – e.g. Talent Management
5. Facilitation of work – e.g. Knowledge Management
 What puts the “I” in IHRM?

https://www.youtube.com/watch?v=r1WzcxtEUps

Supporting and developing business functions

of the organisation within/across different
markets, cultures and modes of production
 What is IHRM?

• What recent challenges HR face?

• Videos Tom Kochen (MIT)
• How has HRM changed over time?
• Videos Dave Ulrich (RBL)

• How is HRM different from IHRM?

• Do we need new skills for International HRM?

We will look at these in more detail in the

workshops
 Context for IHRM two paradigms

The universalist and the contextual

 IHRM - universalist, ie the same things will work in every
context. (USA) – SHRM – seen as a science, focus on organisational performance,
popular with business schools, management consultancies worldwide

 Comparative HRM is intrinsically contextual, generally

focused at the national level. Focus on the wider stakeholders in HRM –
the employees and their dependents, and society as a whole (Beer et al 2015). Applies to
society, governments/regions as well as to firms , looks at culture, ownership structures, labour
markets, the role of the state and trade union organisations
 Universalist vs Contextual HRM

Universalist (also called Internationalist) HRM:

Focuses on issues associated with the management of employees in an “international” environment, ie across national
borders
How MNC’s manage their geographically dispersed workforce to leverage their HR resources for local and competitive
advantage . Also incorporates recruitment, induction, performance development, training, relocation, reward,
redundancy etc
Contextual ( also called Comparative) HRM:
Concerned with questions about why and to what extent there are differences in HR
practices across countries. Compares how people are managed in different national contexts, in
different national employment systems.
Why HRM differs across countries and cultures ( eg institutional structures, corporate strategies etc)
 Universalist v Contextual
Universalist versus Contextual) HRM

Universalists ( USA) paradigm

HRM is a “science” - importance of economic theory and markets, focus on
strategy and “one size fits all”
Contextual “Culturalists” and Institutionalists
Focused on culture (with emphasis on ideas/values/norms) ,
Different ownership structures ( organisational structures)
Importance of labour markets, role of state and other stakeholders such as
Unions
Sociological perspective (with emphasis on embeddedness in societal systems
ie society as a whole)
 Universalist Approach

1. Universally applicable common models ie what is good and right can be defined and “always
applies”

2. Convergence expected in the long run

3. The “best way” to manage labour and establish employment contracts etc are not dependent on a
specific social context

4. Observed variations and changes overtime can be explained through changes:

• Technological/Organizational Knowledge
• Changes in institutional barriers or “rigidities” or “market imperfections”
 Contextual - culturalist Approach

• Differences in culture used to explain differences in organisational and management forms;

differences in employment practices

• Challenges universalist theories: differences in organisational practices may be culture-specific and

they may never converge
 Constutionalist Approach
Main focus on institutional arrangements and societal structures in which an organisation is
located

Challenges:
Institutions not seen as distortions or barriers to market forces, but as essential to
economic organization
 Key Paradox

Standardisation/localisation debate is a central issue in IHRM

Internationally operating organisations focus on standardising practices

But in many areas of management, and particularly HRM, they also have to
be aware of and respond to or even utilise national differences
 The Question we will debate

Is a new transnational model of HR Management emerging?: (globalisation)

CONVERGENCE
OR
Only certain HR policies and practices remain possible / reasonable / profitable in
given national contexts? ( Brewster)
DIVERSITY

Remember this!!
 In summary: does IHRM do it differently?

• Needs a greater awareness of context and contextual differences

• Concerned to diffuse dominance effects and embody systemic effects
but also exploit differences between societal systems.
IHRM practitioners need to develop:
• Nuanced sensitivity to what are the core business functions
• Understanding of differences in national and international contexts
• Appreciation of interpersonal factors and how they differ across context

So… are IHRM practitioners applying what they know in a global context or is IHRM a
whole new field of practice for people managers?
 Any questions?

Reading for this week’s workshops:

Chapter 1
Thank you & see you in class!