BA2090 Human Resource Management
- Outline the main differences between International and Comparative HRM and provide an analytical framework for thinking about these differences.
- The nature of strategy and structure in MNCs.
- The country-of-origin effect and its repercussions
- The theory that host countries of the branches of MNCs have more of an impact on them than that of the home country or of the organisation as a whole
- Different approaches to the analysis of contemporary capitalism and considers what role they allocate to the business organisation.
- Examines the HRM practices of US-based MNCs.
- The business and HRM systems of the United Kingdom
- ‘social-democratic’ model of HRM
- Social policy within the European Union (EU)
- The challenges and on-going developments in the management of people in Africa.
- The contemporary developments in the management of people in the Asian region.
- The nature of Japanese HRM and the impact of Japanese foreign direct investment (FDI) and subsidiary formation on the question of transferring home country practices overseas.
- British fieldwork into a cluster of Japanese subsidiaries and the problems they encountered during their establishment and maturity in regard to their human resource management operations.
- The role the nationality of the parent firm takes in shaping the integration process.
- Business ethics and Corporate Social Responsibility ( CSR )
- The directive on European works councils (EWCs)
- The international aspects of recruitment and selection
- The issues involved in developing performance appraisal and compensation systems for international managers.
By the end of this module students should be able to:
- Understand the implications of changes in the global organisation of firms and the international workforce for HRM policy choices
- Demonstrate a detailed understanding of the key analytical concepts and models in international HRM
- Assess the principal comparisons and contrasts of the business and human resource systems in the UK and the USA, Germany and Japan.
- Evaluate the different approaches to and strategies for HRM in international business activities, and their impact on employees
- Evaluate the problems of transferring HRM practices from one country to another and the role of MNCs as agents of knowledge transfer.
This module is assessed by a three hour unseen written examination.
- International Human Resource Management, 3rd Ed. (Harzing & Pinnington)