IHRM-X11

IHRM-X11
PGDM-PT 2011-14: Term-VII

International Human Resource Management
(Tentative course outline)

Instructor:
Dr. Andrew Dutta

Email:
adutta@ximb.ac.in

Office Hours:
By appointment contact (sangeeta@ximb.ac.in) / 0674 – 6647710

__________________________________________________________________

Course Texts

Recommended Textbooks

Dowling PJ, Festing, M & Engle, AD. 2008.

International Human Resource Management: Managing People in a Multinational Context.

(5th Edition) London: Cengage Learning. (DWS)

Mendenhall, M and Oddou, G. and Stahl G. K.

Readings and Cases in International Human Resource Management

, 4th Ed. Routledge, 2006 (MO)

Journals

Academy of Management Review

Academy Journal of Management

Journal of International Business Studies

Journal of Management

The International Journal of Human Resource Management

Asia Pacific Journal of Human Resources

Harvard Business Review

California Management Review

European Journal of Cultural Studies

Human resource Management

Human Resource Management Journal

International Journal of Intercultural Relations Journal of Managerial Psychology

Management International Review

Periodicals

1. HR Magazine
2. The Economist

Course goals

With increasing globalization of international business, every organization is exposed to the impact of it whether or not their operations are internationally connected. In this international business environment it is necessary for a business graduate to have an insight into the processes and practices of international HRM (IHRM), with particular reference to emerging markets such as India. This course enables the participants to understand the dynamics and core aspects of IHRM. This will include all the contemporary and emerging issues in the domain of IHRM. A major focus of the course will be on the different functional domains of IHRM such as recruitment and selection, compensation and reward systems, training and development, performance appraisal, expatriation, repatriation and career development. Special emphasis would be provided on Indian globalization drive through identifying and analyzing critical issues confronting the management of emerging Indian MNEs.

The aim of the course is to provide participants

· An understanding of the functional areas of IHRM
· Creating an awareness of the challenges facing Indian MNEs
· Knowledge of managing human resources in an international and dynamic cross-cultural environment

At the completion of the course, participants should be able to

· Identify the various approaches to IHRM
· Able to recognize how and why IHRM is different from domestic HRM
· Have a clear understanding of how HRM is practiced in MNEs
· Understand the major strategic, organizational, operational and functional issues facing global managers with international operations
· Develop working knowledge of contemporary IHRM issues with the ability to apply in real-life situation utilizing case study approaches.

Class Process and Engagement

Both Lecture and Tutorial method would be followed for the course. Relevant theories, concepts and models will be covered with suitable illustrative examples and interactive class sessions as Lecture. Exercises, case analyses and presentations, group discussions will comprise as Tutorials. All participants are expected to come prepared by pre-reading the chapters, cases and other assignments as per the course schedules for each week.

Hours/Week Type Weeks

1.0 Lecture 1-10
0.5 Tutorial 2-10

Grading

Evaluation Item	Level	Percentage	Due Date
Lecture and Tutorial Participation	Individual	20%	Continuous
Team Case Analyses	Group	15%	Tutorials—Sessions 5,7,9
Project Work and Presentation	Group	25%	Tutorials—Session 10
End term Examination	Individual	40%	End of Trimester

The evaluation is focused to develop certain abilities in the student as follows:

· Demonstrating the ability to understand key concepts
· Contributing to discussions of IHRM issues
· Demonstrating the ability to analyze, understand and resolve practical situations (or problems) through case analyses as part of a group
· Capability to practically devise solutions and understand the nuances of GHRM strategies through project work.
· Integration of the course to be evaluated through the end term examination

Lecture and Tutorial Participation

: (20%). Participation is an integral part of the course that will enable participants to absorb the core ideas discussed in the lectures. Participants are expected to attend all lectures and seminars and actively engage in class discussions.

Each person individually will receive one of the following participation score for each class session:

0 = absence
1-5 = present, but did not actively participate
6-12 = contributed to class discussion
13-20= contributed to class discussion in an especially meaningful way

Team Case Analyses:

(15%). The purpose of this assignment is to enhance participants’ critical thinking skills by providing opportunities to evaluate and find solutions to IHRM issues in real organizations. It also helps participants to better be prepared for the class lectures and discussions.

Each write-up and presentation will be evaluated together out of 15 marks. The length of the case write-up should be between 500 and 1000 words and the presentation should be within 15-20 minutes for each team. However, not all cases may be having write-ups or presentations.

Marks will be allotted on team-basis and once a team scores certain marks, all members in that team would be scoring the same marks. The final marks component would be the average of the marks scored in all the case rounds.

Submission of case write-up should be emailed to my secretary by 5 pm of the due date. Successful write-ups must:

• Summarize the case briefly; do not simply reiterate what is already in the case;

• Use concepts from the readings/lectures to shed light and raise issues relevant to the case;

• Use data or examples to support arguments

Project Work and Presentation: (25%). The purpose of this assignment is to help participants develop nuanced understanding of the relationship between institutional/cultural environments and the management of people.

By session 2, all participants should be part of a group. The

minimum size of the group will be three and the maximum is five. The tentative project topics are provided below and the finalization of the topic will be made in the class through mutual discussion. The participants are also welcome to propose topics for their project, which can be mutually finalized.

1. Cross-cultural difference in business customs between India and Europe
2. A comparative study of recruitment laws and regulations of managerial cadre in India and Europe
3. Trade union movement and advocacy in India
4. Comparative study of CSR in India and Europe with respect to Federal guidelines
5. A study of diversity issues and management in European MNEs operating in India.
6. A study of diversity issues in Indian MNEs operating in Europe.
7. A comparative study of managerial leadership development approaches in Europe and India

Class presentation will be held in week 5 to 8. The 30 minutes presentation should include, apart from the main content issues of the topic,

1) the summary of institutional and cultural environment of the country,

2) unique characteristics of human resource/industrial relations systems of companies in the country,

3) challenges and opportunities that local subsidiaries of multinational companies are facing in terms of human resource management,

4) challenges and opportunities that multinational companies originated from this country are facing, and

5) other interesting issues regarding global human resource management.

The evaluation will be based on the content and quality of the presentation. Participants in a group will be given the same score.

End Term Exam

(40%)

This would be a comprehensive examination covering the entire course content. The exam will consist of application oriented questions with limited assigned space in the question-cum-answer booklet. This exam will be closed book for all participants.

The overall grade for the course will be determined by in accordance with the grading policy of Dean’s Office.

Detailed Course Outline

Session 1

: Introduction to International HRM

How IHRM is different from domestic HRM; the various approaches of IHRM; the role of IHRM in organizations operating in dynamic environment; the changing nature and role of labour markets; variables affecting domestic and International HRM.

Readings:

1. Chapter 1 of DWS

2. The link between business strategy and IHRM practices. #1.2 MO

Session 2:

Understanding Cross-cultural dynamics

Evolution of national identity and culture; Hofstede framework, features of components of national cultures; cross-cultural issues affecting HRM strategies; organizational context of IHRM.

Readings:

1. Culture’s Consequences by Hofstede (library)

2. Chapter 2 of DWS

Session 3:

International Selection, Recruitment and Staffing

Understanding global workforce; the ‘centric’ approaches of staffing; contemporary trends in global staffing; successful selection strategies; issues in staff selection such as HCN, PCN, TCN and expatriates.

Readings:

1. Chapter 4 and 5 of DWS

2. The right way to manage expats #2.2 MO

Session 4:

Training and Development for IHRM

Expatriate training; need and role of training and development in international and cross-cultural environments; developing training programs for global settings; creating multinational teams; training local workforces with global standards; managing successful repatriation—an overview.

Readings:

1. Chapter 6 of DWS

2. A practical but theory-based framework for selecting CC training methods #3.4 MO

Session 5:

Managing Repatriation

Problems in repatriation; responses of MNCs to repatriation processes; role of reverse culture shock; designing successful repatriation program; comprehensive repatriation process.

Readings:

1. Chapter 8 of DWS

2. Management of Expatriate repatriation, ICFAI Journal of Organizational Behaviour, 2003, Nov. (to be provided by the instructor)

Session 6:

Global Performance Management

Issues in global performance management; problems in multinational performance management; appraisal of HCN employees; assessment of expatriates and other global employees; techniques to assess multinational performance.

Readings:

1. Chapter 11 of DWS

2. Expatriate performance management #3.1 MO

Session 7:

Compensation & Benefits in International Scenario

Objectives of international compensation and benefits; components of international compensation packages; Strategic Flexibility Model of International Compensation; compensation and benefits for expatriates; trends and practices of contemporary global compensation; benchmarking best practices; problems in global compensation and benefits packages.

Readings:

1. Chapter 7 of DWS

2. A local perspective to expatriate success # 3.2 MO

Session 8

: International HRM Practices

IHRM practices in developing countries; GHRM practices in emerging markets like India, China and Singapore; new challenges of IHRM practice in developing countries.

Readings:

1. The Economist- 22.5.1999, 2.6.2001, 4.3.2000

2. Entering China, Harvard Business Review, March-April, 1997.

3. www.chinaonline.com

Session 9

: International Industrial Relations

Strategic issues in international labor relations; role of labor unions and bargaining power in international labor relations; MNC and labor union interactions; role of EU and NAFTA in ILR scenario; international labor negotiations.

Readings:

1. Chapter 10 of DWS

Session 10

: Managing People in Global Context

Human resource management issues, challenges and prospects in developed and developing economies; MNC social responsibility and IHRM issues; linking IHRM with strategy formulation.

Readings:

1. Chapter 12 of DWS

Classroom code of conduct

The standard PGDM-PT Program Academic Policies with regard to the code of conduct in the class, grading and in other engagements in this course will be applicable to the course participants.

Created By: Debasis Mohanty on 05/06/2013 at 04:05 PM
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