Course Resources Archive

This International HRM module tackles people management issues raised by the emergence of the global operating context that most, if not all, businesses face today. While HRM is privileged in the title, the module is also concerned with other international management themes, such as MNCs and their internal and external business environments, convergence and divergence of management theories and practices.

1. Understand, analyse and critically evaluate different HRM models and their implications.
2. Anglo-American HR model, the European Model, Japanese HRM, Chinese HRM, HRM in newly developed countries/regions. Critically evaluate these models from both cultural and institutional perspectives.
3. Understand, analyse and critically evaluate globalisation and its impacts on organisations and HR practices especially those of MNCs.
4. The nature and origins of globalisation; the factors influencing globalisation; the consequences of globalisation; critiques of globalisation; organisational, governmental and intergovernmental responses to globalisation; the European Union; multinational corporations and the local and global market; culturalist and institutional approaches; implications and impacts on organisations, HR strategy and HR practices.
5. Understand, analyse and critically evaluate the business environment and its impact on contemporary organizations especially MNCs.
6. Understand how organisations interact with and are affected by their internal and external environments; how organisational change is managed and its impact for different organisational stakeholders.
7. Understand, analyse and critically evaluate the managerial and business environment within which HR professionals work and its implications for people management.
8. Understand issues of cultural values; the search for managerial legitimacy; forces shaping the HR agenda; expatriate management; implications and impact on organisations and HR strategy and HR practices.
9. Understand, analyse and critically evaluate how organisational and HR strategies are shaped by and developed in response to internal and external environmental factors.
10. Debates about strategy; sources of competitive advantage; tools and techniques of environmental analysis; formulating and implementing strategy; internal and external constraints on strategy; the emergence of HR strategy; approaches to the development of HR strategy, such as best practice, best-fit and the resource-based view of the firm; horizontal and vertical integration; implications and impacts on organisations and HR practices.

On successful completion of the module students should have/be able to:

1. Critically evaluate HRM in different countries including its cultural and institutional roots
2. Develop a knowledge of main debates in IHRM and to critically evaluate the main factors behind the convergence/divergence of HRM practices
3. Develop a knowledge of the key areas of operational and strategic concern of IHRM professionals
4. Apply and synthesise IHRM knowledge and skills within a given context
5. Critically evaluate how organisational and HR strategies are shaped by and developed in response to internal and external environmental factors.

Staff/student contact – 30 hours
Student directed learning – 120 hours as directed by tutors/module guide

The Library Catalogue contains full details of the current reading list for this module. Further details may also be found in the Module Guide.