Solved: HRM in an International Context (HRM11111)
Module Guide – 2020 Trimester 1
Module leader contact details are as follows:
Dr Rowan Steele: Room 2.37, Craiglockhart Campus
Tel: 0131 455 4540; E-mail: r.steele@napier.ac.uk
| Lecturers: | Dr Rowan Steele (RS) Dr Jennifer O’Neill (JO) Profession Maura Sheehan (MS) Dr Catherine Olusanmi |
Teaching:
Lectures will be recorded and uploaded approx. 1 week in advance of your lecture slot. Please sign in via the online link provided on moodle (under the lecture slides) and be online during the lecture slot, having watched the lecture prior to joining. To support your learning the lecturer responsible for that week (please see the lecture timetable) will also be online to answer any questions you may have on the lecture content and to give a summary of the key aspects of the lecture that you need to take cognisense of. Please contact me direct if you have any further questions.
To support your learning tutorial sessions have also been timetabled and you should attend the session you have been allocated. The online link for each weekly session will also be located on moodle and you should use this to sign into your allocated session. Please join this session at the designated start time. Any students who join late will not be admitted to the session. Please prepare any case study work in advance of attending this session – all information will be provided on moodle.
Lecture Time:
9.00 – 10.00 am Mondays
Tutorial Sessions (please note that you are assigned to these sessions and they cannot be changed – apologies this is a central university decision).
- Monday 10-11 am
- Tuesday 12-1 pm
- Tuesday 5 - 6 pm
Lecture plan
| Week starting | |||
| 2 | 25/1 | Intro to International HRM | RS |
| 3 | 01/02 | The international organisation: strategies & structures | RS |
| 4 | 08/02 | Global Staffing (1) | RS |
| 5 | 15/02 | Global Staffing (2) | RS |
| 6 | 22/2 | National Culture and HRM practice | JO |
| 7 | 01/03 | International & comparative Labour Relations | JO |
| 8 | 8/3 | Global Reward Assignment Submission 19th March 17.00 Hrs | JO |
| 9 | 15/3 | Learning and Development | JO |
| 10 | 22/3 | Performance Management | JO |
| 11 | 29/3 | Ethics (1). Corporate Social responsibility (CSR) | MS |
| EASTER BREAK w/c 5th and 12th April | |||
| 12 | 19/4 | Ethics (2). Social Justice Concept & EPZ’s | MS |
| 13 | 26/4 | Exam Revision Workshop | RS |
| 14 | 3/5 | Exam Week | |
| 15 | 10/5 | Exam Week |
.
Key Reading
Essential pre-reading for class discussion is in bold type – you must make sure that you have found this material on Moodle and read before attending the class.
| Intro to International HRM | Tarique I, Briscoe D and Schuler R (2016) International Human Resource Management: Policy and Practice for Multinational Enterprises, Oxon, Routledge (5th ed). Ch 1. Scullion, Collings & Gunnigle (2007), “International human resource management in the 21st century: emerging themes and contemporary debates”, Human Resource Management Journal, Vol 17 No 4. This is a special edition of the journal relating to IHRM and all the other articles are also of interest. Farndale & Paauwe (2007), “Uncovering competitive and institutional drivers of HRM practices in multinational corporations”, Human Resource Management Journal, Vol 17 No 4. | |
| The international organisation: strategies & structures | Tarique I, Briscoe D and Schuler R (2016) International Human Resource Management: Policy and Practice for Multinational Enterprises, Oxon, Routledge (5th ed). Ch 2 & 3. Brewster, C. and Mayrhofer, W. (2015). Comparative Human Resource Management. In Harzing, A.W. and Pinnington, A.H. (Eds.) International Human Resource Management. London: Sage., 45- 79. Perlmutter, H.V. (1969) The Tortuous Evolution of the Multinational Corporation. Columbia Journal of World Business, 4(1), 9-18. Thite, M., Wilkinson, A. and Shah, D. (2012) Internationalization and HRM strategies across subsidiaries in multinational corporations from emerging economies – A conceptual framework. Journal of World Business, 47, 251-258. | |
| Global Staffing & (2) | Tarique I, Briscoe D and Schuler R (2016) International Human Resource Management: Policy and Practice for Multinational Enterprises, Oxon, Routledge (5th ed). Ch 8 & 9. David G. Collings & Michael Isichei (2018) The shifting boundaries of globalstaffing: integrating global talent management, alternative forms of international assignments and non-employees into the discussion, The International Journal of Human Resource Management, 29:1, 165-187, DOI: 10.1080/09585192.2017.1380064 Tayeb, M. H. (2005) “Foreign Assignment” Chapter 9 in International Human Resource Management: A Multinational Company Perspective, Oxford, University Press Wiechmann et al (2003) Designing and implementing global staffing systems, Part 1, Human Resource Management. 42:1 Ryan et al (2003) Designing and implementing global staffing systems, Part 2, Human Resource Management, 42:1 Caliguri, P & Bonache, J (2016) ‘Evolving and enduring challenges in global mobility’ Journal of World Business. 51:1: 127-141. Mendenhall et al (2003) Seeing the elephant, Human Resource Challenges in the age of globalisation, Organizational Dynamics, 32: 3 pp 261-274 Anderson, B. A. (2005). "Expatriate selection: good management or good luck?" International Journal of Human Resource Management 16: pp 567-583. | |
| National Culture & HRM practice | Tarique I, Briscoe D and Schuler R (2016) International Human Resource Management: Policy and Practice for Multinational Enterprises, Oxon, Routledge (5th ed). Ch 5. McSweeney B (2002) ‘Hofstede’s Model of National Cultural Differences and their Consequences: A Triumph of Faith – a Failure of Analysis’, Human Relations 55:89. Shi, X. and Wang, J. (2011) ‘Interpreting Hofstede Model and GLOBE Model: Which Way to Go for Cross-Cultural Research?’, International Journal of Business Management, 6: 5, pp. 93-99. Tayeb, M. H. (2005) “Internationalisation of HRM: Socio-cultural Contexts” Chapter 2 in International Human Resource Management: A Multinational Company Perspective, Oxford, University Press. Supplemental Reading: Malcolm Warner (2010): ‘In search of Confucian HRM: theory and practice in Greater China and beyond’, The International Journal of Human Resource Management, 21:12, pp 2053-2078. | |
| Ethics (1) MNC’s and CSR | Tarique I, Briscoe D and Schuler R (2016) International Human Resource Management: Policy and Practice for Multinational Enterprises, Oxon, Routledge (5th ed). Ch 6 pp184-188. Enhancing the role of human resource management in corporate sustainability and social responsibility: A multi-stakeholder, multidimensional approach to HRM (2019) Günter K. Stahla,⁎ , Chris J. Brewsterb,c , David G. Collingsd , Aida Hajroe, Human Resource Management Review. Chang, Y., Oh W.Y. and Massersmith, J. (2013) ‘Translating corporate social performance into financial performance: exploring the moderating role of high-performance work practices’, The International Journal of Human Resource Management, 24 : 19 , pp. 1466-1439. Davies, I. A. and Crane, A. (2010) ‘Corporate social responsibility in small-and medium-size enterprises: investigating employee engagement in fair trade companies. Business Ethics: A European Review, 19: 126–139. Dima, J., El Dirani, A., Harwood, I. (2015) ‘Exploring human resource management roles in corporate social responsibility: the CSR-HRM co-creation model’, Business Ethics: A European Review, 24:2, pp. 125-143. Shen, J. (2011) ‘Developing the concept of socially responsible international human resource management’, The International Journal of Human Resource Management, Vol. 22 : 6, pp. 1351–1363. Supplemental Reading: Crane, A., Matten, D. and Spence, L. J. (eds) (2013) Corporate Social Responsibility: Readings and Cases in a Global Context, 2nd Edition, Routledge, London. Chapter 1. | |
| Ethics (2) Social Justice and EPZ’s | Tarique I, Briscoe D and Schuler R (2016) International Human Resource Management: Policy and Practice for Multinational Enterprises, Oxon, Routledge (5th ed). Ch 6 Klein, N. (2007) No Logo, London, Flamingo Kroon B & Paauwe (2014) ‘Structuration of precarious employment in economically constrained firms: the case of Dutch agriculture’. Human Resource Management Journal. Vol 28, no 1, p19-37. Pong-Sul, A (2017) retrieved from : https://www.ilo.org/wcmsp5/groups/public/---asia/---ro-bangkok/documents/presentation/wcms_546534.pdf War on Want (2006) Fashion Victims: The true cost of cheap clothes at Primark, ASDA and Tesco. Available at: www.waronwant.org/Fashion+Victims+13593.twl Donaghey & Reinecke (2018) ‘When Industrial Democracy Meets Corporate Social Responsibility – A Comparison of the Bangladesh Accord and Alliance as Responses to the rana Plaza Disaster’. British Journal of Industrial Relations., 56:1, pp14-42. Standing, G (2011) ‘The Precariate; the dangerous new class.’Bloomsbury, London | |
| International Labour relations | Tarique I, Briscoe D and Schuler R (2016) International Human Resource Management: Policy and Practice for Multinational Enterprises, Oxon, Routledge (5th ed). Ch 7 & 14 Blyton, P. and Turnbull, P. (2004) The Dynamics of Employee Relations (3rd Edition), Basingstoke, Palgrave. Chapters 2, 3 & 8 Bamber G, Lansbury R & Wailes N (2011) International and Comparative Employment Relations (5th ed). Ch’s 1&12. Chan C K-C & Hui E S-L (2012) ‘The Dynamics and Dilemma of workplace trade union reform in China: The case of Honda workers’ strike. Journal of Industrial Relations. 54:653 | |
| Global Reward | Tarique I, Briscoe D and Schuler R (2016) International Human Resource Management: Policy and Practice for Multinational Enterprises, Oxon, Routledge (5th ed). Ch 11 Chiang F (2007) ‘A critical examination of Hofstede’s thesis and its application to international reward management’. The International Journal of Human Resource Management.16:9, pp 1545-1563. Festing & Tekieli (2018) ‘Global alignment or localization? An empirical examination of global reward management in MNE’s from a subsidiary perspective’ The International Journal of HRM. DOI: 10.1080/09585192.2018.1504107 Lam S, Schaubroek, J. and Aryee S (2002) ‘Relationship between organizational justice and employee work outcomes: a cross-national study’ Journal of Organizational Behaviour, 23, 1-18. Ferner A & Almond P (2013) ‘Performance and reward practices in foreign multinationals in the UK’ Human Resource Management Journal, Vol 23, No 3, pp241-261. Press: Banking sector – Bonus culture http://thegurdian.com/business/2013/feb28/bonuses-the-essential-guide/print Ellis V & Taylor M (2010) ‘Banks, bailouts and bonuses: a personal account of working in Halifax Bank of Scotland during the financial crisis’ Work Employment and Society, 24: 803. | |
| Learning & Development | Tarique I, Briscoe D and Schuler R (2016) International Human Resource Management: Policy and Practice for Multinational Enterprises, Oxon, Routledge (5th ed). Ch 10 Rademakers, M.F.L. (2005), Corporate Universities: Driving Force of Knowledge Creation. Journal of Workplace Learning,Vol 17, Iss 1/2, pp. 130-136. Alagaraja, M & Li, J (2014), ‘Utilizing institutional perspectives to investigate the emergence, rise, and (relative) decline of corporate universities. Human Resource Development International. 18, 1:4-23. Sham, C. (2007) An Exploratory Study of Corporate Universities in China. Journal of Workplace Learning, 19:4, pp 257-264 Holland, P. and Pyman, A. (2005) Corporate Universities: A catalyst for strategic human resource development? Journal of European Industrial Training 30:1 pp 19 - 31 | |
| Performance Management | Tarique I, Briscoe D and Schuler R (2016) International Human Resource Management: Policy and Practice for Multinational Enterprises, Oxon, Routledge (5th ed). Ch 12 Luthans, K. W., and Farner, S. (2002) Expatriate development: The use of 360-degree feedback. The Journal of Management Development 21:9/10, pp 780-793. Biron,M, Farndale, E & Paauwe, J (2011) Performance Management effectiveness: lessons from world-leading firms. The International Journal of Human Resource Management. Vol 22,6: 1294-1311. Shen, J. (2004) International performance appraisals: Policies, practices and determinants in the case of Chinese multinational companies. International Journal of Manpower 25:6, pp 547-563. |
The main text for the module is:
Tarique I, Briscoe D and Schuler R (2016) International Human Resource Management: Policy and Practice for Multinational Enterprises, Oxon, Routledge (5th ed).
Reading is given from this. However older 2012 & 2008 editions are available. Either book would be useful if you are purchasing a text.
Please note that there will also be a ‘stretch me’ section on moodle where additional texts/articles and podcasts will be located. You are not required to read/listen to these, but I would encourage you to do so in order to enhance your own learning.
Other texts/articles which you may find useful for both the assignment and the exam:
Brewster, Sparrow & Vernon (2007), International Human Resource Management (second edition), CIPD
Chan C K-C & Hui E S-L (2012) ‘The Dynamics and Dilemma of workplace trade union reform in China: The case of Honda workers’ strike. Journal of Industrial Relations. 54:653
Chan J, Pun N & Selden M (2013) ‘The politics of global production: Apple, Foxconn and China’s new working class’. New Technology, Work and Employment, 28:2, pp100.
Chan J (2013) ‘ A suicide survivor: The life of a Chinese worker’. New Technology, Work and Employment. 28:2,pp84.
Crane, A and Matten, D. (2007) Business Ethics (2nd Ed.) Oxford University Press
Dowling, P., Festing, M., and Engle, A.D (2017) International HRM, International London, Thomson Publishing.7th ed.
Edwards, T. and Rees, C (2006) International Human Resource Management: Globalization, National Systems and Multinational Companies, Harlow, Pearson.
French R (2007), Cross Cultural Management in Work Organisations, CIPD
Friedman E (2012) ‘Getting through the hard times together? Chinese workers and Unions Respond to the Economic crisis’. Journal of Industrial Relations. 54:459.
Harzing, A., and Ruysseveldt, J. V. (2007) International Human Resource Management, London, Sage.
Kroon B & Paawe J (2014) Structuration of precarious employment in economically constrained firms: the case of the Dutch agriculture. Human Resource Management Journal. Vol 24, No 1, pp19-37
Leopold, J., Harris, L., and Watson, T. (eds) (2007) The Strategic Managing of Human Resources, Harlow, Financial Times/Pitman Publishing.
Mendenhall, M., Punnett, B. and Ricks, D. (1995) Global Management, 1st Edition, Blackwell, Oxford.
Morley, M. J., Gunnigle, P. and Collings, D. G. (2006) Global Industrial Relations, London, Routledge
Ozbilgin, M. (2005) International Human Resource Management: Theory and Practice, Basingstoke, Palgrave.
Rubery, J. and Grimshaw, D. (2003) The Organization of Employment: An International Perspective, Basingstoke, Palgrave.
Schneider, S., and Barsoux, J. (1997) Managing across cultures, 1st edition, London, Prentice Hall.
Scullion, H. and Collings, D. G. (2006) Global Staffing, London, Routledge.
Scullion, H. and Linehan, M. (2005) International Human Resource Management: A Critical Text, Basingstoke, Palgrave.
Sparrow P, (2006) International Recruitment Selection & Assessment, CIPD
Sparrow, P., Brewster, C. and Harris, H. (2004) Globalising Human Resource Management, Oxon, Routledge.
Tayeb, M. H. (2005) International Human Resource Management: A Multinational Company Perspective, Oxford, University Press.
Malcolm Warner (2010): ‘In search of Confucian HRM: theory and practice in
Greater China and beyond’. The International Journal of Human Resource Management, 21:12, pp2053-2078
Several of the texts above are available electronically.
Relevant Journals include:
Human Resource Management International Digest
Development and Learning in Organisations: An International Journal
Employee Relations
Human Resource Management Journal
International Journal of Human Resource Management
Useful websites include:
International Labour Organisation http://www.ilo.org/
International Federation of Training & Development Organisations http://www.iftdo.org
European Industrial Relations Observatory http://www.eurofound.europa.eu/eiro/
World Federation of Personnel Management Associations http://www.wfpma.com/
Labour start http://www.labourstart.org.uk
War on Want http://www.waronwant.org
Corporate Watch http://www.corpwatch.org
Formative Assessment - Critical Writing Exercise
Please note that you are NOT required to undertake feedback exercise, but if you wish to avail yourself of the opportunity for feedback on your writing style and structure then please address the following question and submit your document via Turnitin to the ‘critical writing’ link under the tab of the same name on Moodle, by the 12th of February. Please do not submit a reference list but please reference in text.
Discuss why international HRM is important to the global businesses.
Summative Assessment – Component 1
Students will be assessed in this module by coursework and examination.
Coursework
The coursework consists of a 3,000 word individual report, based on a case study and the questions provided, which carries 50% of the module grade. You should upload the report through Turnitin (on module Moodle). On-line feedback will be available once the essays are marked. Click on the rubric icon to access the feedback.
Examination
The examination paper will comprise six essay-type questions from which the student must answer three questions. The questions will be based upon the main topics covered in the module, and each question will be worth equal marks.
The examination will account for 50% of your overall grade for this module.
A sample exam is available on Moodle
Students must obtain a mark of at least P1 overall, and not less than F1 in either component to pass.
HRMIC Assignment – ‘Cafe Pascuta’
Cafe Pascuta is an Italian coffee bar chain specialising in organic high quality coffees and Italian pastries. Its unique stance on CSR (corporate social responsibility) and ethically sourced delicious products have made it a big hit in Europe where it also has stores across the UK, France and Spain. Cafe Pascuta is looking to break into the Asian market and is planning to open its first stores in Shanghai and Beijing (China).
As before, the new stores will operate in a very similar way to operations in Italy (HQ), with the same product line in order to retain their individuality and unique ethical selling point. A General Manager (PCN) has been identified and is available to be flown over to China in the first instance from Italy, but the company require more advice on staffing policy and whether to hire local staff for management positions (as well as at barista level)?
The company has approached you, as an experienced HR consultant, to advise them about key HRM considerations for establishing their business in China. Your report should address the following key question and make clear your reasons for recommendations:
What are the main challenges that Cafe Pascuta will encounter setting up in China?
Answers will discuss and debate:
- The key cultural differences between Italy and China and how this may impact HRM and managerial practice.
- The most effective IHRM staffing strategy to adopt (citing appropriate models)
- The difficulties expatriates (PCN’s & TCN’s) specifically may face adapting in China and ideas to overcome these.
Guidance:
The report should be approximately 2,500 - 3,000 words in length and should address all four questions, making clear recommendations. This is an individual piece of work. It is a good idea to use graphs and charts to present numerical information, such as Hofstede’s indices. Use APA referencing style throughout, a guide is available under the assessment tab in Moodle. All work must be submitted online via Turnitin .Please note that the word count for graphs and charts does not count towards the total and it is recommended that these are used to display models/ideas/statistics.
Recommended Structure:
- Abstract/Executive summary (word count not included)
- Introduction (approx.200 words)
- Discussion (approx.2400 words)
- Conclusion (approx.200 words)
- Recommendations. (approx.200 words) (Acceptable to bullet point these).
- Reference List (word count not included)
- Appendices (word count not included)
Assessment Criteria
| DISTINCTION | PASS | FAIL | |
| Presentation 10% weighting | Effective report style with neat legible presentation; correct spelling; grammar and punctuation accurate; meaning clear and fluid with an articulate academic writing style. | Effective report lay out; neat legible presentation; occasional spelling errors; grammar and punctuation are mainly accurate; meaning coherent and generally fluent writing style. | Poor report lay out; untidy and difficult to read; much incorrect spelling; poor grammar and punctuation; meaning unclear; language lacks fluency. |
| Referencing 15% weighting | Inclusion of extensive appropriate and current literature which is accurately integrated into the text; all citations acknowledged; recognised citation method used consistently. | Evidence of appropriate literature, which is accurately integrated into the text; most sources acknowledged; recognised citation method used consistently. | Literature either not consulted or is not relevant to the discussion; citation method very poorly and/or not used. |
| Knowledge & understanding 30% weighting | Demonstrates considerable knowledge of relevant literature with the ability to draw on less obvious sources and go beyond these to new insights/perspectives. Robust critique of theoretical models/frameworks cited. Effectively underpins thorough and original arguments with appropriate literature. | Demonstrates some ability to identify and link together information from a range of appropriate sources. Appropriate critique of theoretical models/frameworks cited. Arguments are clearly stated and there is some evidence of knowledge of current developments. | Knowledge and understanding appears incomplete or superficial; demonstrates little ability to link and integrate knowledge from a range of areas or to develop coherent arguments. Limited critique of theoretical models/frameworks cited. |
| Analysis 35% weighting | Thorough analysis of case study material, identifying a range of relevant issues, which includes some less obvious matters. Highly developed integration of theory with in-depth understanding of issues related to organisational practice. Demonstrates highly developed ability to critique research findings, appreciating the importance of appropriate methodologies. . | Analysis of case study has clearly taken place and a range of relevant issues are identified. Some evidence of integration of theory with understanding of issues related to organisational practice. Demonstrates some ability to critique research findings, appreciating the importance of appropriate methodologies. | Analysis is superficial and limited in scope. Limited evidence of integration of theory with little understanding of issues related to organisational practice; inability to critique research findings, and fails to appreciate the importance of appropriate methodologies. |
| Conclusion & Recommendations 10%n weighting | Reaches conclusions which show insight into dynamics of management practice. Clear and detailed recommendations which demonstrate practical relevance and SMART objectives. | Conclusions show general appreciation of dynamics of management practice. Clear recommendations with some detail of practical implications. | Conclusions show little understanding of realities of management practice. Vague recommendations with minimal consideration of practical details. Recommendations are generalised and/or superficial. |
NB: the percentages are shown as indications of the relative importance of each section and should not be taken as a precise indication of the marking scheme
If material is simply reproduced from reading, using the same words, this will be treated as plagiarism and a fail mark will be given. Material copied from websites or other sources that provide readymade solutions to coursework will be deemed an academic offence and subject to disciplinary action.
Please see the following website for further advice and information on avoiding plagiarism. This website includes advice on how to avoid plagiarism in your work and links to pages with online tutorials and information on referencing:
http://www2.napier.ac.uk/ed/plagiarism/
Access to the Turnitin system will be provided via the module Moodle site and this will allow you to check your work for plagiarism prior to final submission.