| 课程号 |
30340060 |
学分 |
2 |
| 英文名称 |
International Human Resource Management: West, East, and the Emerging Markets |
| 先修课程 |
There is no prerequisite for this course. |
| 中文简介 |
本课程为英文授课。 |
| 英文简介 |
Country-firm specific cases will be incorporated in the multinational context with special attention to comparative human resource management practices, challenges, and the role of HR in global strategic decisions involving diverse countries and regions such as China, India, Europe, and the United States.
This course is an advanced seminar in International Human Resource Management. The course is designed to introduce students to the nature of developing and managing human resources in international, multinational, global, and transnational firms. It explores the complexity, challenges, and choices that firms are faced with and strategies they use to effectively develop and manage their international workforce in culturally and geographically diverse environments. The course distinguishes international from domestic HR practices. It provides students with an in-depth understanding of the basic problems inherent in IHRM as well as a sound basis to further explore the international dimensions for future business and career aspirations. The principle focus of this course is the development of global leaders through cross-cultural awareness, interactive learning, comparative research experience, and analysis of the expatriation and repatriation processes.
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| 开课院系 |
教务部 |
| 通选课领域 |
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| 是否属于艺术与美育 |
否 |
| 平台课性质 |
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| 平台课类型 |
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| 授课语言 |
英文 |
| 教材 |
International Human Resource Management,P. J. Dowling, M. Festing, & A. D. Engle, Sr,Hampshire, UK: Cengage Learning,2013,6th；
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| 参考书 |
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| 教学大纲 |
I. Introduction and Assignments
Define key terms in IHRM
Review expatriate management evolution
Outline the differences between domestic HRM and IHRM
Identify variables that moderate these differences
Discover the increasing complexity and potential challenges of current IHRM
Discuss trends and emerging challenges in the global work environment in which IHRM functions and activities are conducted
II. Organizational Context
Structural responses to international growth: the path to global status
Control and coordination mechanisms, including culture and socioeconomic changes
Modes of operation used in various international markets
Effect of responses on HRM approaches and activities
III. Staffing International Operations for Sustained Global Growth
Issues related to various approaches to staffing foreign operations
Reasons for using international assignments: position filling, management development, and organizational development
Types of international assignments: standard vs. non-standard
The role of expatriates and non-expatriates in supporting international business activities
The role of inpatriates in the corporate global strategy
Return on investment of international assignments
The role of the corporate HR functions
IV. Recruiting and Selecting Staff for International Assignments
The debate surrounding expatriate failure
Factors moderating intent to stay or leave the international assignment
Selection criteria and procedures for international assignments
Equal employment opportunity issues: law enforcement, policies, and social norms
Dual-career couples
Gender and family issues for international assignments
V. International Training and Development
Define and contrast between training and development
The role of training in supporting expatriate adjustment and on-assignment performance
Components of effective pre-departure training programs such as cultural awareness, preliminary visits and language skills. Relocation assistance and training for trainers are also addressed
Effectiveness of pre-departure training
Developmental aspect of international assignments and its relation to international career paths
Training and developing international management teams
Trends in international training and development
VI. International Compensation
Examine the complexities that arise when firms move from compensation at the domestic level to compensation in an International context
Detail the key components of international compensation
Outline the two main approaches to international compensation and the advantages and disadvantages of each approach
Examine the special problem areas of taxation, valid international living cost data and the challenge of managing compensation among parent-country nationals, host-country nationals, and third-country nationals
Examine the recent developments and global compensation issues.
VII. HRM in the Host Country Context
Identify and discuss drivers that shape the interplay between global standardization and localization of HR practices in the multinational context
Standardization drivers such as MNE strategy and structure, maturity and age, and corporate culture
Localization drivers such as the host country’s cultural and institutional environment, the mode of operation and subsidiary role
Outline measures which support the development of a balance of globalization and localization of HRM
Address business ethics and the global code of conduct
Discuss strategic importance of offshoring and implications for IHRM
Offshoring: HRM in the Host Country Context
India vs. China as important offshoring locations
Comparing and Assessing HRM Issues in Emerging Markets
VIII. International Industrial Relations
IX: Conclusion: Corporate social responsibility and the role of IHRM
Lecture & discussion
Assignments and Grades:
Reading report: 25 points
Class participation and attendance: 25 points
Final paper: 50 points
*Attendance: 5 points deduction for missing one class with any excuse other than illness.
*Reading report: Every student will choose one report from the topics of weeks 1-4; give a short presentation based on the readings in class, hand in a 5-page (double line spacing, 12 point font, 1" margins report or equivalent to PPT slides as chosen by each student) summary and commentary, providing sources of information (references).
*A final paper (10 pages, double line spacing, 12 point font, 1" margins) based on a chosen topic by students and with the approval of the course instructor.
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| 教学评估 |
杨妮妮：
学年度学期：16-17-3，课程班：国际人力资源管理：东方、西方和新兴市场1，课程推荐得分：null，教师推荐得分：null，课程得分分数段：80及以下；
学年度学期：17-18-3，课程班：国际人力资源管理：东方、西方和新兴市场1，课程推荐得分：2.5，教师推荐得分：2.5，课程得分分数段：80及以下；
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