|Module / ECTS / Path / Specialisation||Module :International Human Resource Management : 3 ECTS.|
|Open for visitors||yes (3 ECTS)|
|Working language :||English|
|Volume of contact hours :||20 h|
|Workload to be expected by the student :||60 h|
Track : Attendance
|LEARNING GOAL 1 : Students will master state-of-the-art knowledge and tools in management fields in general, as well as in areas specific to the specialized field of management.|
|Students will identify a business organization’s operational and managerial challenges in a complex and evolving environment.|
|Students will understand state-of-the-art management concepts and tools and use them appropriately.|
|Students will implement appropriate methodologies to develop appropriate solutions for business issues.|
|LEARNING GOAL 2 : Students will develop advanced-level managerial skills.|
|Students will work collaboratively in a team.|
|Students will communicate ideas effectively, both orally and in writing, in a business context.|
|LEARNING GOAL 4: Students will study and work effectively in a multicultural and international environment.|
|Students will analyze business organizations and problems in a multicultural and international environment|
Doing business in an international context confronts companies with specific choices in human resource management (HRM). The purpose of this learning cycle is to develop an understanding as to the criteria and consequences of specific IHRM choices, how they may differ across cultures and how MNCs balance integration and localization of their HRM systems.
- Define IHRM and the major organizational issues to be addressed in this context
- Identify expatriation and repatriation strategies and practices
- Distinguish between individual and organisational global career perspectives
- Review the implications of globalization for HRM functions such as recruitment and selection, training and development, compensation and benefits
- Summarize implications of IHRM to long term performance management
- Examine how IHRM is related to organisational strategy
SETTING UP THE SCENE
Approaches to IHRM
Differences between IHRM and Domestic HRM
COMPOSING THE INTERNATIONAL STAFF
Linking IHRM to International firms' strategies
Types of international employees
Multinational staffing decision
IHRM orientations & IHRM strategies
MANAGING INTERNATIONAL ASSIGNMENTS
Reasons for international assignments
Types of international assignments
Expatriate selection criteria
International assignment success and failure
Individual and organizational perspectives
Individual versus organizational perspectives
Individual motives and decision making: Push/pull model
Organizational: The strategic portfolio for managing expatriation & repatriation
Global, protean and boundaryless careers
HRM issues: Knowledge management
MNCs and knowledge management
Knowledge transfer across borders
Local and global workforce – brain drain; brain circulation
Gender and diversity in International HRM
The future: Globalization of the system
Basics in HRM
A good level of English language
Baruch, Y., Altman, Y., & Tung, R. L. (2016). Career Mobility in a Global Era – Advances in Managing Expatriation and Repatriation. Academy of Management Annals. Vol 10, pp 841-889.
Baruch, Y. & Altman, Y. (2002). Expatriation and repatriation in MNC: A Taxonomy. Human Resource Management, 41(2), 239-259.
Altman, Y. & Baruch, Y. (2012). Global self-initiated corporate expatriate careers: a new era in international assignments? Personnel Review, 41, 2, 233-255.
Dowling P., Festing, M. & Engle, A. (2917).International Human Resource Management, 7th Ed. Andover: Cengage.
Dickmann, M. & Baruch, Y. (2011). Global Careers. NY: Routledge.
Such behaviors as...
... may lead to expulsion from classes.