Visualisation plan de cours
2026 / 2027
EM1F5M51
International Human Resource Management
Programme
PGE PGE5 International & European Business
Semestre
A
Coefficient
3
Volume horaire
Face à face : 20 H
Travail personnel indicatif : 40 H
Discipline
Human resources
Nombre de places
45
Cours ouvert aux étudiants visitants
Oui
Langue d'enseignement
Anglais
Responsable
POINT
Liste des intervenants
| Intervenant(s) | Volume horaire | ||
|---|---|---|---|
| Sebastien POINT | sebastien.point@em-strasbourg.eu | 20 h CM |
Discipline
Human resources
Descriptif
Aucun descriptifMAC
Développer une vision stratégique et managériale dans un contexte incertain/Develop a strategic and managerial vision in
13 ECTS
Contribution pédagogique du cours au programme
Develop impactful management using the latest knowledge and tools in the fields of management |
|---|
| Determine a strategic and managerial vision in a complex, uncertain and changing environment |
| Evaluate sustainable managerial practices using managerial concepts and instruments as well as digital tools |
| Design solutions adapted to organizational problems by applying relevant methodologies |
Develop advanced managerial skills for responsible leadership |
| Co construct a managerial and organizational culture through collaboration and team projects |
| Recommend critical decision making to drive change in organizations |
Implement responsible management practices reflecting the values of ethics, diversity, and sustainable development |
| Critically assess issues related to diversity, ethics and sustainability in the context of their professional practice |
| Co-create responsible management in professional practice |
Practice impactful management in a multicultural and international environment, driven by a "European mindset" |
| Communicate in a professional context in (foreign) languages, in writing and/or orally |
| Formulate solutions to organizational challenges in a multicultural and international context, driven by a "European mindset" |
Organisation pédagogique
Face-to-face
- LecturesIn group
- Exercises- Case studies/texts
Interaction
- Discussions/debates- Games (educational, role play, simulation)
- Personal accounts
Objectifs pédagogiques - COGNITIVE DOMAIN
A l'issue du cours, l'étudiant(e) devrait être capable de / d'...
- identify Students will be able to identify the main stages of the expatriation cycle.
- define Students will be able to define key concepts such as expatriation, international assignment, repatriation, and international mobility.
- explain Students will be able to explain why multinational corporations use expatriates in headquarters–subsidiary relationships.
- detect Students will be able to detect the main challenges associated with expatriate selection, preparation, adjustment, and repatriation.
- analyze Students will be able to analyze the causes of expatriate adjustment difficulties and international assignment failure.
- audit Students will be able to audit the challenges associated with repatriation and career reintegration after an international assignment.
- determine Students will be able to determine how individual, family, cultural, and organizational factors influence expatriate success.
- recommend Students will be able to recommend improvement for the management and success of international assignments.
- design Students will be able to design a pre-departure training and preparation program for expatriates.
- develop Students will be able to develop support practices for expatriates and their families throughout the international assignment.
Objectifs pédagogiques — Objectifs de développement durable (ODD)
ODD portés par la politique RSO de l'EM.
Plan / Sommaire
1. Introduction to International Human Resource Management
Definition and scope of IHRM
Differences between domestic HRM and IHRM
The role of HR in multinational corporations
Key challenges of managing employees across national borders
International staffing as a strategic HR issue
2. Multinational Corporations and Headquarters–Subsidiary Relationships
The structure of multinational corporations
Headquarters and subsidiary roles
Control, coordination, and integration across subsidiaries
Local responsiveness versus global integration
Knowledge transfer between headquarters and subsidiaries
The role of expatriates in headquarters–subsidiary relationships
3. Why Do Multinational Companies Use Expatriates?
Strategic purposes of international assignments
Expatriates as mechanisms of control
Coordination and implementation of corporate strategy
Transfer of knowledge and organizational practices
Development of global managers
Filling skill and capability gaps
Building social networks across subsidiaries
4. International Staffing Approaches
Parent-country nationals
Host-country nationals
Third-country nationals
Ethnocentric, polycentric, regiocentric, and geocentric staffing approaches
Advantages and limitations of different staffing strategies
Alternatives to traditional expatriation
5. Expatriate Selection
Strategic importance of expatriate selection
Technical competence versus interpersonal competence
Cross-cultural adaptability
Emotional stability and resilience
Family considerations
Previous international experience
Motivation for international assignment
Selection methods and assessment criteria
Causes of inappropriate expatriate selection
6. Pre-Departure Preparation and Training
Objectives of expatriate preparation
Cross-cultural training
Language training
Country-specific preparation
Practical preparation for international relocation
Family and spouse preparation
Mentoring and organizational support before departure
Designing effective pre-departure programs
7. Expatriate Adjustment
Understanding cross-cultural adjustment
Work adjustment
Interaction adjustment
General living adjustment
Individual factors influencing adjustment
Family and spouse adjustment
Organizational support
Host-country relationships
Cultural distance and adjustment challenges
Expatriate failure and premature return
8. Managing Expatriates During the Assignment
Organizational support during expatriation
Headquarters communication and support
Relationships with host-country employees
Mentoring and networking
Managing isolation and distance from headquarters
Career management during international assignments
Family support throughout the assignment
9. Expatriate Performance Management
Specific challenges of evaluating expatriate performance
Defining appropriate performance criteria
Headquarters versus subsidiary perspectives
Contextual factors affecting expatriate performance
Who should evaluate expatriate performance?
Performance appraisal biases
Balancing financial, operational, and relational performance
Linking expatriate performance to strategic objectives
Definition and scope of IHRM
Differences between domestic HRM and IHRM
The role of HR in multinational corporations
Key challenges of managing employees across national borders
International staffing as a strategic HR issue
2. Multinational Corporations and Headquarters–Subsidiary Relationships
The structure of multinational corporations
Headquarters and subsidiary roles
Control, coordination, and integration across subsidiaries
Local responsiveness versus global integration
Knowledge transfer between headquarters and subsidiaries
The role of expatriates in headquarters–subsidiary relationships
3. Why Do Multinational Companies Use Expatriates?
Strategic purposes of international assignments
Expatriates as mechanisms of control
Coordination and implementation of corporate strategy
Transfer of knowledge and organizational practices
Development of global managers
Filling skill and capability gaps
Building social networks across subsidiaries
4. International Staffing Approaches
Parent-country nationals
Host-country nationals
Third-country nationals
Ethnocentric, polycentric, regiocentric, and geocentric staffing approaches
Advantages and limitations of different staffing strategies
Alternatives to traditional expatriation
5. Expatriate Selection
Strategic importance of expatriate selection
Technical competence versus interpersonal competence
Cross-cultural adaptability
Emotional stability and resilience
Family considerations
Previous international experience
Motivation for international assignment
Selection methods and assessment criteria
Causes of inappropriate expatriate selection
6. Pre-Departure Preparation and Training
Objectives of expatriate preparation
Cross-cultural training
Language training
Country-specific preparation
Practical preparation for international relocation
Family and spouse preparation
Mentoring and organizational support before departure
Designing effective pre-departure programs
7. Expatriate Adjustment
Understanding cross-cultural adjustment
Work adjustment
Interaction adjustment
General living adjustment
Individual factors influencing adjustment
Family and spouse adjustment
Organizational support
Host-country relationships
Cultural distance and adjustment challenges
Expatriate failure and premature return
8. Managing Expatriates During the Assignment
Organizational support during expatriation
Headquarters communication and support
Relationships with host-country employees
Mentoring and networking
Managing isolation and distance from headquarters
Career management during international assignments
Family support throughout the assignment
9. Expatriate Performance Management
Specific challenges of evaluating expatriate performance
Defining appropriate performance criteria
Headquarters versus subsidiary perspectives
Contextual factors affecting expatriate performance
Who should evaluate expatriate performance?
Performance appraisal biases
Balancing financial, operational, and relational performance
Linking expatriate performance to strategic objectives
Supports pédagogiques
Documents in all formats
- Case studies/textsMoodle platform
- Upload of class documentsAdossement à la recherche
Ce cours est adossé à la recherche.
- Research-led (par les contenus)Le cours mobilise des connaissances issues de la recherche académique récente.
Travaux de recherche de l'EM
Branding international careers: An analysis of multinational corporations’ official wording S Point, M Dickmann (2012) European Management Journal 30 (1), 18-31Modalités d'évaluation
Liste des modalités d'évaluation
Evaluation finale 1
Compétence mesurée
Non renseignée
Seconde chance
Compétence mesurée
Non renseignée