International Human Resource Management

Description
Concepts of International Management, India’s attractiveness for International Business, What is IHRM, Issues in IHRM, Barriers to Efective Global HRM, Expanding the Role of HRM in International firms.

HRM – 008
INTERNATIONAL HUMAN RESOURCE MANAGEMENT
MODULE : 1 Introduction: Overview
Concepts of International Management, India’s attractiveness for International
Business, What is IHRM, Issues in IHRM, Barriers to Efective Gloal HRM,
E!panding the Role of HRM in International "irms#
MODULE : 2 Organisational Structure in MNC and International
Dimensions of !M
International Human Resource Management $pproaches, %he &ath to Gloal
'tatus, Initial (ivision 'tructure)Earl* 'tages of Internationali+ation,,
International (ivision, Gloal &roduct- $rea (ivision, .e/ %*pes of Multinational
'tructures, Role of Human Resource, 'trategies for International 0rganisations,
Implications for Human Resource Management &olic*, $n Integrated 'trategic
"rame/or1, %he "le!ile 0rganisation 2 %he E3 Model, %he Conte!t of
Management and 0rganisations in Europe
MODULE : " International Sta#ng
.ature of IHRM, .et HR Re4uirements, International 5aour Mar1et 6 'ources,
E!ecutive .ationalit* 'ta7ng &olicies
MODULE : $ Com%ensation and &ene'ts
Compensation and Bene8ts, (eigning Compensation &rogramme, 9e*
Components of Interaction Compensation &rogramme, $pproaches to
International Compensation, (iferentiating Bet/een &C.s and %C.s, %ermination
of Contract, Incentives and Corporate Commitments, %he :apanese Model and Ma
%sushita#
MODULE : ( )raining and Develo%ment
Reasons for %raining, E!patriate %raining, Impact of (iferent 5earning 't*les on
%raining, %*pes of Cross;Cultural %raining, Cultural $ssimilators, $ction 5earning
and the E!periential $pproach, %ransferailit* across Cultures, %he
0rganisational 5earning
MODULE : * +erformance Management in international Organisations
Basis of &erformance Management, &erformance Management and its 5in1 /ith
other HR &rocesses, &erformance Management; %/o E!amples, Culture and
0rganisational &erformance, Competence $pproach to HRM, Management
Competences $pproach, European and International Competences, %he Cultural
Regard for Managers and their Competences, (iferent (egrees of
Internationalisation of Companies, &rolem Inherent /ithin the Competences
Model, :o 'atisfaction
MODULE : , E-%atriation and !e%atriation
E!patriation, 'electing %hird;Countr* .ationals )%C.s,, 'electing Host;Countr*
.ationals )HC.s,, $n E!patriation $d<ustment Model, E!patriate "ailure, %he Role
of E!patriate, %he Reasons for E!patriation, 'uccess in E!patriate $ssignment,
Cultural "actors in International Career Choice, Women and E!patriation, s0ther
Cultural "actors in International Career Choice, Implications for HR Managers,
Repatriation, (esigning a Repatriation &rogramme#
MODULE : . Industrial !elations
Introduction, 9e* Issues in International Industrial Relations, %rade 3nions and
International Industrial Relations, &reventing Gloal Integration of M.C
0perations, %he Response of %rade 3nions to M.Cs, Regional Integration 2 %he
European 3nion )E3,,Regional Integration2 %he .orth $merican "ree %rade
$greement ).$"%$,, %he Impact of (igital Econom*
MODULE : / Sustaining International &usiness O%erations
%ransferring 'taf for International Business $ctivities, %he Role 0f .on;
E!patriates, Role of the Corporate HR "unction, International :oint =entures,
Implications for the Management of :oint =entures#
MODULE : 10 Managing +eo%le in International Conte-t
HRM and Be*ond, '/edish Cultural and &eople Management, &eople
Management in 'pain, "rench Culture and &eople Management, %he $merican
Model of &eople Management, %he (utch Model of &eople Management, :apanese
&eople Management, %he British model of &eople Management, $ European union
Model of &eople Management, Chinese Model of &eople Management, German
&eople Management, 'oviet 3nion &eople Management, Russian &eople
Management, &eople Management in the C+ech Repulic, &eople Management in
'outh $frica, $frican &eople Management, Indian &eople Management, %he "uture
0rgani+ation#
MODULE : 11 Indian Multinational Com%anies
India Inc#’s .e/ M.Cs2 M > $, Indian :oint =enture, Indian Green8elds,
International 0perations of the %ata Group#
MODULE : 12 Issues1 C2allenges and )2eoretical Develo%ments
IHRM %rends and "uture Challenges, Challenges for the HR "unction of the
Multinational "irm, Mode of 0peration and IHRM, %heoretical (evelopment in
International HRM )Micro > Macro,, &olitical Ris1 $ssessment, %he 5egal Conte!t
of Human Resource Management, Brier*2 $ Recurring &rolem in International
Business, M.C as a Gloal Citi+en and Good Corporate Citi+en, Corporate 'ociet*
Responsiilit*2 $ Case of %ata 'teel, International $ccords and Corporate Codes of
Conduct, Implications for the HR "unction of the M.Cs "irm#
MODULE : 1" Cultural Dimensions of !M
3nderstanding Culture, (eterminants of Culture, Importance of Cultural
'ensitivit*, Cross Cultural %heories, Cross Culture Communication, Cross Culture
.egotiations, .ational Culture and 0rganisation Culture, Cross Cultural
0rganisation, %ransferailit* $cross Culture, &otential Cross;Cultural &rolems#
!ECOMMENDED &OO3S:
?# International Human resource Management 6 &5 Rao, E!cel Boo1s
@# International Human Resorce Management, 9 $s/athappa, 'adhna
(as, Mc Gra/ Hill Companies
A#International Human Resource Management ; Monir H %a*e 6
0!ford 3niversit* &ress ; @BBC#

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The provided text is a detailed syllabus or course outline for a program titled "HRM – 008 INTERNATIONAL HUMAN RESOURCE MANAGEMENT." It breaks down the subject into 13 modules, covering a comprehensive range of topics pertinent to managing human resources in a global context.

Here's a structured overview of the course content:

Course Syllabus: HRM – 008 INTERNATIONAL HUMAN RESOURCE MANAGEMENT​

This course provides a comprehensive exploration of Human Resource Management (HRM) practices within an international context, with a particular focus on India's role in global business.

Module 1: Introduction: Overview​

  • Concepts of International Management: Foundational understanding of management principles in a global setting.
  • India's Attractiveness for International Business: Examination of factors that draw international businesses to India.
  • What is IHRM (International Human Resource Management)? Definition and scope of IHRM.
  • Issues in IHRM: Key challenges and complexities in managing HR across borders.
  • Barriers to Effective Global HRM: Obstacles hindering successful global HR implementation.
  • Expanding the Role of HRM in International Firms: How the HR function evolves and gains strategic importance in multinational corporations.

Module 2: Organisational Structure in MNC and International Dimensions of HRM​

  • International Human Resource Management Approaches: Different strategies for IHRM.
  • The Path to Global Status: Stages of internationalization for organizations.
  • Initial Division Structure (Early Stages of Internationalization): How companies first structure their international operations.
  • International Division, Global Product-Area Division: Common organizational structures for MNCs.
  • New Types of Multinational Structures: Exploring modern, more flexible organizational models.
  • Role of Human Resource, Strategies for International Organisations: HR's strategic role in global organizations.
  • Implications for Human Resource Management Policy: How organizational strategies impact HR policies.
  • An Integrated Strategic Framework: Developing a cohesive strategic approach.
  • The Flexible Organisation – The E3 Model: Understanding adaptable organizational structures.
  • The Context of Management and Organisations in Europe: Regional perspectives on international management.

Module 3: International Staffing​

  • Nature of IHRM: Delving deeper into the characteristics of IHRM.
  • Net HR Requirements: Determining global human resource needs.
  • International Labour Market & Sources: Understanding global talent pools and sourcing methods.
  • Executive Nationality Staffing Policies: Policies related to employing parent-country nationals (PCNs), host-country nationals (HCNs), and third-country nationals (TCNs) in executive roles.

Module 4: Compensation and Benefits​

  • Designing Compensation Programme: Principles of creating global compensation structures.
  • Key Components of International Compensation Programme: Essential elements of international pay.
  • Approaches to International Compensation: Different strategies for compensating international employees.
  • Differentiating Between PCNs and TCNs: Compensation considerations for different national employee types.
  • Termination of Contract: Managing expatriate contract termination.
  • Incentives and Corporate Commitments: Global incentive structures and corporate obligations.
  • The Japanese Model and Matsushita: A case study of a specific country's compensation approach.

Module 5: Training and Development​

  • Reasons for Training: Why international training is crucial.
  • Expatriate Training: Specific training needs for employees working abroad.
  • Impact of Different Learning Styles on Training: Adapting training to diverse learning preferences.
  • Types of Cross-Cultural Training: Different methods for developing cultural competence.
  • Cultural Assimilators: Tools for cross-cultural understanding.
  • Action Learning and the Experiential Approach: Practical, hands-on training methods.
  • Transferability across Cultures: Ensuring skills and knowledge are applicable globally.
  • The Organisational Learning: Building a learning organization in an international context.

Module 6: Performance Management in International Organisations​

  • Basis of Performance Management: Foundational concepts.
  • Performance Management and its Link with other HR Processes: Integration with other HR functions.
  • Performance Management – Two Examples: Case studies.
  • Culture and Organisational Performance: Influence of national culture on performance.
  • Competence Approach to HRM: Using competencies in HR.
  • Management Competences Approach, European and International Competences: Defining and assessing managerial competencies globally.
  • The Cultural Regard for Managers and their Competences: Cultural influences on managerial evaluation.
  • Different Degrees of Internationalisation of Companies: How company internationalization affects performance management.
  • Problem Inherent within the Competences Model: Challenges in applying competency models globally.

Module 7: Expatriation and Repatriation​

  • Expatriation: The process of sending employees abroad.1

  • Selecting Third-Country Nationals (TCNs), Selecting Host-Country Nationals (HCNs): Strategies for international staffing.
  • An Expatriation Adjustment Model: Frameworks for successful expatriate adaptation.
  • Expatriate Failure: Reasons why expatriate assignments might not succeed.
  • The Role of Expatriate, The Reasons for Expatriation, Success in Expatriate Assignment: Understanding the purpose and success factors of expatriation.
  • Cultural Factors in International Career Choice: Influence of culture on career decisions.
  • Women and Expatriation, Other Cultural Factors in International Career Choice: Specific considerations for female expatriates and other cultural nuances.
  • Implications for HR Managers: Actionable insights for HR professionals.
  • Repatriation: The process of returning expatriates home.
  • Designing a Repatriation Programme: Creating effective strategies for returning employees.

Module 8: Industrial Relations​

  • Key Issues in International Industrial Relations: Challenges in managing labor relations globally.
  • Trade Unions and International Industrial Relations: Role and impact of unions across borders.
  • Preventing Global Integration of MNC Operations: How industrial relations can hinder global integration.
  • The Response of Trade Unions to MNCs: Union strategies in response to multinational companies.
  • Regional Integration – The European Union (EU), The North American Free Trade Agreement (NAFTA): Impact of regional trade blocs on industrial relations.
  • The Impact of Digital Economy: How digitalization affects industrial relations.

Module 9: Sustaining International Business Operations​

  • Transferring Staff for International Business Activities: Managing global mobility.
  • The Role of Non-Expatriates: Utilizing local or non-traditional international staff.
  • Role of the Corporate HR Function: Central HR's strategic role in global operations.
  • International Joint Ventures, Implications for the Management of Joint Ventures: HR challenges and strategies in international partnerships.

Module 10: Managing People in International Context​

  • HRM and Beyond: Broader perspectives on people management.
  • Country-Specific People Management Models:In-depth examination of HR practices in various countries/regions:
    • Swedish, Spanish, French, American, Dutch, Japanese, British, European Union, Chinese, German, Soviet Union (historical), Russian, Czech Republic, South African, African (general), Indian.
  • The Future Organization: Foresight into evolving organizational structures and HR needs.

Module 11: Indian Multinational Companies​

  • India Inc.'s New MNCs (M > A): Indian companies expanding globally through mergers and acquisitions.
  • Indian Joint Ventures, Indian Greenfields: Different modes of international expansion for Indian firms.
  • International Operations of the Tata Group: A case study of a prominent Indian multinational.

Module 12: Issues, Challenges and Theoretical Developments​

  • IHRM Trends and Future Challenges: Emerging trends and future obstacles in IHRM.
  • Challenges for the HR Function of the Multinational Firm: Specific difficulties faced by HR in MNCs.
  • Mode of Operation and IHRM: How different international business modes impact HR.
  • Theoretical Development in International HRM (Micro > Macro): Academic frameworks and theories in IHRM.
  • Political Risk Assessment: Evaluating political stability for international operations.
  • The Legal Context of Human Resource Management: Legal aspects of global HR.
  • Bribery – A Recurring Problem in International Business: Ethical challenges.
  • MNC as a Global Citizen and Good Corporate Citizen: Corporate social responsibility in a global context.
  • Corporate Society Responsibility – A Case of Tata Steel: Example of CSR in an Indian MNC.
  • International Accords and Corporate Codes of Conduct: Global guidelines for business ethics.
  • Implications for the HR Function of the MNC Firm: Actionable insights for HR.

Module 13: Cultural Dimensions of HRM​

  • Understanding Culture, Determinants of Culture: Foundational concepts of culture.
  • Importance of Cultural Sensitivity: Why cultural awareness is vital in IHRM.
  • Cross Cultural Theories: Academic models for analyzing cultural differences.
  • Cross Culture Communication, Cross Culture Negotiations: Practical skills for international interactions.
  • National Culture and Organisation Culture: Interplay between national and organizational cultures.
  • Cross Cultural Organisation: Understanding culturally diverse organizations.
  • Transferability Across Culture: Adapting HR practices across cultural contexts.
  • Potential Cross-Cultural Problems: Identifying and mitigating cultural challenges.

Recommended Books:​

  1. International Human Resource Management – P L Rao, Excel Books
  2. International Human Resource Management, K Aswathappa, Sadhna Das, Mc Graw Hill Companies
  3. International Human Resource Management – Monir H Tayeb, Oxford University Press
This syllabus outlines a rigorous and comprehensive study of International Human Resource Management, blending theoretical concepts with practical implications, and notably incorporating an Indian perspective throughout.
 
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