Students
HRM 307 – International Human Resource Management
2014 – S1 Day
General Information
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| Unit convenor and teaching staff |
Unit convenor and teaching staff
Unit Convenor
Karen O'Connell-Shea
Contact via karen.oconnell-shea@mq.edu.au
E4B104
Thursday 12:00pm - 1:00pm
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| Credit points |
Credit points
3
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| Prerequisites |
Prerequisites
6cp at 200 level including (HRM201 or HRM207 or HRM250 or BBA250)
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| Corequisites |
Corequisites
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| Co-badged status |
Co-badged status
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| Unit description |
Unit description
This unit explores the critical issues facing organisations when managing their human resources at home and abroad. It focuses on the connection between corporate strategies and the effective management of human resources, which at times may require differing policies across countries. The unit is based on the principle that competitive firms require appropriate policies, and strategies for managing their employees at every level of the enterprise. A significant basis of competitive advantage comes from having effective systems for managing an organisation's human resources. A number of recent developments have made international human resources management increasingly crucial for organisations.
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Important Academic Dates
Information about important academic dates including deadlines for withdrawing from units are available at https://www.mq.edu.au/study/calendar-of-dates
Learning Outcomes
On successful completion of this unit, you will be able to:
- To develop an understanding of the key differences between domestic and international HRM
- To explore challenges facing international human resource managers
- To critical examine contextual factors that influence IHRM practice
- Explore the operation of key human resource functions such as performance management, recruitment and selection and training and development in global organisations
- Examine the links between industrial relations systems and IHRM
- The unit also aims to assist the students to develop the capacity to critically analyse IHRM.
Assessment Tasks
| Name | Weighting | Due |
|---|---|---|
| Assignment | 20% | Week 6 |
| Individual Essay | 40% | Week 10 |
| Final Examination | 40% | University Examination Period |
Assignment
Due: Week 6
Weighting: 20%
Assignemnt to be handed in to BESS and via Turnitin. Late submissions will have 5% deducted per day late, including weekend days. Late assignments should be submitted to BESS in building E4B to be date stamped and forwarded to your tutor for marking. Note, electronic assignments will NOT be marked.
On successful completion you will be able to:
- To develop an understanding of the key differences between domestic and international HRM
- To critical examine contextual factors that influence IHRM practice
- Explore the operation of key human resource functions such as performance management, recruitment and selection and training and development in global organisations
Individual Essay
Due: Week 10
Weighting: 40%
Assignemnt to be handed in to BESS and via Turnitin. Late submissions will have 5% deducted per day late, including weekend days. Late assignments should be submitted to BESS in building E4B to be date stamped and forwarded to your tutor for marking. Note, electronic assignments will NOT be marked.
On successful completion you will be able to:
- To explore challenges facing international human resource managers
- To critical examine contextual factors that influence IHRM practice
- The unit also aims to assist the students to develop the capacity to critically analyse IHRM.
Final Examination
Due: University Examination Period
Weighting: 40%
On successful completion you will be able to:
- To explore challenges facing international human resource managers
- Explore the operation of key human resource functions such as performance management, recruitment and selection and training and development in global organisations
- Examine the links between industrial relations systems and IHRM
- The unit also aims to assist the students to develop the capacity to critically analyse IHRM.
Delivery and Resources
Classes
Number and length of classes: 1 x 2 hour lecture and 1 x 1 hour tutorial, (3 hours face-to-face teaching per week unless indicated otherwise in the lecture schedule.)
The timetable for classes can be found on the University web site at: http://www.timetables.mq.edu.au/
Warning: You must attend at least 10 of the 12 tutorials. Failure to do this may affect your final mark.
Attendance will be taken at the lectures and in the tutorials, please ensure that you sign the attendance sheet; if you miss the tutorial please send an email notifying and provide medical certificates at the next tutorial or via email (preferred).
Required and Recommended Texts and/or Materials
Required
Edwards, T. and Rees, C. (2011), International Human Resource Management, Harlow, Essex: Pearson.
Highly Recommended
Dowling, P., Festing, M. & Engle, S.R. (2008), International Human Resource Management, Cengage Learning, Melbourne.
These texts can be purchased from the Macquarie University Co-op Bookshop. (If you look around you may be able to purchase a second hand copy).
Students are encouraged to read a good daily newspaper such as The Sydney Morning Herald, The Australian or The Australian Financial Review.
Reading list
The publications listed below are recommended for further reading on the topics covered in the unit. Students should also consult them for the research and preparation of assignments. This is only designed as a guide for students. Students are encouraged to use the library to find further readings that may be relevant to lectures and tutorials, and to assignments.
- Brewster, C., Carey, L., Dowling, P., Grobbler, P., Holland, P. and Warnich, S. (2007), Contemporary Issues in Human Resource Management (2nd ed). Oxford University Press, Southern Africa.
- Briscoe, D., Randall, S. and Clauss, L. (2009), International Human Resource Management: Policies and Practice for Multinational Enterprises (3rd ed). Routledge, London.
- De Cieri, H., Kramer, R., Noe, R.A., Hollenbeck, J.R., Gerhart, B. and Wright, P.M. (2008), Human Resource Management in Australia:Strategy, People and Performance, (2nd ed). McGraw Hill, Sydney.
- Harzing, A.W. and van Ruysseveldt, J. (2005), International Human Resource Management, Sage, London.
- Nankervis, A., Comptom, R., and Baird, M. (2008), Strategic Human Resource Management , (6th ed), Cengage, Melbourne.
- Stone, R.J. (2008), Human Resource Management, (6th ed), John Wiley, Milton.
Journals
Apart from books, students will find it valuable to get into the practice of reading relevant articles from journals. Below students will find a list of journals as well as some suggested articles to start their reading. Those suggested can all be found within the university library system.
- Academy of Management Journal
- Asia Pacific Journal of Human Resources
- Australian Journal of Management
- California Management Review
- Employee Relations
- Gender, Work and Organisation
- Harvard Business Review
- Human Resource Management Journal
- International Journal of Employment Studies
- International Journal of Human Resource Management
- International Journal of Manpower
- Labour & Industry
- New Technology, Work and Employment
- Personnel Journal
- Personnel Management
- Personnel Review
- Sloan Management Review
- The Journal of Industrial Relations
Some useful websites:
Changes since the last offering of this unit
There are no changes since the last time this unit was offered
Unit Schedule
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Week |
Topic |
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Week 1 |
Introduction to Unit and Exploring the Complexity of IHRM |
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Week 2 |
HRM in an International Context
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Week 3 |
The Host Country Context |
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Week 4 |
International Industrial Relations |
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Week 5 |
Staffing International Operations for Sustained Global Growth & Recruiting and Selecting Staff for International Assignments |
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Week 6
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Immigration Law / Gender / Recent Trends re assignment packages
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Week 7
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Human Resource Information Systems (HRIS) & International Compensation |
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Week 8 |
Cross-border Alliances and SMEs
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Week 9 |
International Training & Development and Re-entry and Career Issues |
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Week 10 |
IHRM: Performance Management and High Performing (Global) Teams |
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Week 11 |
IHRM: Contemporary issues and controversies - Offshoring watching a DVD (requirement to attend lecture) |
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Week 12 |
IHRM: Contemporary issues and controversies – CSR; Ethics.
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Week 13 |
Examination briefing and unit review |
Policies and Procedures
Macquarie University policies and procedures are accessible from Policy Central. Students should be aware of the following policies in particular with regard to Learning and Teaching:
Academic Honesty Policy http://mq.edu.au/policy/docs/academic_honesty/policy.html
Assessment Policy http://mq.edu.au/policy/docs/assessment/policy.html
Grading Policy http://mq.edu.au/policy/docs/grading/policy.html
Grade Appeal Policy http://mq.edu.au/policy/docs/gradeappeal/policy.html
Grievance Management Policy http://mq.edu.au/policy/docs/grievance_management/policy.html
Disruption to Studies Policy http://www.mq.edu.au/policy/docs/disruption_studies/policy.html The Disruption to Studies Policy is effective from March 3 2014 and replaces the Special Consideration Policy.
In addition, a number of other policies can be found in the Learning and Teaching Category of Policy Central.
Student Code of Conduct
Macquarie University students have a responsibility to be familiar with the Student Code of Conduct: https://students.mq.edu.au/support/student_conduct/
Student Support
Macquarie University provides a range of support services for students. For details, visit http://students.mq.edu.au/support/
Learning Skills
Learning Skills (mq.edu.au/learningskills) provides academic writing resources and study strategies to improve your marks and take control of your study.
Student Services and Support
Students with a disability are encouraged to contact the Disability Service who can provide appropriate help with any issues that arise during their studies.
Student Enquiries
For all student enquiries, visit Student Connect at ask.mq.edu.au
IT Help
For help with University computer systems and technology, visit http://informatics.mq.edu.au/help/.
When using the University's IT, you must adhere to the Acceptable Use Policy. The policy applies to all who connect to the MQ network including students.
Graduate Capabilities
Capable of Professional and Personal Judgement and Initiative
We want our graduates to have emotional intelligence and sound interpersonal skills and to demonstrate discernment and common sense in their professional and personal judgement. They will exercise initiative as needed. They will be capable of risk assessment, and be able to handle ambiguity and complexity, enabling them to be adaptable in diverse and changing environments.
This graduate capability is supported by:
Assessment tasks
- Assignment
- Final Examination
Commitment to Continuous Learning
Our graduates will have enquiring minds and a literate curiosity which will lead them to pursue knowledge for its own sake. They will continue to pursue learning in their careers and as they participate in the world. They will be capable of reflecting on their experiences and relationships with others and the environment, learning from them, and growing - personally, professionally and socially.
This graduate capability is supported by:
Assessment task
- Final Examination
Discipline Specific Knowledge and Skills
Our graduates will take with them the intellectual development, depth and breadth of knowledge, scholarly understanding, and specific subject content in their chosen fields to make them competent and confident in their subject or profession. They will be able to demonstrate, where relevant, professional technical competence and meet professional standards. They will be able to articulate the structure of knowledge of their discipline, be able to adapt discipline-specific knowledge to novel situations, and be able to contribute from their discipline to inter-disciplinary solutions to problems.
This graduate capability is supported by:
Learning outcomes
- To develop an understanding of the key differences between domestic and international HRM
- To explore challenges facing international human resource managers
- To critical examine contextual factors that influence IHRM practice
- Explore the operation of key human resource functions such as performance management, recruitment and selection and training and development in global organisations
- Examine the links between industrial relations systems and IHRM
- The unit also aims to assist the students to develop the capacity to critically analyse IHRM.
Assessment tasks
- Assignment
- Individual Essay
- Final Examination
Critical, Analytical and Integrative Thinking
We want our graduates to be capable of reasoning, questioning and analysing, and to integrate and synthesise learning and knowledge from a range of sources and environments; to be able to critique constraints, assumptions and limitations; to be able to think independently and systemically in relation to scholarly activity, in the workplace, and in the world. We want them to have a level of scientific and information technology literacy.
This graduate capability is supported by:
Learning outcomes
- To develop an understanding of the key differences between domestic and international HRM
- To explore challenges facing international human resource managers
- To critical examine contextual factors that influence IHRM practice
- The unit also aims to assist the students to develop the capacity to critically analyse IHRM.
Assessment task
- Individual Essay
Problem Solving and Research Capability
Our graduates should be capable of researching; of analysing, and interpreting and assessing data and information in various forms; of drawing connections across fields of knowledge; and they should be able to relate their knowledge to complex situations at work or in the world, in order to diagnose and solve problems. We want them to have the confidence to take the initiative in doing so, within an awareness of their own limitations.
This graduate capability is supported by:
Learning outcomes
- To develop an understanding of the key differences between domestic and international HRM
- To explore challenges facing international human resource managers
- The unit also aims to assist the students to develop the capacity to critically analyse IHRM.
Assessment task
- Individual Essay
Socially and Environmentally Active and Responsible
We want our graduates to be aware of and have respect for self and others; to be able to work with others as a leader and a team player; to have a sense of connectedness with others and country; and to have a sense of mutual obligation. Our graduates should be informed and active participants in moving society towards sustainability.
This graduate capability is supported by:
Learning outcomes
- To explore challenges facing international human resource managers
- To critical examine contextual factors that influence IHRM practice
- Explore the operation of key human resource functions such as performance management, recruitment and selection and training and development in global organisations