Students
MGSM802 – International Human Resource Management
2019 – Term 1 Hong Kong
General Information
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| Unit convenor and teaching staff |
Unit convenor and teaching staff
Lecturer
Dr Andrew Heys
Contact via +61 404869960
James Robinson
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|---|---|
| Credit points |
Credit points
4
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| Prerequisites |
Prerequisites
MGSM800
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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 examines the ways in which organisations manage people in the context of international operations. It analyses the underlying cultural, political and organisational issues which shape decisions and policies in key staffing areas such as recruitment and selection, performance evaluation, training and development and industrial relations. It also looks at the methods of human resource management in internationally influential countries.
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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:
- Analyse the problems and opportunities encountered by international organisations across a broad range of human resource management (HRM) functions (including human resource planning, staffing models, performance management and appraisal, training and development, cross-cultural competency, compensation, industrial relations and corporate communication).
- Critically discuss the choices available to international organisations (e.g. MNCs) in terms of organisational structure (especially cross border alliances) and policy decisions that determine the make up of each level of the workforce in the organization itself and across its subsidiaries.
- Analyse the underlying cultural, political and ideological issues which provide the setting in which international organisations have to operate and which give rise to many of the problems encountered when managing people in cross border and cross cultural settings.
Assessment Tasks
| Name | Weighting | Hurdle | Due |
|---|---|---|---|
| Case Analysis/Paper | 30% | No | 17th March |
| Individual Assignment | 30% | No | 8/04/19 |
| Final Examination | 40% | No | 13 April 2019 |
Case Analysis/Paper
Due: 17th March
Weighting: 30%
Length: 30-45 minute presentation/class discussion, 1,500 word write up of the case
Format: Group presentation and facilitated class discussion
Due: 17 March
Weighting: 30%
Group presentation and facilitated class discussion for 30-45 minutes (15% out of the 30% total) during the 2nd BLOCK weekend of class. A copy of the PowerPoint presentation and a 1500 word summary of the key points and resources/key references used in the research (15% out of the 30% total) is to be handed in after the presentation. Powerpoint slides must be distributed to the class and the lecturer. Students must lead the class in the discussion of the presentation topic.
Syndicate groups will be allocated a case to analyse and prepare. They will present their initial analysis and lead a class exercise and discussion that helps to draw out key lessons from the case.
There will be a total of 9 cases discussed throughout the course, (some by the course lecturer, some led by the syndicate groups). This means that students must be familiar with all the cases before the course begins. The course lecturer will supervise all the debriefing session to ensure that the appropriate learning points emerge from each case. A formal 1500 word analysis – write up of the case must be handed in after the case is discussed.
Facilitating a debrief means uncovering the issues in the case systemically by involving the whole class in a questioning and challenging way. This session is not a straight-forward presentation. Although each group should have its own ideas on the case ready to present, the most important part of the process is engaging the whole class in a critical analysis of the issues and drawing out the learning from the group activity. Groups should plan for the session to last 45 minutes in total.
On successful completion you will be able to:
- Analyse the problems and opportunities encountered by international organisations across a broad range of human resource management (HRM) functions (including human resource planning, staffing models, performance management and appraisal, training and development, cross-cultural competency, compensation, industrial relations and corporate communication).
- Critically discuss the choices available to international organisations (e.g. MNCs) in terms of organisational structure (especially cross border alliances) and policy decisions that determine the make up of each level of the workforce in the organization itself and across its subsidiaries.
- Analyse the underlying cultural, political and ideological issues which provide the setting in which international organisations have to operate and which give rise to many of the problems encountered when managing people in cross border and cross cultural settings.
Individual Assignment
Due: 8/04/19
Weighting: 30%
Length: 1,500 - 2,000 words
Format: Essay submitted on iLearn through Turnitin
Due: 8 April 2019
Weighting: 30%
Market entry analysis
You are the HR manager of a Hong Kong based company which is about to establish operations offshore in another Asia Pacific country. Develop a realistic scenario based on a real company and country. Your submission should read like a brief for the CEO of the organisation on some of the likely HR issues which operations in these countries will raise. Having identified the issues you must then develop realistic preliminary advice and policy recommendations in each of the key HR areas. Your report must be properly referenced and contain an introduction, conclusion and list of up to date references on country conditions pertaining to the work context and HRM policies under review.
On successful completion you will be able to:
- Analyse the problems and opportunities encountered by international organisations across a broad range of human resource management (HRM) functions (including human resource planning, staffing models, performance management and appraisal, training and development, cross-cultural competency, compensation, industrial relations and corporate communication).
- Analyse the underlying cultural, political and ideological issues which provide the setting in which international organisations have to operate and which give rise to many of the problems encountered when managing people in cross border and cross cultural settings.
Final Examination
Due: 13 April 2019
Weighting: 40%
Duration: 2 hours plus 10 minutes reading time
Format: Closed book exam
Date: 13 April 2019
Weighting: 40%
A 2-hour closed book examination will be held at HKMA. Further information about the exam content will be provided later in the course. Exams can take the form of case studies, multiple choice questions, short answer questions, and essay questions or combinations of these approaches.
On successful completion you will be able to:
- Analyse the problems and opportunities encountered by international organisations across a broad range of human resource management (HRM) functions (including human resource planning, staffing models, performance management and appraisal, training and development, cross-cultural competency, compensation, industrial relations and corporate communication).
- Critically discuss the choices available to international organisations (e.g. MNCs) in terms of organisational structure (especially cross border alliances) and policy decisions that determine the make up of each level of the workforce in the organization itself and across its subsidiaries.
- Analyse the underlying cultural, political and ideological issues which provide the setting in which international organisations have to operate and which give rise to many of the problems encountered when managing people in cross border and cross cultural settings.
Delivery and Resources
Prescribed Text:
Dowling, P., Festing, M., & Engle, A. D. (2017). International human resource management, 7th edition, Cengage, ISBN: 9781473719026
MGSM iLearn
The web page for this unit can be found at: https://ilearn.mq.edu.au/login/MGSM
Policies and Procedures
Macquarie University policies and procedures are accessible from Policy Central (https://staff.mq.edu.au/work/strategy-planning-and-governance/university-policies-and-procedures/policy-central). Students should be aware of the following policies in particular with regard to Learning and Teaching:
- Academic Appeals Policy
- Academic Integrity Policy
- Academic Progression Policy
- Assessment Policy
- Fitness to Practice Procedure
- Grade Appeal Policy
- Complaint Management Procedure for Students and Members of the Public
- Special Consideration Policy (Note: The Special Consideration Policy is effective from 4 December 2017 and replaces the Disruption to Studies Policy.)
Undergraduate students seeking more policy resources can visit the Student Policy Gateway (https://students.mq.edu.au/support/study/student-policy-gateway). It is your one-stop-shop for the key policies you need to know about throughout your undergraduate student journey.
If you would like to see all the policies relevant to Learning and Teaching visit Policy Central (https://staff.mq.edu.au/work/strategy-planning-and-governance/university-policies-and-procedures/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/study/getting-started/student-conduct
Results
Results published on platform other than eStudent, (eg. iLearn, Coursera etc.) or released directly by your Unit Convenor, are not confirmed as they are subject to final approval by the University. Once approved, final results will be sent to your student email address and will be made available in eStudent. For more information visit ask.mq.edu.au or if you are a Global MBA student contact globalmba.support@mq.edu.au
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
If you are a Global MBA student contact globalmba.support@mq.edu.au
IT Help
For help with University computer systems and technology, visit http://www.mq.edu.au/about_us/offices_and_units/information_technology/help/.
When using the University's IT, you must adhere to the Acceptable Use of IT Resources Policy. The policy applies to all who connect to the MQ network including students.
Graduate Capabilities
PG - Capable of Professional and Personal Judgment and Initiative
Our postgraduates will demonstrate a high standard of discernment and common sense in their professional and personal judgment. They will have the ability to make informed choices and decisions that reflect both the nature of their professional work and their personal perspectives.
This graduate capability is supported by:
Learning outcomes
- Analyse the problems and opportunities encountered by international organisations across a broad range of human resource management (HRM) functions (including human resource planning, staffing models, performance management and appraisal, training and development, cross-cultural competency, compensation, industrial relations and corporate communication).
- Analyse the underlying cultural, political and ideological issues which provide the setting in which international organisations have to operate and which give rise to many of the problems encountered when managing people in cross border and cross cultural settings.
Assessment tasks
- Case Analysis/Paper
- Individual Assignment
PG - Discipline Knowledge and Skills
Our postgraduates will be able to demonstrate a significantly enhanced depth and breadth of knowledge, scholarly understanding, and specific subject content knowledge in their chosen fields.
This graduate capability is supported by:
Learning outcomes
- Analyse the problems and opportunities encountered by international organisations across a broad range of human resource management (HRM) functions (including human resource planning, staffing models, performance management and appraisal, training and development, cross-cultural competency, compensation, industrial relations and corporate communication).
- Critically discuss the choices available to international organisations (e.g. MNCs) in terms of organisational structure (especially cross border alliances) and policy decisions that determine the make up of each level of the workforce in the organization itself and across its subsidiaries.
- Analyse the underlying cultural, political and ideological issues which provide the setting in which international organisations have to operate and which give rise to many of the problems encountered when managing people in cross border and cross cultural settings.
Assessment tasks
- Case Analysis/Paper
- Individual Assignment
- Final Examination
PG - Critical, Analytical and Integrative Thinking
Our postgraduates will be capable of utilising and reflecting on prior knowledge and experience, of applying higher level critical thinking skills, and of integrating and synthesising learning and knowledge from a range of sources and environments. A characteristic of this form of thinking is the generation of new, professionally oriented knowledge through personal or group-based critique of practice and theory.
This graduate capability is supported by:
Learning outcomes
- Analyse the problems and opportunities encountered by international organisations across a broad range of human resource management (HRM) functions (including human resource planning, staffing models, performance management and appraisal, training and development, cross-cultural competency, compensation, industrial relations and corporate communication).
- Critically discuss the choices available to international organisations (e.g. MNCs) in terms of organisational structure (especially cross border alliances) and policy decisions that determine the make up of each level of the workforce in the organization itself and across its subsidiaries.
- Analyse the underlying cultural, political and ideological issues which provide the setting in which international organisations have to operate and which give rise to many of the problems encountered when managing people in cross border and cross cultural settings.
Assessment tasks
- Case Analysis/Paper
- Individual Assignment
- Final Examination
PG - Research and Problem Solving Capability
Our postgraduates will be capable of systematic enquiry; able to use research skills to create new knowledge that can be applied to real world issues, or contribute to a field of study or practice to enhance society. They will be capable of creative questioning, problem finding and problem solving.
This graduate capability is supported by:
Learning outcomes
- Analyse the problems and opportunities encountered by international organisations across a broad range of human resource management (HRM) functions (including human resource planning, staffing models, performance management and appraisal, training and development, cross-cultural competency, compensation, industrial relations and corporate communication).
- Critically discuss the choices available to international organisations (e.g. MNCs) in terms of organisational structure (especially cross border alliances) and policy decisions that determine the make up of each level of the workforce in the organization itself and across its subsidiaries.
Assessment tasks
- Case Analysis/Paper
- Individual Assignment
PG - Effective Communication
Our postgraduates will be able to communicate effectively and convey their views to different social, cultural, and professional audiences. They will be able to use a variety of technologically supported media to communicate with empathy using a range of written, spoken or visual formats.
This graduate capability is supported by:
Learning outcomes
- Analyse the problems and opportunities encountered by international organisations across a broad range of human resource management (HRM) functions (including human resource planning, staffing models, performance management and appraisal, training and development, cross-cultural competency, compensation, industrial relations and corporate communication).
- Critically discuss the choices available to international organisations (e.g. MNCs) in terms of organisational structure (especially cross border alliances) and policy decisions that determine the make up of each level of the workforce in the organization itself and across its subsidiaries.
- Analyse the underlying cultural, political and ideological issues which provide the setting in which international organisations have to operate and which give rise to many of the problems encountered when managing people in cross border and cross cultural settings.
Assessment tasks
- Case Analysis/Paper
- Final Examination
PG - Engaged and Responsible, Active and Ethical Citizens
Our postgraduates will be ethically aware and capable of confident transformative action in relation to their professional responsibilities and the wider community. They will have a sense of connectedness with others and country and have a sense of mutual obligation. They will be able to appreciate the impact of their professional roles for social justice and inclusion related to national and global issues
This graduate capability is supported by:
Learning outcomes
- Analyse the problems and opportunities encountered by international organisations across a broad range of human resource management (HRM) functions (including human resource planning, staffing models, performance management and appraisal, training and development, cross-cultural competency, compensation, industrial relations and corporate communication).
- Critically discuss the choices available to international organisations (e.g. MNCs) in terms of organisational structure (especially cross border alliances) and policy decisions that determine the make up of each level of the workforce in the organization itself and across its subsidiaries.
- Analyse the underlying cultural, political and ideological issues which provide the setting in which international organisations have to operate and which give rise to many of the problems encountered when managing people in cross border and cross cultural settings.
Assessment tasks
- Case Analysis/Paper
- Final Examination
Changes since First Published
| Date | Description |
|---|---|
| 11/02/2019 | Exam date changed from 'Exam Week (TBD)' to '13 April 2019' in assessment details. |