Globalisation challenges managers and employees to grapple with complex issues as they seek to gain competitiveness. The relationships between the external environment, organisational factors, and international HRM strategies and practices will be studied from both theoretical and practical perspectives. The subject will include topics such as strategic issues for international HRM, HRM in a variety of international organisational forms, cross-cultural issues, and expatriate management.
This course provides an opportunity for students to explore international dimensions of the core aspects of Human Resource Management, such as linkage with international business strategy and structure, recruitment, compensation and reward management, training and development, performance management, and industrial relations. The focus of the course is on the practice of IHRM in the multinational enterprise (MNE), considering the complexities and critical challenges encountered in (1.) the general HR multinational context, (2.) managing and supporting international assignments, and (3.) addressing global HR issues.
|Academic unit:||Bond Business School|
|Subject title:||International Human Resource Management|
Delivery & attendance
|Attendance and learning activities:||Attendance at all class sessions is expected. Students are expected to notify the instructor of any absences with as much advance notice as possible.|
|Prescribed resources:|| |
|[email protected] & Email:||[email protected] is the online learning environment at Bond University and is used to provide access to subject materials, lecture recordings and detailed subject information regarding the subject curriculum, assessment and timing. Both iLearn and the Student Email facility are used to provide important subject notifications. Additionally, official correspondence from the University will be forwarded to students’ Bond email account and must be monitored by the student.|
To access these services, log on to the Student Portal from the Bond University website as www.bond.edu.au
|Restrictions: ?|| This subject is not available to|
Assurance of learning
Assurance of Learning means that universities take responsibility for creating, monitoring and updating curriculum, teaching and assessment so that students graduate with the knowledge, skills and attributes they need for employability and/or further study.
At Bond University, we carefully develop subject and program outcomes to ensure that student learning in each subject contributes to the whole student experience. Students are encouraged to carefully read and consider subject and program outcomes as combined elements.
Program Learning Outcomes (PLOs)
Program Learning Outcomes provide a broad and measurable set of standards that incorporate a range of knowledge and skills that will be achieved on completion of the program. If you are undertaking this subject as part of a degree program, you should refer to the relevant degree program outcomes and graduate attributes as they relate to this subject.
Subject Learning Outcomes (SLOs)
On successful completion of this subject the learner will be able to:
- Explain the functions of and international implications for human resource managers including workforce planning, job analysis & design, staffing, compensation & benefits, performance management, training & development and related responsibilities.
- Evaluate the fit (i.e., alignment) between an organisation’s strategy and its human resources management practices.
- Assess the impact of differing cultural, legal, social, political, economic and other environmental factors on international human resource management.
- Apply appropriate evidence-based principles and best practices to address international human resource management issues.
- Demonstrate the ability to work effectively within a group to complete a professional report.
- Articulate ideas, decisions, recommendations and other information in a clear, concise, professionally written report.
- Deliver a clear, concise well-organised presentation using suitable visual aids.
|Project Report||An individual project to prepare a professional report on an approved topic. Students will be required to prepare a multi-stage report (total 2000 words). Topics will be selected in consultation with the instructor. Presentation/Report Weeks 6-12 in online class.||30%||Progressive||1, 2, 3, 4, 5, 6.|
|Online Participation||Participation in interactive exercises and peer to peer learning activities online.||10%||Weekly||1, 2.|
|Project §||Group Project - Presentation 15% Report 10% Group Project including Presentation and 1500 word report.||25%||Week 12||2, 3, 5, 6, 7.|
|Computer-Aided Examination (Closed)||Students will be required to sit a 2-hour exam with 15 minutes perusal during the examination period. It is designed to assess the student’s understanding, application and critical analysis of the theory and practice of IHRM in a controlled environment. The exam will cover all aspects of the course and students should revise the lecture content as well as the exercises given in the online Collaborate classroom.||35%||Final Examination Period||1, 2, 3, 4.|
- § Indicates group/teamwork-based assessment
- * Assessment timing is indicative of the week that the assessment is due or begins (where conducted over multiple weeks), and is based on the standard University academic calendar
- C = Students must reach a level of competency to successfully complete this assessment.
|High Distinction||85-100||Outstanding or exemplary performance in the following areas: interpretative ability; intellectual initiative in response to questions; mastery of the skills required by the subject, general levels of knowledge and analytic ability or clear thinking.|
|Distinction||75-84||Usually awarded to students whose performance goes well beyond the minimum requirements set for tasks required in assessment, and who perform well in most of the above areas.|
|Credit||65-74||Usually awarded to students whose performance is considered to go beyond the minimum requirements for work set for assessment. Assessable work is typically characterised by a strong performance in some of the capacities listed above.|
|Pass||50-64||Usually awarded to students whose performance meets the requirements set for work provided for assessment.|
|Fail||0-49||Usually awarded to students whose performance is not considered to meet the minimum requirements set for particular tasks. The fail grade may be a result of insufficient preparation, of inattention to assignment guidelines or lack of academic ability. A frequent cause of failure is lack of attention to subject or assignment guidelines.|
For the purposes of quality assurance, Bond University conducts an evaluation process to measure and document student assessment as evidence of the extent to which program and subject learning outcomes are achieved. Some examples of student work will be retained for potential research and quality auditing purposes only. Any student work used will be treated confidentially and no student grades will be affected.
Students must check the [email protected] subject site for detailed assessment information and submission procedures.
Policy on late submission and extensions
A late penalty will be applied to all overdue assessment tasks unless an extension is granted by the subject coordinator. The standard penalty will be 10% of marks awarded to that assessment per day late with no assessment to be accepted seven days after the due date. Where a student is granted an extension, the penalty of 10% per day late starts from the new due date.
Policy on plagiarism
University’s Academic Integrity Policy defines plagiarism as the act of misrepresenting as one’s own original work: another’s ideas, interpretations, words, or creative works; and/or one’s own previous ideas, interpretations, words, or creative work without acknowledging that it was used previously (i.e., self-plagiarism). The University considers the act of plagiarising to be a breach of the Student Conduct Code and, therefore, subject to the Discipline Regulations which provide for a range of penalties including the reduction of marks or grades, fines and suspension from the University.
Feedback on assessment
Feedback on assessment will be provided to students within two weeks of the assessment submission due date, as per the Assessment Policy.
If you have a disability, illness, injury or health condition that impacts your capacity to complete studies, exams or assessment tasks, it is important you let us know your special requirements, early in the semester. Students will need to make an application for support and submit it with recent, comprehensive documentation at an appointment with a Disability Officer. Students with a disability are encouraged to contact the Disability Office at the earliest possible time, to meet staff and learn about the services available to meet your specific needs. Please note that late notification or failure to disclose your disability can be to your disadvantage as the University cannot guarantee support under such circumstances.
Additional subject information
A peer-evaluation system will be used in this subject to help determine the individual marks for all group assessments. As part of the requirements for Business School quality accreditation, the Bond Business School employs an evaluation process to measure and document student assessment as evidence of the extent to which program and subject learning outcomes are achieved. Some examples of student work will be retained for potential research and quality auditing purposes only. Any student work used will be treated confidentially and no student grades will be affected.
An overview of international human resource management (IHRM) is presented, including various perspective and definitions of IHRM. Notably, the differences between domestic and international human resource management (HRM) are highlighted.
The effects of globalisation on organisations and the development of human resources is examined. The development of the alternative workforce, the impact of AI and robotics, emerging models of organisation, and the shift from employee experience to human experience are presented and discussed. The implications for IHRM are considered.
The international and cross-cultural environment as a key problem of international management is considered to better appreciate the complexity of IHRM. Also, the nature of national cultural and related concepts, including models of understanding culture are presented.
Approaches to staffing international business operations and assignments and the role of expatriates in supporting international business activities are explored. Specific issues and challenges in employee recruitment, selection and related HRM functions are also examined.
The traditional HRM function of performance management is reviewed. The dynamics of international operations and the implications for the performance management process are then discussed.
An overview and comparison of training and development in organisations provides the foundation for considering the effects of an international context on this important HRM function. The view of an international assignment as a vehicle for both training and development is explored, including the strategic role of such assignments in international business operations. The role of training in preparing and supporting personnel on international assignments is also considered.
Examines the complexities that arise when firms move from compensation at the domestic level to an international one. The key components of an international compensation program are also explored, including a comparison of approaches to international compensation. Taxation, international cost of living cost data and other international compensation issues are also considered.
Examines the complexities and risks of expatriate management, including repatriation readjustment. The readjustment problems of repatriating managers is explored and the development of HRD programmes for retaining international managers is examined.
The key issues in international industrial relations and the policies and practices of multi-national firms are explored. Trade unions and general trends in the global workforce (e.g., offshoring) are also considered.
Sustainability, responsibility and ethics in the context of IHRM are considered. Global trends and threats (e.g., environmental and climate change, political shifts, terrorism) and the implications for international HRM are explored. The future of HR in the international context is examined, including access to talent, talent mobility, and models of learning.