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					International Human Resource Management – 2nd edition D. R. Briscoe and R. S. Schuler

Lecturers’ Guide By Dennis R. Briscoe, Randall S. Schuler, and Ibraiz Tarique Course Outline: This course is usually taught as a one semester (or one quarter) offering at either the senior undergraduate (Business Administration or Human Resource major) or master’s degree (M.B.A. or Master’s in Human Resources) level. The text is organized into 14 chapters, divided into three sections that include: (1) Introduction to International Human Resource Management: The Context; (2) International HRM in the MNE; and (3) The Profession, Department, and Future of International HRM.

In addition, the text includes a comprehensive, end-of-text case, various aspects of which are applied throughout the text. The instructor can offer equal time to each chapter or can emphasize specific areas, depending on the focus of the course and the interests of the instructor. Aims: The goals of the typical course are to: 1. Introduce the key concepts of International Human Resource Management. 2. Teach students and practitioners the policies and practices of IHRM as utilized by today’s multinational enterprises. 3. Describe the research into the policies and practices of MNEs. 4. Convey to students and practitioners the importance of IHRM to the success of today’s MNEs 5. Develop understanding of IHRM policy and practice through extensive description of practical examples from around the world. 6. Develop enhanced knowledge and awareness of the importance of national differences in the conduct of IHRM in MNEs and the use of that knowledge and awareness in the planning and development of IHRM policies and practices. Learning Objectives: By the end of the course, students should be able to: 1. Define and illustrate the key components of International Human Resource Management.


2. Explain the role national differences make in the practice of IHRM. 3. Describe and give examples of how effective IHRM policies and practices lead to international business success. 4. Compare and contrast varying approaches to IHRM policies and practices. 5. Apply principles and examples from the text to real life scenarios and problems. Lecture Guidance for Individual Chapters: Section I: Chapter 1: Introduction to International Business and International Human Resource Management The first chapter’s goal is to gain the attention of the student about how the world is changing, about how important globalization has become, and about how IHRM has become a key factor in the success of international business. The chapter describes the development of international business over the last 50 years and describes the development of IHRM within that context. It explains the various forms of IHRM, the differences between domestic and international HRM and the global role of the IHR professional. Chapter 2: Strategic International Human Resource Management This chapter provides an overview of the development of strategic IHRM. The chapter begins with a description of the evolution of international business and the multinational enterprise and the various strategic choices for entry into international business. And then it describes a model for understanding strategic IHRM as it relates to (1) international business strategies, (2) types of international employees, (3) choices for IHRM policy and practice, and (4) potential organizational outcomes in the strategic integration of IHRM and international business strategy. Chapter 3: Organization Structure and Design in the MNE Chapter 3 describes the importance and nature of the structure and design of global enterprises. This chapter discusses the complexity of global organization structure and the role that IHR is expected to play in providing advice on the design of effective structures to deal with this complexity. This discussion is put in the context of various forms of international businesses, from relatively simple single-business enterprises to very complex organizations that have multiple products and businesses in multiple industries throughout the world. The chapter ends with a discussion of the role of informal networks, cross-border teams, and learning across boundaries that in today’s MNEs often provide the organizational “glue” that holds the complex global enterprise together. Chapter 4: Cross-Border Mergers and Acquisitions, International Joint Ventures and Alliances


Increasingly, global enterprises enter or expand their international operations through various forms of cross-border acquisitions and alliances. The purpose of this chapter is to describe and illustrate the critical role of IHR in the processes of cross-border mergers and acquisitions, international joint ventures, and other forms of global alliances. This description includes the processes of combination or partnership, the appropriate duediligence, the track records of success and failure, and the important role that IHR should perform in these acquisitions. Chapter 5: Country Culture and MNE culture Culture is the shared attitudes and behaviors that individuals learn from the family and community in which they live. It determines actions and reactions. And it influences everything that people do and think. This chapter describes the concept of national culture and the nature of cultural differences between countries and how those differences impact organizations. As with all areas of international business, IHRM is heavily influenced by national cultural differences. So this chapter discusses the impact of national culture on IHRM and it describes ideas for organizations to develop cultural adaptation and competency in their workforces. Lastly, the chapter describes the role of culture in IHRM research, both its role in making such research more difficult and its role in defining research questions and form and in interpretation of results. Chapter 6: Global Employment Law and Labor Relations Employment law is a major component of the HR context in every country. Yet no two countries are alike in their regulatory environments. This chapter describes the international institutions that develop employment codes of conduct, the nature of international union and labor relations, and some of the national variances in employment regulation. In addition, the chapter discusses some issues surrounding immigration law and describes some specific country regulation of immigration. Chapter 7: Global Ethics and Labor Standards The last chapter in this first section discusses one of the most important aspects of IHRM: the ethics of HR decision making in global business. The chapter first describes specific ethical problems in IHR and then describes the many varying approaches which have been taken to state and develop international standards and codes of conduct in IHRM. The chapter ends with suggested guiding principles for acting ethically in IHRM. Chapter 8: Global Workforce Planning and Introduction to Staffing the MNE Staffing the MNE, both at home and abroad, is a critical IHR function. This chapter provides an introduction to workforce planning and forecasting in the global enterprise as well as an introduction to the various types of international employees, from which the MNE can choose to select and develop its global workforce. First, various schemes for


categorizing international employees are described. Then, over 20 specific types of international employees are described. Chapter 9: Staffing the Global Enterprise: Selection of International Assignees International HR managers spend a high percentage of their time on the selection and management of employees posted to international assignments. Thus this is one of the most important functions of IHRM. Therefore, this chapter places critical focus on describing the problems experienced in selecting the international workforce, including special issues related to families and women international assignees. The chapter explains the total international assignee life cycle (from expatriation to repatriation) and also describes concerns with inpatriates, host country nationals, and third country nationals. The chapter concludes with a discussion of best practices in management of the expatriation process. Chapter 10: Training and Management Development in the Global Enterprise One of the most critical aspects of developing an effective global workforce involves training employees, both domestic and international, in work skills and developing managers and executives to lead the global organization. The chapter is split into two sections, training (of workforces and international assignees) and management development in the global enterprise. Both are important to enabling the global enterprise to compete effectively in the global marketplace. Chapter 11: Global Compensation, Benefits, and Taxes One of the cornerstones of IHRM involves managing the compensation, benefits, and taxes of international assignees. This chapter describes the nature of compensation, benefits, and taxes for employees who move from one country to another. It is a very complex responsibility and this chapter provides the reader with a basic understanding of how to manage this responsibility. Chapter 12: Global Performance Management for International Assignees and Foreign Managers Chapter 12 explains the purposes of and challenges to managerial and employee performance management in the global enterprise. It then describes the link of performance management to the management of international assignees and foreign managers throughout the global firm. And, lastly, it describes ways to overcome the challenges and provides guidelines for effective international performance systems. Chapter 13: Health, Safety, and Crisis Management in the Global Enterprise Chapter 13 is the last chapter in the section on IHRM policy and practice in MNEs. This chapter describes employee health and safety issues around the world, including the variances in health and safety regulations and statistics. In addition, the chapter discusses


health and safety concerns specifically for international assignees. The chapter concludes with a discussion of solutions to health and safety issues for business travelers and international assignees and then describes the nature of effective crisis management planning and programs in today’s global enterprises. Chapter 14: The IHR Department and the Role and Future of IHRM HRM is being increasingly internationalized. This last chapter examines three issues related to the increasing internationalization of HRM. First, the chapter examines the advancement of IHRM within MNEs, as global enterprises increasingly call on their IHR professionals to contribute to their international success. This discussion includes description of the many support services that IHR departments provide their organizations. Secondly, the chapter describes the increasing professionalization of IHRM, including a discussion of the competencies of the professional IHR manager and the new professional certification program in IHRM. And, lastly, the chapter examines trends in the development of and possible future scenarios for IHRM.


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