I would like a formulated considered opinion on the published literature, in order to shed some theoretical light onto the practicalities of the subject. Therefore make please sure that the literature stands up to serious analysis.
2. Do also make sure that readily research on a practical basis and that companies are willing to share the information.
3. After having assimilated the literature and benchmarked the real world, try to arrive at a position that you are personally able to defend and explain why.
4. Don’t neglect to identify how the subject matter requires interfaces, so I expect a dissertation to demonstrate a clear understanding of these interfaces, while still a complete focus on the subject area that is IHRM.
5.Explore major practices and issues that differentiate international HRM from single country practice and will assess the latest thinking on IHRM.Provide the review of different the 2 organisations international HR practices and make recommendations for change.
6. dentify the essential competencies of a global HR manager and assess current best practices.
7.Explore factors influencing patterns of HRM practices internationally, both from cultural and institutional perspectives. Specifically, it will present the factors of institutional context (religion, educational system, labour law and regulations, trade unions, economic system, relations with government) and of cultural context (values, traditions, attitudes).
8. Content outline
– Domestic versus IHRM.
– Main theoretical developments in IHRM: best fit and best practice.
– Convergence versus Divergence theory. Institutional versus cultural perspectives. – HRM in Multinationals (MNCs)
– Global Workforce: Management of Expatriates
– Cross-cultural Contact: Individual and Group Perspective
– And more topics if possible
9.- Analysis – examine and break information into parts by identifying causes of national and cultural differences in people management practices and methods
– Synthesis – compile information on IHRM by analysing HR practices of different international corporations and organisations
– Comparing – organize, compare and interpret different international HR practices in a systematic way
– Evaluation – present and defend opinions by making judgements on international HR and people management in different countries. These judgments will be made with awareness of possible cultural biases and stereotypes as well as prejudices.
– Application – use new knowledge on international and comparative HR to solve problems in new contexts both on an organisational and individual level by applying acquired knowledge, techniques and principles
Values and attitudes:
– Cultural awareness – be aware of explicit and implicit cultural differences in people management
– Ethics – attach values of ethical and moral standards to international HR practices, depending on their cultural origin and contexts
– Tolerance and sensitivity – show consideration towards different cultural values and principles
– Cultural Intelligence – recognize, interpret and act upon cultural differences
