MBA 4th Semester Syllabus

1. 4.4.2 INTERNATIONAL HRM
1. GENERAL INFORMATION
No. of Credits per week 4
No. of Hours per week 4
2. PERSPECTIVE OF THE COURSE
A challenging aspect of HRM in most firms with multinational operations is the multicultural
nature of their work force, which is further compounded by its geographical dispersion. In
addition, HRM like so many other managerial functions, takes place not in vaccum but
within the overall internal organisational environment and the external national and
international context in which the company operates an attempt is made to know the
insight of IHRM.
3. COURSE OBJECTIVES AND OUTCOMES
OBJECTIVES
- To be able to assess the extent to which multinational companies can have
company wide HRM strategies,policies and practices
OUTCOMES
- By the end of this course, a student would learn a perview of the major challenges
that MNC’s face and to be familiar, through a real life case study, with some of the
HRM issues faced by staff in a foreign subsidiary of a major multinational company
4. COURSE CONTENT AND STRUCTURE
1
MODULE 1: 8 HOURS
International HRM - Domestic HRM v/s IHRM - Managing International activities -
Human Resource Planning - International recruitment and selection - Training and
development of expatriates – M & A –Integration of acquired employees in newer
cultures, Global Mobilty and HR-International postings

3. 2
MODULE 2 : 10 HOURS
Repatriation – Expatriation and repatriation - Selection methodology of expatriation -
Process of repatriation, job related adjustments, organisational development -
International compensation: components, objectives and methods of compensation -
Taxation decisions - Changing trends in International employment.
3
MODULE 3: 10 HOURS
Managing HR in Virtual Organisation: Meaning and types of virtual organisations -
Difference between traditional and virtual organisations - Features of virtual
organisation - Managing HR in virtual organisations - Challenges of International
performance management - Career Management& International HRM
4
MODULE 4: 10 HOURS
Knowledge management and International management development - Knowledge
and Knowledge transfer - Knowledge and situated cognition - Implications for
knowledge transfer - Knowledge management in MNCs - Knowledge management and
IHRM -Changing scope of International management development - International
manager roles: development implications, international management development
initiatives, Future developments
5
MODULE 5: 10 HOURS
IHRM Strategies and Developments - Managing diversity - Linking corporate and HRM
strategy - Total quality in HRM - Scope of TQM - Comparison of Traditional and TQHRM
approaches - Barriers to TQHRM - HR project planning - Importance of computerised
information system - Conflict management - Human rights movement and IHRM,
Experiences of Japan and China
6
MODULE 6: 8 HOURS
Case Studies - Ethics and challenges in IHRM - Role of international education in IHRM -
UNO and IHRM - Business leaders as global citizens - Futuristic view of IHRM - socio
cultural factors and ethical issues in BPO Industry - Adventurous training - Problems of

4. women expatriates - Globalisation and senior citizens – BPO and IHRM
5. PEDAGOGY
- Lectures
- Practical Excises – Individual and Group
- Case Studies
6. TEACHING/LEARNING RESOURCES
ESSENTIAL READINGS
1. Tony Edwards, Chris rees: International Human Resource Management, Pearson,
latest edition.
2. Dowling : International Human Resource Management,
3. IndraniMutsuddi: Managing Human Resources in the Global Context, New ade
international publishers, latest edition
4. P.Subbarao : International Human Resource Management,HPH,latest edition