I was asked by the Director of the Academy of HRD, Ahmedabad to design a course on International HR Management for the Academy\'s Fellow students, and invite your feedback and suggestions for enriching the course.
Submitted by Imon Ghosh
Academy of HRD
International Human Resource
Management is concerned with the
human resource problems of multi-
national firms in foreign subsidiaries
(such as expatriate management) or,
more broadly, with the unfolding HR
issues that are associated with the
various stages of the international-
ization process (Boxall 1995).
The purpose of this International HRM
course is to expose Fellow students at
the Academy of HRD, Ahmedabad to
the substantive issues in International
HR Management, and suggest avenues
for further research.
• This International HR Management
course is divided into 12 sessions
(individual session outlines follow).
• The course builds upon (and augments)
a broad syllabus of an IHRM course
offered at the post-graduate level.
• Designed for Fellow students at the
Academy of HRD, Ahmedabad, this
course offers international case studies
(some are available at a cost) and is
intended to have a research-oriented
Need for the course
Human Resource Management is
becoming increasingly world-wide in
As international competition intensifies
it is no longer sufficient to understand
the local context.
The vision must be wider.
- Peter J. Kidger
Course Outline – S1
Session 1: Introduction & Overview;
Approaches to IHRM; Differences
between Domestic & IHRM
• The emergence of International Human
Resource Management (IHRM).
• Theoretical frameworks for comparing
HRD in an international context.
Course Outline – S2
Session 2: The Organizational Context;
IHRM Approaches; Path to Global
Status; Mode of Operation
• Managing Human Resources in an
• Globalization and transformation of
human resource management in South
Korea (case study).
Course Outline – S3
Session 3: International Recruitment &
Selection; Staffing Policies; Issues in
• Recruitment and selection in Chinese
MNEs (case study).
• Managing HR in State-Owned
Enterprises in China (case study).
Course Outline – S4
Session 4: Cross-Cultural Management;
• Serving 2 masters: managing dual
allegiance of expatriate employees.
• Selecting expatriates for personality
characteristics: a moderating effect of
personality on the relationship between
host national contact and cross-cultural
adjustment. (Activity: design research
Course Outline – S5
Session 5: Performance Management
Factors Associated with Individual
Performance & Appraisal; Criteria for
Appraising International Employees
• Strategic HRM through the Cultural
Looking Glass: Mapping the Cognition
of British and Indian Managers (case
Course Outline – S6
Session 6: Training & Development;
Expatriate Training; Developing
• Implementing German HRM abroad:
desired, feasible, successful? (Case
• The Right Way to Manage Expatriates.
Course Outline – S7
Session 7: Compensation - Objectives
and Approaches to International
• The Changing Nature of Japanese
Human Resource Management.
• Indian and Japanese HRM practices:
similarities and differences with
analysis of automobile sector in India
Course Outline – S8
Session 8: Comparative HRM - human
resource practices and policies for
competitive advantage worldwide
• A cross-national comparative study of
work-family stressors, working hours
and well-being: China and Latin
America versus the Anglo world by
Paul E. Spector, Cary L. Cooper, Steven
Poelmans, Tammy D. Allen, Michael
ODriscoll, Juan I. Sanchez, Oi Ling Siu,
Phil Dewe, Peter Hart, Luo Lu, Lúcio
Flávio Renault de Moraes, Gabrielle M.
Ostrognay, Kate Sparks, Paul Wong and
Shanfa Yu. (Study available at a cost)
Course Outline – S9
Session 9: Repatriation; The Repatriation
• Country case study: Central America
• Contextualization and strategic IHRM
approaches: the case of Central
America and Panama.
Course Outline – S10
Session 10: Labour Relations,
International Labour Organisation
(from text book of IR by Sinha)
• Country case study: Ireland
• HRM in the Irish Hotel Industry
Course Outline – S11
Session 11: National Cultures (from the
text book by Terence Jackson)
• Country case study: Sweden
• Article: HRM in Sweden.
• International culture and management.
Course Outline – S12
Session 12: Issues, Challenges &
Theoretical Developments in IHRM
• Cultural Control and Multinationals:
The case of Jordanian companies
I acknowledge, with thanks:
• Prof. Sunil Maheshwari, for offering valuable
suggesions for designing this course.
• Dr. Vilas Kulkarni, for generously sharing
numerous articles, and the International HRM
syllabus he uses to teach post-graduate
• Dr. Hardik Shah for recommending (and
sharing) textbooks and articles on International
Human Resources Management.
• Joanne Dixon Port for taking valuable time out
from her work, and readily agreeing to my
request for an interview for this assignment.
• Mr. K.K. Verma, Director, AHRD for giving me
this interesting and challenging assignment.
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