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| Detailed information |
| Original study plan |
Master's programme Joint Master's Program Global Business - Russia/Italy 2021W |
| Objectives |
The ultimate objective of the course is to transfer the main logics and methodologies of the principal human resource and diversity management tools in an international and multi-cultural context.
By the end of the course, students will have gained an inside into:
- The universalistic and the contextual paradigms in the management of people in international contexts
- The impacts of cultural diversities and socio-economic institutions on designing effective human resource policies and practices in different countries
- The key challenges in human resource and employee relations facing MNCs and their employees
- The challenge of designing strategic management systems able to balance the global and local imperatives
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| Subject |
Issue Title and essence
Тема 1 Human resource management in international contexts
- Best-practice vs best-fit approach
- Cross-national differences in human resources and organization
- HRM in Europe and in developing countries
Тема 2 Designing human resource management practices in international contexts (1):Selection and recruitment
Тема 3 Designing human resource management practices in international contexts (2): Training and development
Тема 4 Designing human resource management practices in international contexts (3):Compensation and Performance appraisal
Тема 5 Managing international employees
- Expatriates
- Repatriates
- International Careers
Тема 6 Diversity management in MNCs
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| Criteria for evaluation |
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| Methods |
The course will exist of through theory-grounded study, as well as through practical and micro-founded analysis of organizational practices. Critical issues and problems related are identified and examined in order to enhance a pragmatic approach.
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| Language |
English |
| Study material |
Main literature (provisional)
1. Brewster, C. Sparrow, P. and Dickmann, M. (eds.) (2008) International Human Resource Management: Contemporary Issues in Europe (2nd edition), Routledge, London
2. Adler J. (2008). International Dimensions of Organizational Behavior, Mason: Thomson-South-Western.
3. Harzing, A.W., Pinnington A. (2011) International Human Resource Management, 3rd edition, London: Sage Publications.
4. Mayrhofer, W., Brewster, C., Morley, M. and Ledolter, J. (2011) Hearing a Different drummer? Evidence of convergence in European HRM, Human Resource Management Review 21 (1): 50-67
5. Taylor, S. Beechler S. Napier N. (1996) Toward an Integrative Model of Strategic International Human Resource Management, Academy of Management Review 21: 959-985.
6. Horwitz, F. M. (2011), Future HRM challenges for multinational firms in Eastern and Central Europe. Human Resource Management Journal, 21: 432–443
7. Brewster, C and Viegas-Bennett, C. (2010) Perceptions of business cultures in Eastern Europe and their implications for international HRM, Human Resource Management Journal 21(4): 2568-2587
8. Schuler, R. S., Budhwar, P. S. and Florkowski, G. W. (2002), International Human Resource Management: Review and Critique. International Journal of Management Reviews, 4: 41–70.
9. Edwards T., Kuruvilla, S. (2005), International HRM: national business systems, organizational politics and the international division of labour in MNCs, International Journal of Human Resource Management, 16:1, 1-21.
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| Changing subject? |
No |
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