Weekly outline
General
GREETINGS
Dear student...
Welcome to IHRM class.
Hopefully all of us will always be given health so that we can go through lectures well.
Introduce us to the teaching team for the IHRM course.
Dr. Nova Mardiana, S.E., M.M.
Lis Andriani, S.E., M.Si.
We will guide you to master this course.
The first 8 meetings until mid exam will be with Ms. Nova Mardiana
The next 8 meetings until final exam will be with Ms. Lis Andriani
Enjoy your lecture and do your best
Have good study!!INTERNATIONAL HUMAN RESOURCE MANAGEMENT
DESCRIPTION
This course studies human resource management related to the organizational context of the sustainability of business operations internationally and the operational functions of human resource management, including procurement, development (Training and development), compensation, and issues related to re-entry for international workers and careers, HRM in the host country context, industrial relations, performance management and future challenges.
LEARNING OBJECTIVES
After participating in the course, students will be able to:
1. Explain the concept of international human resource management.
2. Understanding human resource management in an international context
3. Understanding human resource management in multinational companies
4. Understand international human resource management practices
5. Analyze international human resource management case studies.CLASS INSTRUCTIONS
So that students can access and be able to take part in this Leadership lecture properly and smoothly, there are a number of things that need to be followed by all students, namely:
- Students can access the Leadership course at LMS Vclass Unila (vclass.unila.ac.id) via a smartphone or computer / laptop connected to an internet network.
- To be able to access (login) to the LMS Vclass Unila, students are required to have an SSO Unila account which can be obtained from UPT TIK Unila.
- Students can ask for a password from the course lecturer so they can enter as a participant.
- After joining the virtual class in, students are required to read all the instructions and materials / content that the lecturer has provided for each meeting, before the lecture meeting is held.
- Students are required to actively participate in discussions held at each meeting, because this is one aspect of the final assessment.
- Students are required to work on all assignments given by the lecturer and collect according to the predetermined time.
- Students are allowed to actively ask questions in every learning activity if there are things that are still not understood from the material presented by the lecturer.
- Students are required to take review session every class meeting
- Students are required to take a quiz which will be held two (2) times, namely at the end of the 4th and 12th meeting / week.
- Students are required to take the Mid-Semester Examination (UTS) which will be held at the 8th meeting / week.
- Students are required to take the Final Semester Examination (UAS) which will be held at the end of the lecture or meeting / week 16.
Course Policy
Class attendance:
All class attendance is mandatory. Punctuallity at all class meetings is highly expected. One half of your class participation grade is made up of class attendance, and each unexcused absence will cause you to forfeit the attendance credit for that day.
Excused Absences:
The following situations are as acceptable reasons for excused absences:
a) serious illness;
b) illness or death of family member;
c) University-related trips;
d) major religious holidays;
e) other circumstances you find to be "reasonable cause for nonattendance".
Visible groups: All participantsCOURSE ASSIGNMENT
Classwork
- Student makes a presentation of the assigned chapter in the form PPT
- The PPT are sent to Vclass to be embedded in Vclass
- Make a paper summarizing the chapters of each task based on the chapters from the books that have been distributed
Project Submission
- The project assignment submit in the seventh meeting
- Student makes a presentation of the assigned chapter in the form PPT
SEND your CBL's report here
COURSE CONTRACT
COURSE
: International Human Resource Management
COURSE CODE
: EBM 620245
PREREQUISITE
: Introduction of International Human Resource Management
CLASS ROOM
: Vclass, siakadu, and offline
DEPARTMENT
: Management
SEMESTER
: Semester Genap 2024/2025
LECTURERS
: Dr. Nova Mardiana, SE., MM.
Lis Andriani, S.E., M.Si
Time
: Thursday, 10.10 – 12.40
COURSE BENEFITS
Understand the concepts and its importance of human resources and Human Resource Management in an international context.
COURSE DESCRIPTION
This course studies human resource management related to the organizational context of the sustainability of business operations internationally and the operational functions of human resource management, including procurement, development (Training and development), compensation, and issues related to re-entry for international workers andcareers, HRM in the host country context, industrial relations, performance management and future challenges.
COURSE OBJECTIVES
Students understand the importance of human resources and human resource management in a company and understand the concepts of Human Resource Management in an international context.
LEARNING OBJECTIVES
After participating in the course, students will be able to:
Explain the concept of international human resource management.
Understanding human resource management in an international context
Understanding human resource management in multinational companies
Understand international human resource management practices
Analyze international human resource management case studies.
Organization of The Course Topics
Week
Task
Descriptions
Overview
Syllabus Explanation and Group Formation
Session 1
Presentation
Chapter 1 : Globalization, national systems and
multinational companies
Assignment
Group Presentations and PBL Report
Session 2
Presentation
Chapter 2 : National employment systems and international HRM
Assignment
Group Presentations and PBL Report
Session 3
Presentation
Chapter 3 : The European Union: a case of advanced regionalintegration
Assignment
Group Presentations and PBL Report
Session 4
Presentation
Chapter 4: International structure and strategy
Group Presentations and PBL Report
Assignment
Quiz 1
Chapter 1-4
Session 5
Presentation
Chapter 5 : Global integration
Assignment
Group Presentations and PBL Report
Session 6
Presentation
Chapter 6 : The transfer of HR practices in MNCs
Assignment
Group Presentations and PBL Report
Session 7
Presentation
Chapter 7 : Cross-border mergers and acquisitions
Assignment
Group Presentations and PBL Report
Session 8
Mid Term Exam
Session 9
Presentation
Chapter 8 : Outsourcing and human resource management
Assignment
Group Presentations and PBL Report
Session 10
Presentation
Chapter 9 : International leadership development
Assignment
Group Presentations and PBL Report
Session 11
Presentation
Chapter 10 : Recruitment and selection of internationalmanagers
Assignment
Group Presentations and PBL Report
Session 12
Presentation
Chapter 11 : International pay and compensation
Assignment
Group Presentations and PBL Report
Quiz 2
Chapter 8-11
Presentation
Chapter 12 : International and comparative employee voice
Assignment
Group Presentations and PBL Report
Session 14
Presentation
Chapter 13 : International corporate social responsibility
Assignment
Group Presentations and PBL Report
Session 15
Presentation
Chapter 14 : International migration and HRM
Assignment
Group Presentations and PBL Report
Session 16
LITERATURES
Edward, T & Rees, C. 2017. International Human Resource Management Globalization, National Systems and Multinational Companies. 3rd ed. Pearson.
Brewster, C., Houldsworth, E., Sparrow, P., Vernon, G. 2016. Internastional Human Resource Management. 4th Ed. Chartered Institute of Personnel and Development
ADDITIONAL TEXTBOOK
Briscoe E. D. and Schuler, R. S. (2009) International human resource management: policy and practice for the global enterprise – 3rd ed. Routledge, New York, NY 10001
Noe, R.A., Hollenbeck, J. R., Gerhart, B., Wright, P.M (2008) Human Resource Management: Gaining A Competitive Advantage 6e.
Harzing, A and Van Ruysseveldt, J. (2004). International Human Resource Management - second editionSAGE Publications, London, UK.
Dowling, P. J. and Welch, D. E. (2005) International Human Resource Management: Managing People in a Multinational Context", 6th Edition, 2005.
Course Policy
Presence. Students are required to attend lectures under the provisions of the Faculty, which is 80% of the schedule. Absence during the daily assessment causes the student concerned to be not entitled to daily grades.
Excused Absences:
The following situations are as acceptable reasons for excused absences:
serious illness;
illness or death of family member;
University-related trips;
major religious holidays;
other circumstances you find to be "reasonable cause for non-attendance".
Class Participation. Students are expected to contribute actively in class discussions. Although an overview of key points and issues is provided for each topic, students are responsible for gaining detailed understanding, asking questions and defining classroom life. It means that students must come to class always ready to participate by bringing scheduled reading materials. Some exercises and assignments will be provided from time to time.
International HRM Project (Individual Paper). Individual students must analyze International HRM based on casesin their respective countries (Russia or Indonesia). Students are assigned to analyze international HRM practices in their respective countries according to the material discussed in each class session. The analysis is guided by the literature set out in class.
Exam. One midterm and one final exam will be given to test knowledge and concept assignments.
Make-up opportunity. For those who have an excused absence, there will be an opportunity to make up missed work and/or exams. It is the student's responsibility to inform the instructor of the absence preferably in advance, but no later than one week after it. Bring with you any medical doctor prove of your illness or other proves of your absences for verification purpose.
Assignments
b. Group assignment
Grade Criteria
Range Final Mark
Grade Level
Grade Point
Status
≥76
A
4
Pass
71 – 75
B+
3,5
Pass
66 – 70
B
3
Pass
61 – 65
C+
2,5
Pass
55 – 60
C
2
Pass
50 – 54
D
1
Pass
‹ 50
E
0
Failed
Grading
Class Attendance and Participation
20%
Project Base Learning
35%
Personal Assignment
10%
Quiz 1 & 2
5%
Midterm Exam
15%
15%
Total
100%
The Formula to Calculate Final Grade
FG = ( 20%xCAP)+(35%xPBL)+(10%xPA)+(5%xQ)+(15%xMT)+(15%xFE)
Notes:
CAP : Class Attendance and Participation
PBL : Project Base Learning
PA : Personal Assignment
Q : Quiz
MT : Mid Term
FE : Final Exam
Bandar Lampung, February 19th, 2024
Student / Head of The Class Lecturer Coordinator
Salsabila Dr. Nova Mardiana, SE., MM.
NPM. 2211011163 Nip. 19701106 199802 2 001
Session 1: Overview, Course Contract, RPS, PBL, etc
CLOSING
Thank your for your seriousness in learning
Session 2 Ch 1. Globalization, National and Multinational Companies
INTRODUCTION
Dear students... we will discuss about Globalization, national systems and multinational companies
Major changes are taking place in the international economy, and in the nature of work and management across different nations and regions. International HRM operates within this dynamic context, and international human resource (HR) strategies and practices are best understood when located within prevailing social, political and economic trends. A number of important concepts have been used to explain these processes of change, and globalization is perhaps primary among these. International HRM focuses on the way MNCs attempt to influence the way people work in their operations across borders, and globalization presents new and significant challenges for managing and regulating work on an international basis.
After studying this chapter, student able to:
- introduce and critically evaluate the concept of globalization;
- consider the role of multinational companies (MNCs) in the process of globalization and as central to the analysis of international human resource management (IHRM);
- examine the dynamic relationship between MNCs and nation states, and consider the cultural and institutional bases of ‘national systems’;
- specify four levels of analysis for understanding IHRM in MNCs: the organizational, the national, the regional and the global.
As multinational companies might facing a cultural differentiated, how is it possible to create a great environmental to support the employee satisfaction?
PRESENTATION
CLOSING
Thank your for your seriousness in learning
Session 3: Chapter 2 : National employment systems and international HRM
INTRODUCTION
Today we will learn about National employment systems and international HRM and The European Union: a case of advanced regional integration.
This chapter has three main aims. First, it looks at ways in which employment systems shape the context of international HRM, and examines the question of whether there are distinctive types of national business and employment systems. Second, it looks at how cross-national differences might affect human resource management decision-making in MNCs. Finally, it offers some reflections on how these institutional effects might themselves be altering under the pressures of globalization (see Chapter 1), and with what impacts on international HRM.PRESENTATION
CLOSING
Thank your for your seriousness in learning
Explain about national business systems and HRM in MNC's !
Session 4: Ch 3. The European Union: a case of advance regional integration
After studying this chapter, student able to:
- explain the impact of ‘home’ and ‘host’ country effects on multinational corporations‘ (MNCs) human resource practices;
- examine in more detail the nature of power relations within MNCs and the ‘hybridization’ of HRM policies in different national contexts;
- consider how national variations have changed in the recent period of global deregulation.
- explain the impact of ‘home’ and ‘host’ country effects on multinational corporations‘ (MNCs) human resource practices;
PRESENTATION
CLOSING
Thank your for your seriousness in learning
please explain about future challenge for EU employment policy...
Session 5: Ch 4. International Structure and Strategy
INTRODUCTION
Dear student... today we will learn about International structure and strategy
The growth of multinational corporations (MNCs) is without doubt one of the driving forces of the process of internationalization. For Dicken (2015), they are the primary ‘movers and shapers’ of the contemporary global economy. MNCs dominate many industrial sectors, such as automotive, electronics and oil, while they are increasingly coming to dominate parts of the service sector as well, especially finance and telecommunications. The sheer scale of the operations of the largest multinationals gives them considerable influence over nation-states. Comparisons of the gross domestic product of countries, on the one hand, and the ‘value added’ created by MNCs (a better measure than sales which is more widely used), on the other, show that 37 of the largest economic entities in the world are MNCs (Legrain 2002: 140). MNCs account for around two-thirds of international trade, and the stock of their foreign investments in 2013 was more than 12 times its value in 1990 (United Nations 2014).
After studying this chapter, student will be able to:
- consider alternative definitions of MNCs;
- familiarize the reader with the main explanations for why firms expand into other countries;
- examine the extent to which firms have become globally dispersed;
- become familiar with the main influences on international strategy and some of the key work on various strategies that MNCs follow.
What is the difference between an international organizational structure and a domestic organizational structure? How do these structures affect the company development?
Session 6: Ch 5. Global Integration
INTRODUCTION
Dear student, today we will learn about Global integration
In the previous chapters we have seen how the dilemma between globalization and differences embedded in national business systems lead to different strategic and structural responses by multinational corporations (MNCs). This chapter presents the arguments why MNC strategies and structures that support global integration, including the global integration of HRM practices, are becoming increasingly popular. In reference to the integration-differentiation dilemma, while this chapter presents the case for global HRM integration, Chapter 7 focuses on the arguments for differentiation by highlighting the limits of global integration, questioning the ‘diffusability’ of HRM practices into different national contexts, and taking into consideration the role of internal politics within MNCs.
After studying this chapter, student will be able to:
- outline the key drivers of global HRM integration in multinational corporations and present arguments why multinational corporations might pursue more extensive integration in the future;
- identify the tools multinational corporations can use to facilitate global HRM integration, and review how they are used;
- critically discuss when the global integration of HRM can be regarded as having been effective.
Session 7: Ch 6. The transfer of hr practices in MnCs & Ch 7. Cross-border mergers and acquisitions
Session 8: MID TERM
Session 9: Ch 8. Outsourcing and Human Resource Management
Assalamualaikum Wr Wb,
Good Morning, students. As we are now still in Eid atmosphere, on this auspicious occasion let's pay gratitude to the divine light for all the wonderful things in our lives. Eid Mubarak! Minal Aidin wal Faidzin, Taqabalallahu Minna Wa Minkum, to all students who celebrate it. May the magic of Eid bring lots of happiness and good health.
Today, we will discuss about OUTSOURCING and HRM. Outsourcing is the practice of obtaining goods or services, for particular, non-fundamental roles in a company from an external supplier. It means, outsourcing is the business practice of hiring a party outside a company to perform services or to create goods that were traditionally performed in-house by the company's own employees and staff. It is a practice usually undertaken by companies as a cost-cutting measure. As such, it can affect a wide range of jobs, ranging from customer support to manufacturing to the back office.
Outsourcing can help business reduce labor cost significantly. Business can also avoid expenses associated with the overhead, equipment, and technology. In addition to cost savings, companies can employ an outsourcing strategy to better focus on the core aspects of the business.
We will discuss more about the topic later on zoom presentation. I do hope all of you can participate and pay full attention to the discussion.
After learning this chapter the students will be able to:
● provide background on outsourcing trends;
● discuss the HRM issues and choices concerning international outsourcing;
● examine the ways in which national institutions affect the costs and benefits of different strategic choices by firms;
● examine the particular challenges multinationals face as they seek to manage outsourcing contracts across national borders.
Please submit your PPT presentation here
Please answers these questions :
1. When is outsourcing a good option?
2. if you were a HRD Manager of a company, What are important issues will you consider before outsourcing
- STUDENT PRESENTATION File 2.8MB PDF document
CH.8 OUTSOURCING AND HRM
CLOSING
Thank you for joining my class today, hope you understand the topic we discussed.
Should you have any further questions about the topics, please do not hesitate to ask me.
See you next week, and have a good day.
Wassalamualaikum wr wb
Session 10: Ch 9. INTERNATIONAL LEADERSHIP DEVELOPMENT
GREETING
Assalamualaikum wr wb, Good morning Students!
Welcome to my class. I hope you are all in a good health.
Today we will learn and discuss about International Leadership development.Competing effectively in the modern global economy is a key challenge for any organization operating on a global basis (Caligiuri et al. 2009). The increasingly global environment has changed not only the competitive landscape of business but also the skill sets and competencies required by leaders of global organizations. Indeed, the development of cross-cultural leadership competencies is identified as one of the top five practices that impact the efficiency of global organizations (Stroh and Caligiuri 1998). However, many multinational organizations (MNCs) report a lack of competent global leadership talent as a constraint on their globalization efforts (Scullion and Collings 2011). Thus, it is hardly surprising that developing leadership talent emerged as the most pressing personal priority of CEOs in a recent study (PWC 2013). Indeed, the development of global leadership talent is constrained by the fact that many MNCs fail to develop leadership talent from outside of the headquarters country effectively. It remains the case that most MNCs are led by nationals of the home country, reflecting the failure to global talent systems to operate effectively (Mellahi and Collings 2010; Ghemawat and Vantrappe 2015). This also reflects the imprinting of the home national business system on the MNC as it develops globally, which in turn privileges home country nationals in the leadership structures of the organization (Hayden and Edwards 2001). This is one of the key challenges that MNCs face in balancing the pressures for global integration and local responsiveness (Thite et al. 2012).
It has been argued that the challenges of developing global leaders can be traced to two key disconnects in terms of how organizations go about global leadership development and what the academic research has shown are effective practices in this regard (Mendenhall and Bird 2013). The first of these is a failure to understand what global leadership actually is and the second concerns the failure to appreciate the competencies of global leadership. We briefly consider these two dilemmas before elucidating a model of global leadership development.We will learn more about this topic through discussion and please pay your full attention to the presentation which will be presented in today's zoom meeting.
Have a pleasant study!
Please submit your PPT here. The size should be under 2 MB
MATERIAL 1 : WHAT IS LEADERSHIP DEVELOPMENT
MATERIAL 2: DEVELOPING GLOBAL LEADERSHIP COMPETENCIES
- STUDENT'S PRESENTATION File 450.9KB PDF document
INTERNATIONAL LEADERSHIP PROGRAM
Session 11: Ch 10. Recruitment and selection of international managers
Please submit your PPT here
MATERIAL : SELECTION CRITERIAS
MATERIAL: RECRUITMENT AND SELECTION PROCESS
ZOOM PARTICIPANTS
Based on our discussion, Please answers questions below:
1. How does globalization impact recruitment?
2. why is globalizations a challenges for HR
- PPT of Chapter 10 File 1.5MB PDF document
Recruitment and Selections for International Managers
Session 12: Ch 11. International pay and compensation
- LEARNING OBJECTIVE File 125.7KB Image (JPEG)
chapter 11, Initernational Pay and Compensation learning objective
This chapter aims to:
-Examine the differences and similarities in compensation practices across countries.
-Explain the key factors that drive variations in these practices globally.
-Present strategies used by multinational corporations (MNCs) to balance the competing demands of global alignment and local conformance.
-Introduce the concept of expatriate compensation and explore the challenges related to internal eq
Please submit your PPT here
MATERIAL: COMPENSATING AN INTERNATIONAL WORKFORCE
MATERIAL : INTERNATIONAL COMPENSATION
ZOOM DOCUMENTATION
- PPT Chapter 11 File 1.1MB PDF document
INTERNATIONAL PAY AND COMPENSATIONS
- MATERI File 150.4KB PDF document
INTERNATIONAL COMPENSATION
Session 13. Ch 12. International and comparative employee voice
Session 14: Ch 13. International corporate social responsibility
- Chapter 13 International corporate social responsibility International HRM File 359.4KB PDF document
LESSON MATERIAL: IS GLOBAL CSR WORTH IT?
MATERIAL : EXAMPLES OF CSR
Answers this questions:
- Explain the concept of corporate social responsibility (CSR)!
Explain the reasons why companies should engage with this idea and explore how they can do this!
How CSR differs between countries and why?
-
Explain the implications of the rise of CSR for HRM !
IHRM Class 22 May 2025
Session 15: Ch 14. International migration and HRM
Session 16: Final exam
