Zur Hauptnavigation

    International Human Resources Management

    Track:All tracks except Int. Human Resources Management
    Follow-up / Interfaces:
    Change Management & Entrepreneurship; Principles of Leadership
    Pre-requisites:Pre-reading and preparation tasks
    Didactics:
    Lecture, case studies, role plays, group tasks, plenum discussions
    Exam:Written Exam
    ECTS points:3
    Lecturer:Prof. Dr. Peter Weis

    Aims and objectives:

    The aim of this lecture is to familiarise students with the tools and methods of Human Resources Management in an international environment.
    Understanding the relationship between (international) strategic objectives, organizational performance and human behaviour should enable students to better motivate and understand IHRM phenomena’s and to diagnose and analyze complex behavior in a different cultural setting.

    General learning objectives:

    • Being able to understand HR-challenges in international management
    • Know how the HRM function can contribute to the firm’s international strategy
    • Have an understanding how to appraise and evaluate in an international environment
    • Know how to prepare, train and develop employees for international posts
    • Identify the main trends regarding international compensation for executives
    • Understand major ethical and SCR topics in international business

    Using role play, case studies and presentations, students will focus actively on the organizational, cultural and economic context of internationally oriented human resources management.

    Detailed learning outcomes:

    By the end of this course, students will be able to:

    • Understand HR-challenges in international management
    • Describe how the HRM function can contribute to the firm’s international strategy
    • Recognize the specialties of Performance Appraisals in an international environment
    • Know how to prepare, train and develop employees for international posts
    • Identify the main trends regarding international compensation for executives
    • Understand major ethical and SCR topics in international Business

    Course textbooks: 

    Dowling, P.J., Festing, M., Engle, A.D., International Human Resource Management, 6th edition, London 2013

    Content of International Human Resources: 

    1. The Role of HRM in a Global World

    • The Management Process
    • Strategic Planning and Strategic Trends
    • HR’s Strategic Role
    • International HRM
    • Social Corporate Responsibility (SCR)

    2. The Organizational Context

    • Organizational Dimensions and Strategies
    • International Organizational Development

    3. Global Staffing

    • War For Talents
    • Recruitment Process
    • Employee Testing and Selection
    • International Staffing Policies
    • Culture Shock
    • Selection and International Assignment
    • Failures and Problems
    • Repatriation

    4. Managing Performance and Appraising

    • Performance Management (PM)
    • Performance Appraisals (PA)
    • Expatriate Performance and Appraisal
    • Balanced Scorecard

    5. Training and Development

    • Personnel Development (PD)
    • Strategic Competence- and Skill-Management
    • Expat Preparation Tools and Instruments
    • Development of a cadre of international Managers

    6. Compensation

    • Performance-Incentive-Systems
    • Incentives: Tools and Components Long-Term-Incentives
    • Manager’s Compensation Implementing Incentive Plans
    • Examples for Innovative Compensation Models
    • International Rewarding

    Recommended supplemental readings: 

    Ashok Som, Redesigning the Human Resources Function at Lafarge, in: Human Resource Management, Vol. 42 (2003), No. 3, Pp.271-288.

    Bennett, Rita, Aston, Anne, and Colquhoun, Tracy, Cross-cultural training: A critical step in ensuring the success of international Assignment, in: Human Resource Management, Vol. 39 (2000), Nos. 2 & 3, Pp. 239–250. 

    Bruch, Heike, Sattelberger, Thomas, Lufthansa’s Transformation Marathon: Process of Liberating and Focusing Change Energy, in: Human Resource Management, Vol. 40 (2001), No. 3, Pp. 249-259.

    Holbeche, Linda, Aligning Human Resources and Business Strategy, Oxford 2002 

    Kirn, Steven, Rucci, Anthony, Huselid, Mark, Becker, Brian, Strategic Human Resource Management at Sears, In: Human Resource Management, Vol. 38 (1999), No. 4, Pp.329-335.

    Luann J. Lyncha, Susan E. Perryb, An overview of management compensation, Journal of Accounting Education, Vol. 21 (2003), Pp. 43–60.

    Marmer Solomon, Charlene, Building Teams Across Borders (Essentials of this article), in: Global Workforce, November 1998, Vol. 3, No. 6, pp. 12-17.

     Mendenhall, Mark, Jensen, Robert, Black, Stewart, Gregersen, Hal, Human Resource Management Challenges in the Age of Globalisation, in: Organizational Dynamics, Vol. 32 (2003), No. 3, Pp. 261-274.

    Neary, D. Bradford, Creating a Company-Wide, On-line, Performance Management System: A Case Study at TRW Inc., in: Human Resource Management, Vol. 41(2002), No. 4, Pp. 491–498.

    Mendenhall, Mark, Stahl, Günther, Expatriate Training and Development: Where do we go from here?,In: Human Resource Management, Vol. 39 (2000), No. 2&3, Pp.251-265.

    Ryan, Ann Marie, Wiechmann, Darin, and Hemingway, Monica, Designing and implementing global staffing systems: Part II – Best Practices, in: Human Resource Management, Spring 2003, Vol. 42, No. 1, Pp. 85–94.

    Svoboda, Michael, Schröder, Silke, Transforming Human Resources in the New Economy: Developing the Next Generation of Global HR Managers at Deutsche Bank AG, in: Human Resource Management, Vol. 40 (2001), No. 3, Pp.261-273.

    Tahvanainen, Marja, Expatriate Performance Management: The Case of Nokia Telecommunications, in: Human Resource Management, Summer/Fall 2000, Vol. 39, Nos. 2 & 3, Pp. 267–275.

    Tung, Rosalie, A Contingency Framework of Selection and Training of Expatriates Revisited, In: Human Resource Management Review, Vol. 8 (1998), No. 1, Pp. 23-37 

    Schattenwurf