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Establishment
Language of instruction
English
Teaching content
HRM
Training officer(s)
S.Baddar
Stakeholder(s)
S.Baddar
Présentation
Prerequisite
N/A
Goal
Understand and contribute to the determination of international HRM strategy, policy and practice appropriate to the needs of MNCs and differing national contexts.
Identify systematic similarities and differences between countries and regions that influence and determine employer and workforce practices
Take decisions and provide solutions related to HR issues in accordance with deontological rules and diversity for a sustainable development of HR
Identify systematic similarities and differences between countries and regions that influence and determine employer and workforce practices
Take decisions and provide solutions related to HR issues in accordance with deontological rules and diversity for a sustainable development of HR
Presentation
Role of the HR function in a multinational company, and the required competencies. MNCs'International HRM strategies, the structural, cultural and institutional factors that determine the IHRM strategy of MNCs and the transfer of HRM practices across borders.
The HR policies. The complexity coming from an international context. Different approaches: HCN, PCN, TCN. Planning the workforce in a multinational company.
Recruitment and selection of multinational companies; international compensation systems: expatriates vs loacs; internatioanl training and development and the importance of pre-departure and post-departure training; Diversity issues, ethics and CSR.
The HR policies. The complexity coming from an international context. Different approaches: HCN, PCN, TCN. Planning the workforce in a multinational company.
Recruitment and selection of multinational companies; international compensation systems: expatriates vs loacs; internatioanl training and development and the importance of pre-departure and post-departure training; Diversity issues, ethics and CSR.
Modalités
Organization
| Type | Amount of time | Comment | |
|---|---|---|---|
| Présentiel | |||
| Cours magistral | 4,00 | ||
| Cours interactif | 12,00 | ||
| Autoformation | |||
| Lecture du manuel de référence | 8,00 | ||
| Recherche | 8,00 | ||
| Travail personnel | |||
| Group Project | 12,00 | ||
| Individual Project | 4,00 | ||
| Charge de travail personnel indicative | 4,00 | ||
| Overall student workload | 52,00 | ||
Evaluation
Each session is organised mixing theoretical contents with practical applications (case study, exercises, etc.). Students are encouraged to lead personal and team analysis and to develop critical thinking of the use of human resources operational systems in companies operating in international contexts. Special attention is given to ethical and CSR issues in the management of HR.
Assessment based on Team presentations with individual tasks, case studies and group project.
Assessment based on Team presentations with individual tasks, case studies and group project.
| Control type | Duration | Amount | Weighting |
|---|---|---|---|
| Contrôle continu | |||
| Présentation orale | 0,50 | 1 | 25,00 |
| Participation | 16,00 | 1 | 15,00 |
| Autres | |||
| Projet Collectif | 12,00 | 1 | 60,00 |
| TOTAL | 100,00 | ||
Ressources
Bibliography
Dowling, Festing & Engle. International Human Resources Management. Thomson, 5th edition. -
Harzing, A-W. and Pinnington (2011). International Human Resource Management (3rd ed.). London: Sage -
Harzing, A-W. and Pinnington (2011). International Human Resource Management (3rd ed.). London: Sage -