国际人力资源管理课程(英文版)

1、PGBM18:International HRMAssessment- Logistics and Rationale- Coursework Task-Specific Guidelines- Marking Framework- Generic GuidelinesLogistics and RationaleLogistics:One formative assessment100% individual written work Hand in date: 21st May 2010Hand in time: no later than 5.00 pm Hand in place: A

2、ssignment Services at Prospect Building Attendance / Workshop activities usefulFurther guidance: last workshop session 10 TBC (report writing, referencing, opportunity to ask any assessment related questions) See SunSpace Rationale:Meet modules all learning outcomesTest knowledge and understanding S

3、kills development necessary for corporate environmentMeet the needs and interests of a range of studentsTask An American or European or Japanese multinational enterprise (students might use a fictitious or real organisation) is to open a new subsidiary in a country of your choice (the host country c

4、an be either a developed or developing nation). It is the first investment the company has made within this national setting. As the internal Human Resources (HR) consultant of this organisation you have been asked by the senior management team to conduct thorough research and prepare a report that

5、deals with the following issues: -Guidance: Proposed structure 1)Evidence on the structure and strategy of the specific company as a multinational enterprise. Fictitious organisation or real life organisationSpecific company = specific country of origin/nationality (European or American or Japanese)

6、 and not a specific real life organisation 2) A detailed analysis and discussion of the host nations systems (i.e. socio-economic i n s t i t u t i o n a l m e c h a n i s m s a n d employment/HRM systems).3) An evaluation of the feasibility of transferring at least one human resource management pra

7、ctice to the new subsidiary.Guidelines: Part 1Part 1: Evidence on the structure and strategy of the specific company as a multinational enterprise. SIHRM: i.e. Exportive/Adaptive/Close-Open Hybrid; Ethnocentric / Polycentric / Geocentric etc.STRUCTURE: i.e. Relationship (co-ordination + control): pa

8、rent subsidiary; Centralised / Decentralised / Co-ordinated Federations, Centralised Hub etc.Empirical evidence on the strategy and structure of European or American or Japanese MNEs.Evidence on country-of-origin systems (this could also be included in part 3 depends on how students wish to structur

9、e their report)Guidelines: Part 2Part 2: A detailed analysis and discussion of the host nations systems (i.e. socio-economic institutional mechanisms and employment/HRM systems).Draw evidence in relation to the chosen host nation from an institutionalist or a culturalist or an integrated perspective

10、. Ideally students should go either for the institutional account or the integrated one as these are much more fruitful approaches that will help them to deal effectively with the third part of the report. In this section, students could include issues like: labour markets, recruitment, performance

11、management, wage systems, training/education, labour legislation, government role, industrial relations system etc. The issues that could be included here, however, are likely to be determined by the students choice on the HRM practices that their multinational company wishes to transfer.Guidelines:

12、 Part 3Part 3: An evaluation of the feasibility of transferring at least one human resource management practice to the new subsidiary.Focus should be placed on at least one HRM practice (i.e. recruitment/ selection, learning / development, compensation / performance, relations / equality etc.) Stude

13、nts here need to consider the extent to which this / these practice(s) may be transferred and diffused. In this respect they need to consider the different levels and directions of HRM diffusion (i.e. forward / reverse diffusion) and the different effects on HRM transfer (i.e. home-country, dominanc

14、e, host country).Their argument and views need to be supported by empirical evidence. Marking framework Research: 25% Analysis: 55% Structure: 10% References: 5% Presentation: 5%Research (25%) Does the report indicate preparation and planning through evidence of background research and use of an app

15、ropriate variety of relevant sources? Does the report provide enough descriptive content and factual information (i.e. host-country systems) from which to derive the arguments and assessment of key themes, issues and problems addressed in part three of the report, such as the diffusion and transfer

16、of HRM practice(s)?Analysis (55%) Does the report present several arguments, which convey the writers own views in relation to the topic and which meet the objectives set by the writer? Are these arguments supported by empirical evidence and examples from a variety of sources? Does the report engage

17、 in a critical assessment of the identified themes, issues and evidence by subjecting them to scrutiny through drawing on relevant sources and the writers own thoughts (obviously supported)?Structure (10%) Does the report have a clear and appropriate structure, including introduction, methodology, l

18、inked points and arguments and a conclusion? Does the report set out the objectives in terms of what the writer intends to achieve and how the selected topic relates to class themes? Does the report have a conclusion, which summarises the key points and arguments, and relates these back to the original objectives?References (5%) and Presentation (5%) R