Prof Sarosh Kuruvilla

This course is compulsory on the MSc in Human Resources and Organisations (Human Resource Management/CIPD) and MSc in Human Resources and Organisations (International Employment Relations and Human Resource Management). This course is available on the CEMS Exchange, Global MSc in Management, Global MSc in Management (CEMS MIM), Global MSc in Management (MBA Exchange), MBA Exchange and MSc in Human Resources and Organisations (Organisational Behaviour). This course is available with permission as an outside option to students on other programmes where regulations permit.

This course examines human resource management (HRM) strategies and practices of global corporations, seeking to understand typical approaches and best practices. Anchored in theories about strategic human resource management, comparative institutions and global value chains, the goal of the course is to understand the variety of determinants of global/international HR strategy and practice in a variety of HR domains. In doing so, it provides an international dimension to a variety of topics covered in the introductory HRM course (MG480).

In the course modules, we will:

• Evaluate the strategic choices facing global corporations, including the choice between adopting highly centralized or predominantly decentralized HR policies.
• Understand HR considerations in the outsourcing and offshoring of work; and the role of HRM in managing international mergers and acquisitions.
• Analyze how institutions and culture affect HR practices, in particular compensation and performance management strategies.
• Analyze the challenges faced by global corporations in structuring global assignments with specific reference to expatriation and repatriation of global managers, and how corporations are dealing with global talent management.
• Taking a global value chain approach, examine how global firms extend their HRM/ER policies to their supply chain, and evaluate the efficacy of methods to improve labor standards and human rights in global supply chains.

10 hours of lectures and 20 hours of seminars in the LT. 1 hour and 30 minutes of seminars in the ST.

Students on this course will have a reading week in Week 6, in line with departmental policy.

During the first week of classes, students will be instructed in the art of case analysis, and will be instructed as to what is required in the case memos.  Students may elect to write case memos for week 2, which will be unassessed, but instructors will provide collective feedback. 

A formative take-home case analysis will be given in week 4, which will be graded during the reading week and written feedback provided by the marker.  This case analysis, is a time-limited project that requires an analysis of the case problem, some independent research on similar problems in the industry, a solution to the case, with empirical and theoretical justification of solution, with implications for industrial practice. The case will be made available to the students on Monday morning of Week 4. The deadline for submission will be Friday afternoon of Week 4 at 4pm. 

The objective of the case analysis is to test students’ knowledge of course material and the ability to apply that knowledge an analytical way to a practical industrial problem.

Harzing, A-W.and Ruysseveldt, J.V. (2004) International Human Resource Management, Secnd Edition. London: Sage Publications.

Rubery, J. and D. Grimshaw (2003) The organization of employment: An International Perspective. Houndmills, Basingstoke, Hampshire, NY: Palgrave McMillan.

Catteneo, O., G. Gereffi, and C. Staritz (2010) Global Value Chains in a Postcrisis World. The World Bank Press.

David Marsden. A Theory of Employment Systems: Microfoundations of Societal Diversity. Oxford University Press, 1999.

Class participation (10%), other (40%) and take home exam (50%).

The other assessment will be based on case memos. Each student will be expected, in their case memos, to provide an individual solution to the case and provide a theoretical justification for their decision.