Dr Katie-Anne Best

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/CIPD). This course is available on the Global MSc in Management, Global MSc in Management (MBA Exchange), MBA Exchange, MSc in Human Resources and Organisations (Organisational Behaviour) and MSc in Management (1 Year Programme). This course is available with permission as an outside option to students on other programmes where regulations permit.

This course examines how current global factors influence the management of human resources in global enterprises. It explores how emerging digital technologies influence the forms of work and the roles of HRM in supporting digital transformation and virtual work, the roles of HRM in supporting organizational changes such as merger & acquisition or outsourcing, and how HRM can help organizations meet contemporary social expectations such as diversity and social responsibilities. This is a practical course that draws heavily on case studies to analyze current issues in HRM and good practices.  

The course discusses topics such as: digital HRM, global virtual teams, flexible work arrangement and employee wellbeing, global diversity and inclusion, HR in mergers & acquisitions, outsourcing and HR, and HR & global corporate social responsibility.

15 hours of lectures and 15 hours of seminars in the LT.

Teaching will be supplemented by several guest speakers from leading industry practitioners. 

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

Students will have the opportunity to write a management case memo based on a case discussed during the seminars. The feedback will prepare students for the summative case memos and analysis of new case in the final exam.

Lazarova, M., Thomas, D. C., & Farndale, E. (2021). Essentials of International Human Resource Management: Managing People Globally. Edward Elgar Publishing.

Chong, S., Huang, Y., & Chang, C.-H. (D.). (2020). Supporting interdependent telework employees: A moderated-mediation model linking daily COVID-19 task setbacks to next-day work withdrawal. Journal of Applied Psychology, 105(12), 1408–1422. 

Farh, C. I. C., Liao, H., Shapiro, D. L., Shin, J., & Guan, O. Z. (2021). Out of sight and out of mind? Networking strategies for enhancing inclusion in multinational organizations. Journal of Applied Psychology, 106(4), 582–598.

Edwards, M. R., & Edwards, T. (2013). Employee responses to changing aspects of the employer brand following a multinational acquisition: a longitudinal study. Human Resource Management, 52(1), 27-54.

Class participation (10%).
Case analysis (30%) and take-home assessment (60%) in the ST.

For the case analysis memos, each student will be expected to provide an individual solution to issues in the case

The take home assessment consists of an unseen case analysis and an essay question.