Introduction to IHRM Definition, The drivers of internationalization of business. The differentsetting of International Human Resource Management. Development of IHRM. Differencebetween IHRM and Domestic HRM. Models of IHRM-Matching model, Harvard Model,Contextual Model, 5P Model European Model. SHRM: Evolution of MNE’s, Businessstrategies, IHRM Strategies, SIHRM. Barriers in effective global HRM. Socio-cultural context,Organizational dynamics and IHRM: Role of culture in International HRM, Country andRegional Cultures, Country Culture versus MNE Culture. Culture and employee managementissues/ impact of Country culture on IHRM
Strategies for International Growth: Exploiting global integration-The logic of globalintegration, differentiation, Mastering expatriation, beyond the traditional expatriate model, thelimits of global integration. Becoming locally responsive: The roots of responsiveness,understanding diversity, responding to diversity, the challenges of localization. Managingalliances and joint ventures - IHRM and International Alliances, IHRM and International JointVentures.
International Workforce planning and staffing: International labour market InternationalRecruitment function; head-hunters, cross-national advertising, e-recruitment; Internationalstaffing choice, different approaches to multinational staffing decisions, Types of internationalassignments, Selection criteria and techniques, use of selection tests, interviews for internationalselection, international staffing issues, Successful expatriation, role of an expatriate, femaleexpatriation, repatriation, re-entry and career issues.
Developing Global Mindset: Global Leadership, Cross cultural context and internationalassignees, Current scenario in international training and development, training & development ofinternational staff, types of expatriate training, sensitivity training, Career Development,repatriate training, developing international staff and multinational teams, knowledge transfer inmultinational companies.
Performance Management: Performance Management and MNE, Constraints in goalattainment, performance management cycle, Performance Management of InternationalAssignees, third and host country employees, issues and challenges in international performancemanagement, country specific performance management practices
International Compensation and International Employment Laws: Internationalcompensation and international assignees, Forms of compensation, key components ofinternational compensation, Approaches to international compensation, compensation practicesacross the countries, emerging issues in compensation management. Establishment of labourstandards by International Institutions, The global legal and regulatory context of MNE, TheInternational framework of Ethics and Labour standards, Key issues in International IndustrialRelations, Trade Unions and MNE’s, Response of Trade Unions to MNE’s, Non-Union workerrepresentation.
International Workforce and International HRIS: Working with multicultural and ethnicgroups, Health and safety and International Assignees, Crisis Management, Global HR SharedServices, Managing HR in virtual organization, HRIS: Meaning, Role of IT in HR, Designing ofHRIS, Applications of HRIS in Employee Management, Limitation of HRIS.Practical Component:• Study the Socio-Political-Economic System in U.S, U.K, Japan and India and prepare acomparative analysis.• Visit an MNE organization and study the HR shared services operations performed.• Solve a case study to understand the challenges faced by organizations in evaluating theperformance of international assignees.• Study and compare Recruitment, Selection and Training practices in various countries.• Study Indian and US legal aspects involved when deploying an employee on anInternational Assignment.