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1、《國際人力資源管理》課程簡介 課程編號 12HRM386 課程名稱 國際人力資源管理 課程性質(zhì) 選修 學 時 72 學 分 4.5 學時分配 授課：72實驗： 上機：實踐： 實踐（周）： 考核方式 閉卷考試， 平時成績占50% ,期末成績占50% 開課學院 國際教育學院 更新時間 適用專業(yè) 財務管理（中澳合作） 先修課程 組織與管理 課程內(nèi)容: 本課程從跨國公司的角度去看待人力資源管理方面的行為。國際人力資源和國內(nèi)人力資 源管理最大的區(qū)別是在國際環(huán)境中存在某些因素或變量會影響人力資源行為被應用的方式。 本課程內(nèi)容主要包括國際人力

2、資源管理導論、跨國人員配備、外派人員的招聘和選拔、跨國 薪酬、跨國培訓和開發(fā)、國際勞工關(guān)系、績效管理以及國際人力資源管理的趨勢。通過本門 課程的學習，學生能夠理解跨國人員配備對維持國際業(yè)務的重要性，能夠發(fā)現(xiàn)和分析影響外 派人員招聘和選拔的關(guān)鍵問題，能夠解釋組織從國內(nèi)薪酬管理發(fā)展到國際薪酬管理時所遇到 的復雜性，能夠討論國際勞資關(guān)系中的一些問題及跨國公司相關(guān)政策和行為，能夠列舉出多 國背景中在設(shè)計有效績效管理系統(tǒng)時跨國經(jīng)營所需要考慮的一些問題。最后能夠發(fā)現(xiàn)和評估 可能會影響國際人力資源管理的趨勢和挑戰(zhàn)。 Brief Introduction Code 12HRM386 Tit

3、le International Dimensions of Human Resource Course nature Optional Semester Hours 72 Credits 4.5 Semester Hour Structure Lecture： 72 Experiment： Computer Lab： Practice： Practice (Week)： Assessment Closed book examination, usually results accounted for 50%, the final grade accounted for

4、50%. Offered by International Education College Date for Financial Management (Sino-Australian cooperation) Prerequisite Organizations and Management Course Description: This subject looks at aspects of human resource management in multinational organizations. The most important differenc

5、e between IHRM and domestic HRM is in the variables or factors that shape the way that practices are applied in the international setting. The main contents including: introducing international human resource management, staffing international operations, recruiting and selecting staff for intern

6、ational assignments, international compensation, international training and development, international industrial relations, performance management, IHRM trends. By this subject, students are able to explain the role of staffing international operations for sustaining international business, able

7、 to identify and analyze key issues affecting recruitment and selection for international assignments, able to explain the complexities that arise when organizations move from compensation at the domestic level to compensation in an international context, able to discuss the key issues in interna

8、tional industrial relations and the policies and practices of multinationals, able to list the dimensions to international business operations that need to be considered when designing an effective performance management system in the multi-national context, finally able to identify and appraise

9、 trends and future challenges that are likely to have an impact on international human resource management. 《國際人力資源管理》課程教學大綱 課程編號 12HRM386 課程名稱 國際人力資源管理 課程性質(zhì) 選修 學 時 72 學 分 4.5 學時分配 授課：72 實驗： 上機： 實踐： 實踐（周）： 考核方式 閉卷考試，平時成績占50% ,期末成績占50% 開課學院 國際教育學院 更新時間 適用專業(yè) 財務管理（中澳合作） 先修課程 組織

10、與管理 一、教學內(nèi)容 Topic 1 Introducing international human resource management 1.1 Define key IHRM terms 1.2 Review expatriate management evolution 1.3 Outline differences between domestic and international HRM 1.4 Discover the increasing complexity and potential challenges of current IHRM Topic 2

11、Staffing international operations 2.1 The reasons for using international assignments 2.2 Various types of international assignments 2.3 The role of the corporate HR function in MNEs Topic 3 Recruiting and selecting staff for international assignments 3.1 The myth of the global manager 3.2 The

12、 debate surrounding expatriate failure 3.3 Factors moderating intent to stay in or leave the international assignment 3.4 Selection criteria for international assignments Topic 4 International compensation 4.1 Detail the key components of an international compensation program. 4.2 Outline the t

13、wo main approaches to international compensation and the advantages and disadvantages of each approach. 4.3 Examine the special problem areas of taxation, valid international living cost data and the problem of managing TCN compensation. 4.4 Examine recent developments and global compensation is

14、sues. Topic 5 International training and development 5.1 The role of training in supporting expatriate adjustment and on-assignment performance. 5.2 Components of effective pre-departure training programs 5.3 The developmental aspect of international assignments. 5.4 Training and developing in

15、ternational management teams. 5.5 Trends in international training and development. Topic 6 International industrial relations 6.1 Discuss the key issues in international industrial relations and the policies and practices of multinationals 6.2 Examine the potential constraints that trade union

16、s may have on multinationals 6.3 Discuss recent trends and issues in the global workforce context 6.4 Discuss the formation of regional economic zones such as the European Union and the impact of opponents to globalization Topic 7 Performance management 7.1 Performance management as part of a M

17、NE's control system 7.2 Factors associated with expatriate performance, 7.3 Performance management of expatriates and non-expatriates Topic 8 IHRM trends: complexity, challenges and choices in the future 8.1 International business ethics and HRM 8.2 Mode of operation and IHRM 8.3 Ownership iss

18、ues relating to IHRM requirements of organizations other than the large multinationals 8.4 Safety and security issues 二、教學基本要求 Topic 1 Introducing international human resource management The first topic in this subject introduces the scope and nature of IHRM 一 what is it? How is it different d

19、o domestic HRM? How do we apply a strategic view of IHRM? There are several key pieces of knowledge that you will need to learn in order to understand later topics in the subject. IHRM has quite a lot of jargon or specific terminology that it uses. It can be difficult to keep up with all of the t

20、erms. That is why, from the beginning, you should learn the key terms and concepts so that you can use these later to understand other topics, and to answer exam questions. Teaching focus： The nature and scope of IHRM Teaching difficult points： How do we understand IHRM activities in an internati

21、onal context? Topic 2 Staffing international operations In the first topic we set the scene for this subject by examining the meaning and scope of IHRM. In this second topic we begin our look at specific aspects of HRM in the internationalcontext. Staffing is the logical starting point: what app

22、roach do multinationals take to staffing their operations? How are international assignments developed? How do we measure the return on investment of international assignments? How should the HRM function be organized in a multinational organization? These are the key questions that we will be lo

23、oking at in this topic. It is important to remember that sending staff overseas on international assignments is costly, and there are significant risks of failure. This is why organizations need to look very carefully at the need, the process and the return from using different approaches to staf

24、fing their operations. You will find that there are several more new terms in this topic. It may be worthwhile making your own glossary of terms and learning them throughout the session. Teaching focus： Approaches to staffing Teaching difficult points: HR implications of international staffing a

25、pproaches; Return on investment of international assignments Topic 3 Recruiting and selecting staff for international assignments This topic examines issues surrounding the approach to acquiring staff for international assignments. This would include selecting existing staff in an organization t

26、o undertake international assignments. So far in this subject we have looked at the definition and scope of IHRM and issues associated with staffing organizations that operate in multiple countries. You have seen that there are many new terms used in this field of HRM, as well as some new theore

27、tical concepts, and, most important, some added complexities that come with taking an international approach to HRM. This topic looks into another HRM aspect of multinational organizations 一 the way that they choose people to undertake international assignments. As we saw in the past topic, staff

28、ing decisions will be influenced by host country regulation, and the philosophy of the home country organization, i.e., geocentric, polycentric, and so on. Perhaps you are interested in this area because this is something that you aspire to. How prepared will you be to be considered? This topic

29、will give you some helpful insights into what it takes to be selected to pursue an international assignment in a multinational organization. Teaching focus： Selection of candidates for international assignments Teaching difficult points： Understanding the meaning of expatriate and Discussing the

30、reasons for expatriate failure Topic 4 International compensation Globalization has increased awareness of and concern for creating internationally equitable compensation systems in many companies. The complex nature of international compensation dictates that it receives special attention fro

31、m organization operating in a multi-national environment. It is crucial that organizations understand the kind of employees employed by international firms, the elements that comprise an international compensation system, and the special problems associated with returning citizens on overseas ass

32、ignments to their home corporation. International compensation is about more than just expatriate pay. Compensation today is seen as: a mechanism to develop and reinforce a global corporate culture; a primary source of corporate control, and part of the corporate governance framework. This HR as

33、pect has seen increasing complexity, many challenges and greater choice in customizing compensation to individuals9 needs and performance goals. Teaching focus： understanding objectives of international compensation and the key components of an international compensation package Teaching diffic

34、ult points: contrast the "going rate9 with "balance sheet' approaches to compensation. Topic 5 International training and development There are two main aspects to training and development in IHRM: first, training as preparation for undertaking an international assignment, and second, the role o

35、f international assignments as vehicles for the training and development of staff. The focus in this topic is mainly on the traditional expatriate assignment. Teaching focus： approaches to pre-departure training; international assignments for management development and organizational development

36、. Teaching difficult points： emerging issues that are influencing the way international training and development programs are designed and delivered. Topic 6 International industrial relations This topic examines industrial relations conducted across national boundaries, for example, where a m

37、ultinational organization has operations in several countries. Here, it is important for the organization to understand the similarities and differences in the policies, systems and processes involved in each country, and are able to work within these constraints. We will be looking at this topic

38、 from two perspectives 一 employers and unions. Teaching focus： difficulties involved in comparing industrial relations systems; the factors that shape the way multinationals organize their industrial relations activities. Teaching difficult points： the role that trade unions play in international

39、 industrial relations, including their responses to the challenges of globalization. Topic 7 Performance management The final aspect of IHRM that we will study is performance management. You will be familiar with the purpose and basic methods of performance management from your earlier studies.

40、Here, we are looking at this topic in the international context. To what extent are the 'standard' methods still applicable? How do we manage the performance of employees in a subsidiary? For example, should a team based approach that is used in the United States be applied without change to a s

41、ubsidiary in China? These are complex questions and there has been considerable research devoted to this topic in recent years. Performance management is an important part of an organization's control system. In this topic performance management is defined as a process that enables the multinatio

42、nal to evaluate and continuously improve individual, subsidiary unit, and corporate performance, against clearly defined, pre-set goals and targets. You can see that performance management is a multi-level construct, and that it is a continuous process. Teaching focus： the key steps in the perfo

43、rmance management process Teaching difflcult points： the constraints that face multinationals in developing performance management systems; the challenges involved in applying performance management systems to host country employees. Topic 8 IHRM trends: complexity, challenges and choices in the

44、 future In this final topic we look at a selection of emerging issues in IHRM. Each of these issues warrants more detailed study, but in this subject, we will be considering these issues in a broad sense. The issues we will study are: International business ethics and HRM — notably, the way bri

45、bery is handled; Challenges for the HR function of the multinational firm; the emerging role of NGOs; The challenges of safety, security and counterterrorism. Teaching focus： International business ethics and HRM 一 notably, the way bribery is handled; Challenges for the HR function of the multina

46、tional firm Teaching difficult points： The emerging role of NGOs; The challenges of safety, security and counterterrorism. 三、章節(jié)學時分配 早次 總課時 課堂講授 實驗 上機 實踐 備注 Topic 1 6 6 Topic 2 10 10 Topic 3 10 10 Topic 4 10 10 Topic 5 10 10 Topic 6 1

47、0 10 Topic 7 10 10 Topic 8 6 6 總計 72 72 四、教材與主要參考資料 教材： [1J Dowling, P.J., Festing, M., Engle, A.D. Sr. (2008) International Human Resource Management (5thed.). South Melbourne: Cengage 主要中文參考資料： [1]趙曙明等.跨國公司人力資源管理[M].北京：中國人民大學出版社，2001 執(zhí)筆： 審核： 批準：