INDU-1130: International Human Resource Management - Assignment Help

Assignment Task:

Task:

Aims:
The strategic management of human resources is recognised as vital to achieving competitive advantage in a global economy. This module introduces relevant concepts and theories in the field of Human Resource Management (HRM) and will provide students with the knowledge and key skills essential for both HR professionals and all people managers.

This module is aimed at students on generalist business management programmes in the Business School who have not previously studied any specialist HR modules. The module focuses on contemporary HRM topics within a comparative and international context, such as HRM in multi-nationals, global mobility, and global talent management. This module aims to outline the background and the main theoretical frameworks for the study of International HRM and introduce the broad functional areas of HRM, and how they interact. Readings, examples, and case studies from a variety of countries will be used, highlighting international diversity, allowing students to compare the role, activities and institutional frameworks of HRM in different national contexts.
 

Learning Outcomes:
On completing this module successfully, students will:
1. Demonstrate knowledge of the main theoretical frameworks influencing HRM practice; the importance of the integration of HRM practices with corporate strategy; and the external and internal factors that have an impact on HRM strategy.
2. Critically evaluate best practice in the key strategic areas of HRM; resourcing, reward, performance management, training and development, and employee relations – and the ways in which these areas are interconnected.
3. Apply knowledge of international and comparative aspects of HRM to contemporary issues in HRM, such as multi-nationals, global mobility, and global talent management.

Enquiry-Based Learning (EBL)
Defined as ‘an approach based on self-directed enquiry or investigation in which the student is actively engaged in the process of enquiry facilitated by a teacher. EBL uses real life scenarios (for example, from case studies, company visits, and project work) and studentsinvestigate topics of relevance that foster the skills of experimental design, data collection, critical analysis and problem-solving’. This module uses a series of case studies within the seminars to illustrate the concepts andmideas presented in the lectures. Furthermore, the assessment requires the students to conduct their own project work on a case study where you will apply insights from theoretical and empirical literature, and come up with practical recommendations.
 

Research-Led Teaching (RLT)
An element of Enquiry Based Learning links to RLT, which involves faculty introducing students to their own research where it is relevant to the curriculum being taught as well as drawing on their own knowledge of research developments in the field, introducing them to the work of other researchers. RLT sees students as active participants in the research process, not just as an audience.

Part 1: Group presentation
Task
You have been asked to prepare a 10-minute presentation to the Board of Directors of the Greenway Hotel Group Plc. The company plans to internationalise by acquiring a small hotel chain in France. The full briefing of the case study is available on the Moodle site and as appendix I to this handbook. The presentation is intended to give you an opportunity to simulate a presentation to a real company rather than an academic exercise, so the focus must be on:

(i) The practical aspects of Greenway’s plans to acquire the French company from an HRM perspectives (based on the topics we have covered so far in the module).
(ii) Using evidence (empirical studies and/or policy reports) that reflect the kinds of issues companies might face in this situation (from a cultural, institutional, regulatory perspective).
(iii) Making practical recommendations which will provide the Board of Directors with a sound basis for actions and decisions.

The Board of Directors is seeking your advice / recommendations on the following issues:
1. What recruitment approach should the company take to resourcing their management team in the short-term?
2. What factors do they need to consider as they expand their business to France (and potentially elsewhere in continental Europe)?
3. What are the implications of these for their HR practices in the short and long terms?
4. What should their long-term strategic approach be? Should they taken an ethnocentric approach and stick to it, or adopt a different strategy?

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