MAN 6635 International Human Resource Management Section 2393

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1 Moteshakeram Thank you Grazie Danke Dziekuje Merci Toda Gracias Dankie Kösi Wado Hvala Takk Efharisto Ngiyabonga Na gode Shukria MAN 6635 International Human Resource Management Section 2393 Class time: TR 1:55 3:35 PM Instructor: Judy Scully Callahan, Ph.D. Meeting room: HGS 240 Office: Stuzin 211 Office hours: W Noon-2PM Phone: & by appointment e-learning Mail Tool Overview This course examines the complexities of international human resource management (IHRM). We will survey the functional aspects of IHRM, compare and contrast approaches taken, and identify some of the challenges of managing staff around the globe. The format will emphasize capstone lectures, class discussion of assigned readings and other topics, in-class exercises, case analysis, and a group project. A basic understanding of the functional areas of HR is essential for success in this class. Course Objectives: Identify the influence of local economic, legal, and culture on IHRM. Survey the functional aspects of IHRM. Identify and discuss tools an IHR manager may use in the global marketplace. Obtain in-depth knowledge of the HRM environment in select countries. Apply the principles of project management to a group project. These objectives will be accomplished by: Describing the content, applications and uses of typical IHRM programs. Reviewing factors currently influence business globally and discussing those likely to affect IHRM. Using a common experiential learning activity to ground discussion of culture and cultural diversity. Using project management tools to establish and track core measures of project success. Course Evaluation Your grade will be based on a combination of group and individual efforts. The following weights will be used to calculate the final course grade: 1. Group Paper: 40 (weighted by individual contribution) 2. Group Presentation: 25 (based on class & instructor evaluations) 3. Group Project Management: 5 (weighted by individual contribution) 4. Individual Case Write-up 20 (10 per case) 5. Individual Participation: 10

2 1. Group Papers. Working in groups of six, class participants will complete a project of a quality that could be presented to a top management team. The project will present recommendations for IHRM elements of the company s global expansion. The project involves: researching the culture for compatibility with the firm s culture and the firm's national culture. developing a culture-specific IHRM plan for expatriates or third-country nationals. applying project management tools to identify key milestones, distribute responsibilities, and compile a quality project. The general criteria for evaluating the paper include: Clarity/organization of ideas: 20% Content and thoroughness of research: 30% Evidence of critical evaluation in analyses: 40% Professionalism (e.g., grammar, mechanics): 10% A two-page, double-spaced and typed PROJECT PLAN of the paper topic is due in class on the date specified on the schedule. This overview will describe the target country and the general plan. Each group will meet with me on the assigned day to discuss the outline and any project challenges. Provide sufficient detail to allow me to provide specific comments and suggestions. 2. Group Presentation: Each group will give a 20 minute presentation of the project. The presentations should be professional as if given to company top management. Everyone in the group must participate in the presentation. Any member not presenting will receive no credit for the presentation and thus no credit for 25 points. Presentations will be evaluated according to the following general criteria: Clarity/organization (structuring of available time): Professionalism (use of visual aids and handouts, flow, etc.): Content/evidence of critical evaluation (including response to questions): 5 points 10 points 10 points Class members and I will rate presentations on these criteria. A group grade will be assigned. The grade will be a weighted mean of assigned grades. Class evaluations are weighted 40% and mine is weighted 60%. Individual grades for group work will be calculated as follows: At the end of the module, group members will evaluate the performance of the others in their group by distributing points (100 points per other group member, e.g., if there are six group members, you have 600 points to distribute). There must be at least two points separating each team member. You may give a poor performing group member fewer than 100 points and a superior performing group member more than 100 points as long as the points average to 100. Please consider the implications of your allocation. Any group assigning a weight that results in a failing grade for any group member must meet with me and the member assigned the failing grade for a frank discussion of the issues. The group will receive no grade (effectively a zero) until this meeting has taken place. The group project grade will be multiplied by the peer weight to obtain individual project and presentation grades. For example: Average peer grade Instructor s grade Individual s grade (.85 x 75) 81 (.90 x 90) 94.4 (1.18 x 80) Page 2 of 6

3 All papers and team member evaluation information must be submitted by the due date and time. Late papers will cost ALL team members (not just the responsible member) 10% per day off the final project grade. 3. Group Project Management: Project management has wide spread application. The principles and tools provide an invaluable guide to project success. The current workplace requires a significant amount of group project work. Applying the principles of project management aligns the team. Goals are established early in the project life. Progress is evaluated against established criteria providing both individual and group feedback. The fundamental areas of project management mirror the aims of the group project: planning, initiation, project control, financial evaluation, project quality, team management, and marketing and sales. Regardless of one s career aims, an understanding of these concepts, there interrelationships, and application will serve as a distinct strategic advantage. Groups will employ the fundamentals of project management to the group project. I will provide some resources. These tools must be used to guide and evaluate project progress. I will request submission of these documents periodically. The final project management documents will be submitted with the paper on date specified in the schedule. This must include a page signed by all group members attesting to the accuracy of documents. 4. Individual Case Write-up Each student will submit three short case analyses. Cases have been selected to represent challenges faced by managers. The analysis will identify the primary problem and provide alternatives for approaching that problem. The analysis may be no more than two pages exclusive of tables, exhibits, and figures. Any case not submitted on the date due will receive no credit. One possible structure for preparing a case analysis is: a. The facts pertinent to the case, especially human resources background; b. Diagnosis of the underlying issues/problems and arguments that support the diagnosis; c. Alternative prescriptions for improvement/ implementation and arguments that favor or do not favor each recommendation; d. The chosen strategy/ solution, why, and how you will create conditions for successfully implementing the strategy. NOTE: Everyone must be prepared to discuss all the assigned cases. Technical Requirements for Cases 1. Analyses must be double-spaced (except the references, tables, graphs, and figures) and singlesided. Use 1-inch margins and a 12-point font. 2. Number all pages. (NOTE: In professional writing, the cover page is not numbered.) 3. The analysis must be stapled. 4. Your name must appear on the title page. 5. Participation: Class sessions involve discussion of the assigned reading material, current events, and other topics raised by the class or me. I may give a short-answer quizzes regarding course content. I may also conduct simulations and exercises. One cannot participate if one is absent; therefore, attendance is a necessary but insufficient condition for participation. You are expected to participate fully. Participation involves (a) presenting an analysis of the assigned material, (b) sharing relevant articles found in the press (excluding ones used for articles requirement), (c) asking questions, and (d) responding to questions posed by me or by a class participant. I will randomly call on students every Page 3 of 6

4 session. An additional option for participation is identifying articles in the popular press and writing a brief explanation of the relationship between the article content and IHRM. The explanation may be no more than one typed page (12-point font, one-inch margins). Please be diligent regarding your writing. While this is a short sample, the quality of your writing can detract from your message. NOTE: This option is included to accommodate cultural differences and is not in lieu of attendance and available only after discussion with the instructor. You are expected to come to class prepared to participate. This includes reading all material for the class session before class time. Quality participation will be difficult if you are ill prepared. Remember quality counts! Speaking and participating are not the same and the former may detract from your participation evaluation. This is not meant to discourage questions. Please ask questions. Required Readings: Text: A student s attendance is taken as acceptance of the policies stated in the syllabus. Briscoe, D., Schuler, R, & Tarique, I. (2012). International human resource management: Policies and practices for multinational enterprises. Fourth Edition. Routledge: NY. Additional readings may be identified during the term and students are expected to read all of these materials. If you do not have a background in HR or have not completed coursework in this area, it is strongly recommended you use a survey HR textbook to read before reading the international aspects of this domain. COURSE POLICIES Academic Integrity: All students are required to abide by the Academic Honesty Guidelines which have been accepted by the University. Students are expected to pursue knowledge with integrity. The conduct set forth as violation of the Academic Honesty Guidelines (University of Florida Rule 6C ) includes plagiarism, receiving inappropriate assistance on exams, and inappropriate assistance on assignments. Violations of the Academic Honesty Guidelines shall result in judicial action and a student being subject to the sanctions in paragraph XIV of the Student Code of Conduct. Late Assignments: You are expected to take exams and submit all assignments on time. If this is not possible, please contact me prior to class. There is as 10% penalty per day for late assignments. Mail Correspondence: The E-learning Mail tool will be used for all electronic communication. I will check it regularly. To ensure I receive your message and I am able to respond before your deadline, please me at least 24 hours before you need an answer, want to set up a meeting, etc. Accommodation for Students with Disabilities: Classroom accommodation is available for qualifying students. If you require accommodation, you must register with the Dean of Students Office. They will provide documentation that you must present to me when making an accommodation request. Electronic Devices: Use of portable computing devices (laptop/tablet/notebook) during class time should be restricted to taking notes (versus answering ing, surfing the internet, etc.). Cell phones, smartphones, and other electronic communication devices should remain off during class. That said, some situation may demand immediate attention. If you find yourself in this position, please talk to me before class so we might minimize the distraction to your classmates. Page 4 of 6

5 Course Grievance Procedures: If you feel an assignment was graded unfairly, you may use the following procedure to voice your complaint: a. Within 10 days of receiving the grade, provide me with a written appeal. After 10 days, a grade is deemed final. b. To file an appeal, prepare a written statement detailing why you feel the grade is unfair. Be sure to document your reasons by referring to inconsistency in grading standards, misinterpreted meaning, etc. Stating simply that you feel you deserve a higher grade because you worked hard is insufficient grounds for appeal. Performance is a combination of hard work and ability. c. Submit the written statement and the graded assignment. You will receive written notification of my decision regarding your appeal. Absences: Attendance at all class sessions is important and expected. That said, I understand you have competing priorities and may have to miss a class. I do not believe that is appropriate for me to deem any such absences as excused or unexcused. As adults, I trust you to take into account the tradeoffs associated with the competing priorities in your lives and to make decisions on class attendance that best serves you and your classmates. Keep in mind your decision affects others. If you miss a class, arrive late or leave early, do not fully prepare for class, or do not participate in class, your actions negatively affect the entire class as we cannot benefit from your comments and insights on the material. If you are absent, arrange for a classmate to take notes for you and pick up any assignments or handouts. Do not compound one absence by being unprepared for the next session. Everyone is expected to attend all sessions where student groups are making presentations. A 40% deduction from the participation grade will be made for each group presentation session missed. Page 5 of 6

6 Tentative Schedule: Changes in schedule may occur to facilitate student learning (e.g., a topic may evoke discussion and continue from one meeting into another.) Date Topics Assignment Due Reading Jan 5 Introduction to International Human Resource Management Ch 1 & 2 Jan 7 Jan 12 Introduction to International Human Resource Management & Introduction to Project Management Culture Exercise Discussion Only Case: Bavarian Auto Works in Indonesia Jan 14 Culture Ch 5 Jan 19 Performance management Case: Nokia Tackles Expatriate Performance Management Ch 12 Jan 21 Performance management Case: Cross-cultural performance evaluation in Thailand Discussion Only Case: Road to Hell Jan 26 Staffing Industry Info Ch 8 Jan 28 Staffing Company Info; Case: Recruiting a Manager for BRB, Israel Ch 9 Feb 2 Meeting with Professor Project Outline & Schedule due Feb 4 Training Ch 10 Feb 9 Training Case: Training Managers in Malawi Feb 11 Compensation Case: Fred Bailey Case Ch 11 Feb 16 Feb 18 Feb 24 Compensation Presentations Groups Alpha, Bravo & Charlie Presentations Groups Delta, Echo & Foxtrot (meet in HGS 140) Discussion Only Case: Japan s Canon Uses Incentive Compensation Presentation due for assigned groups Project Due; Presentation due for assigned groups Page 6 of 6

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