Global Human Resource Management MIM 564 Masters in International Management, Fall, 2006

Transcription

1 Global Human Resource Management MIM 564 Masters in International Management, Fall, 2006 Instructor: Sully Taylor, Professor, International Management, PSU Director, Master of International Management Program Office: 650 SBA Office Hours: by appointment Phone: Fax: Class Hours: Saturdays: 8-2:00 Location: SBA 140 The management of people may be the most critical component of a MNC's ability to implement its strategy effectively and compete in an increasingly complex and dynamic global economy. Some say that the key differentiator between the corporate winners and losers in the 21st century will be the effectiveness of the human organization (Tichy, Brimm, Charan, & Takeuchi) COURSE OBJECTIVES: The objectives of this course are as follows: a) Develop an understanding of basic management practices (e.g. recruiting, selecting and developing talented people; leading people; motivating people; working on teams; managing conflict; leading change in the organization). b) Understand how the effectiveness of different approaches to these management practices may differ across cultures, c) Learn how MNCs balance the integration and localization of their management systems. d) Learn the major approaches MNCs take to the staffing and management of international operations, and how this is interdependent with the management of domestic operations. This includes learning about the management of expatriates, local managers and third country nationals, and the development of global leaders. c) Learn how you can effective manage the interviewing and hiring of people, including yourself! d) To learn about the HRM institutions and underlying values of representative countries in Asia, and how new management trends may be applicable in these venues (or not). INSTRUCTOR EXPECTATIONS: In order for the above objectives to be reached, it is expected that: all readings have been completed before coming to class; cases have been analyzed ; and that you participate

2 fully in all class activities, whether they are discussions, presentations, group exercises or lectures. This also includes arriving to class on time, and staying the entire class period. Late arrivals and early departures will be counted as ½ of a class absence. All work should be turned in on the day it is due. Only exceptional circumstances, at the instructor's discretion, will permit a delay in turning work in, and will usually result in a reduction in the grade received. Academic honesty is required in this course. Any breach will result in a grade of F for the particular piece of work involved. LEARNING ENVIRONMENT The course will utilize a variety of learning approaches to reflect both the variety of the topics covered as well as draw on the different learning styles of each student. In general, the course will use case discussions, lectures, videos, experiential exercises, guest speakers, and role plays to help students to acquire the material. It is hoped that students will share their personal experiences with human resource management issues when relevant to the discussion, and will not hesitate to ask questions when something is not clear. There are no dumb questions. GRADING Grades will be based on the following: Class participation 15% Quiz Grades Average 25% ( best 2) 1 individual written case: 20% l group project: 35% Assignment on Career Mgmt. 5% Required texts: a. International Human Resource Management, 4 th edition. Peter Dowling and Denice Welch. Available in the bookstore. b. Reading packet of cases available at Clean Copy. Please note: Purchasing the coursepack is a course requirement, and any student failing to purchase the coursepack risks forfeiture of all Participation points. Illegal copying is a serious breach of professional and personal ethics; furthermore, it serves to undermine the publishing infrastructure on which the educational system depends.

3 Class participation: You are encouraged to ask questions and share insights. Of particular value is sharing that leads to increased understanding of the others in the class. Quantity of participation is less important. Maximum credit will be given to students whose comments present alternative views, find common ground in apparent disagreements, question assumptions, or otherwise contribute in thought-provoking and productive ways. Such positive contributions aid other students learning as well as your own, and will be rewarded accordingly. However, participation that is essentially focused on clarification of material is also valuable, and will be viewed positively. Quizzes: There will be 3 short (25 minutes) quizzes given over the course. These will cover the readings outside of class that are due that day, including the cases, and may incorporate material from lectures given in class. The quizzes will be given at the beginning of each class, and cannot be taken if you arrive late. Each quiz will consist of either one or two short answer questions, and/or one essay question. In calculating the mean of your quiz grades, the lowest of the three grades will be dropped from the calculation. Written cases: There are a number of cases studied throughout the course. You are to write up 1 case during the course. You can write up any case you chose. It is due on the day the case is discussed in class. A separate sheet detailing how case analysis should be written up will be given. Cases should be a maximum of five pages, double spaced, 12 point font. Beware: because a case is short does not mean it is easy to analyze! Group project: Because Global Human Resource Management covers such a wide range of topics, including many Organizational Behavior topics as well as comparative labor relations, the course will give you the opportunity to pursue one of three types of projects, depending on your particular interest. Briefly, there are three types of projects: a. To investigate the Global HR system of one company. This includes at least one interview with a company person involved with these issues, as well as a critique of the system. This project could cover issues ranging from management of expatriates, to international workers in general, to global team management, to global leadership development. What aspect of the Global HR system of the company you focus on will depend on the company. b. Investigate one area of HR management (e.g. 360 degree performance appraisal, Balanced Scorecard, stock options), delineate the main features of this tool, and examine the implications of using it in one non-us country. This includes a detailed set of instructions to a US manager working in that country on how to adapt the instrument and its use for greater success in that country, as well as an overview of what cultural and other barriers must be overcome. c. Determine whether a particular country in Asia would be a good venue for establishing the subsidiary of a US firm (which will be given to you), only from a human resource management point of view. This includes examining the labor market and industrial relations structure of the country, and determining how well the company s strategy could be accomplished from a HR point of view in that country. Note: Regarding the group project:

4 a. All groups will produce two outputs. One is a 12 page report (excluding appendices) for the instructor (further details regarding the 12 page report will be given). The second is a poster presentation, which will be explained in greater depth further on in the course. b. All written reports are due on the same day, the last day of class. c. Five people per team. Each team must include at least one non U.S. participant. d. Teams must form by the second class, and turn in a one paragraph project description along with the names and contact information of the three members of the team. CLASS POLICIES 1. You are expected to do the assigned reading and outside work before each class session. Being fully prepared for each class meeting is crucial to your ability to contribute constructively to class discussions and exercises. Moreover, as you may be called upon without advanced warning to take the lead in certain activities, being prepared will help you avoid needless embarrassment. 2. Late work is not accepted. 3. As noted above, missing class, arriving late, or leaving early should be an extremely infrequent event. In the event that you do have to miss all or a portion of a class session, it is your responsibility find out what you missed from a classmate, and obtain missed materials from him or her. 4. Ringing cell phones and beeping beepers pose an unacceptable distraction in the classroom. These devices must be turned off at all times during class sessions. If you feel that a potential emergency situation warrants the activation of such a device during a class session, you must get my approval ahead of time. 5. Laptops are not permitted to be turned on in the classroom. Laptops comprise a distraction from discussion and the acquisition of knowledge, which is the result of an interactive process. Lecture notes (if given) will be given at the end of lectures. (They may be sent by later). The reason for this is to encourage an approach of inquiry to the lecture material, rather than simply receiving of knowledge. I suggest that you take notes during class and then transfer them to the hard copy of the overhead notes after class, a process which will also help solidify the class material for you. Note: lectures will not be that long, so this is not an onerous job. 6. Students are expected to be knowledgeable of all university and SBA policies and procedures that might affect their status in the class. 7. Reasonable accommodations are available for students who have documented special needs. All accommodations must be approved

5 through the office of Disability Services. Please notify me during the firs week of class if any accommodations are needed in the course. 8. Course participants are expected to maintain high standards of academic honesty. Academic honesty is a requirement for passing this course. Actions including, but not limited to, plagiarism, copying another student s (or another team s) work, and cheating on quizzes, will be punished to the full extent provided for by university policies and procedures.

6 READINGS AND ASSIGNMENTS; IHRM = textbook (International Human Resource Management) P = packet of readings and cases available at Clean Copy October 21 : Class 1 Introduction to Managing Human Resources in Global Firms Talent Management: The Challenge of Human Resource Planning IHRM: Chapters 2 and 3 P: Case, Colgate-Palmolive Guest Speaker: Dean Boyer, HP Recommended additional reading: The Battle for Brainpower, The Economist, special survey October 7 th, 2006 For next class: complete the Global Competencies Inventory (instructions given in class) October 28: Class 2 Talent Management: Selecting and Training People in Global Firms IHRM: Chapters 4, 5 P: Culture in International Management: Mapping the Impact P: Synergy from Individual Differences: Map, Bridge and Integrate (MBI) P: Case, Ellen Moore in S. Korea P: Case: Mel Stephens Note: Turn in a one paragraph project description along with the names and contact information of the three members of the team. Nov. 4 : Class 3: Performance Management in Global Firms Localization of HR Practices Quiz covering classes 1 and 2 IHRM: Chapters 8, 10 P: Case, Dave Shorter and Bob Chen NOTE ONLY READ THE CASE YOU ARE ASSIGNED! P: Case, Black and Decker P: Reading, Chapter 2, Energize Your Workplace

7 Nov. 18: Class 4: (from 8 to 12 noon) (With Tobey Fitch) Careers in Global Firms: Managing Your Own Career Pre-work will be given out first day of class. Dec. 2: Class 5: (With Ann Marie Lei) Working Effectively in Global, Multicultural and Virtual Teams P: Leading Teams P: Creating Value with Diverse Teams in Global Management P: Can Absence Make a Team Grow Stronger? P: Case: Johannes Van Den Bosch Sends an Dec. 9 : Class 6: Motivating and Rewarding Performance Quiz covering classes 4 and 5 IHRM: Chapter 6 P: Chapter 3 from Greenberg, What Motivates People to Work? P: Case, Grupo Financiero Inverlat Guest Speaker: Dennis Hopwood Dec. 16: Class 7: Creating Sustainable and Ethical Global Firms Quiz covering classes 6 and 7 IHRM: Chapter 9 and Chapter 11, pages P: Chapter 3 from Managing a Global Workforce Changes and Challenges in the Global Labor Market. (prepare case 3.1 and 3.2 at end of chapter). Group Project Poster Presentations

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