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BMA381
International Human Resources Management
Semester 1, 2014
THIS UNIT IS BEING OFFERED IN:
HOBART /LAUNCESTON/HONG KONG
Teaching Team:
Dr Graeme Tonks (Launceston), Dr Lindsay Nelson (Hobart)
and Ms Jean Lee (Hong Kong)
CRICOS Provider Code: 00586B
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Contents
Contact Details ……………………………………………………………………………………………………………………… Page 2
Unit Description ……………………………………………………………………………………………………………………. Page 3
Prior Knowledge &/or Skills OR Prerequisite Units ……………………………………………………………….. Page 3
Intended Learning Outcomes and Generic Graduate Attributes..………………………………………….. Page 4
Learning Expectations and Teaching Strategies Approach …………………….………………………………. Page 5
Learning Resources ……………………………………………………………………………………………………………….. Page 5
Details of Teaching Arrangements ………………………………………………………………………………………… Page 8
Study Program …………………………………………………………………………………………………………………… Page 8
Assessment …………………………………………………………………………………………………………………………… Page 15
Study Schedule …………………………………………………………………………………………………………………… Page 23
Contact Details
Unit
Coordinator
Graeme Tonks Lecturer Lindsay Nelson Lecturer Jean Lee
Campus Launceston Campus Hobart Campus Hong Kong
Room
Number
A243 Room
Number
317 Room
Number
Email Graeme.Tonks@utas
.edu.au Email
du.au Email
.au
Phone 6324 3498 Phone 6226 7189 Phone +852 2789 0409
Fax 6324 3369 Fax 6226 2170 Fax +852 2789 8508
Consultation
Time
By appointment Consult
ation
Time
By appointment Consultati
on Time
By appointment
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Unit Description
International human resource management (IHRM) has many similarities with domestic human resource management, but there are also some important differences. Although international HRM includes the same functions as domestic HRM, it has a number of additional functions and involves a broader perspective. International HRM is also more complex due to the employment of workers with different national characteristics and the operation of multinational enterprise (MNE) units across diverse national contexts. Consequently, this unit addresses the IHRM challenges and problems with which organisations are faced when operating internationally:
How do international organisations manage a global workforce?
What IHRM policies and practices will support the MNE’s strategy and structure?
To what extent should MNEs follow home country standards in IHRM policies and practices, and to what extent should they be locally adapted?
What aspects of recruitment and selection, training, remuneration and performance management need modification or additional attention in the management of expatriates?
How can commitment to the parent company be maintained when the expatriate spends most of his or her time overseas?
How does the management of human resources vary between countries?
What are the challenges of managing a multicultural workforce? MNE approaches to such questions vary according to factors endogenous to the organisation (such as the nationality of the MNE, the stage of internationalisation, organisational strategy, and the headquarters’ orientation and corporate culture), as well as exogenous factors (such as the industry in which the MNE is operating, national culture, competitor activities and regional economic development). In this unit we will explore both successful approaches and potential pitfalls. While the focus of this unit is on IHRM, keep in mind that many of the topics that we will discuss can apply equally to the domestic environment, particularly when we think of multicultural Australia.
Pre-Requisite Units
BMA101 Introduction to Management
AND
BMA1/221 Management of Human Resources; or BMA151 Principles of Marketing; or BMA 181Introduction to International Business
Enrolment in the Unit
Unless there are exceptional circumstances, students should not enrol in this unit after the end of
week two of semester, as the Tasmanian School of Business and Economics (TSBE) cannot guarantee
that:
any extra assistance will be provided by the teaching team in respect of work covered in the
period prior to enrolment; and
penalties will not be applied for late submission of any piece or pieces of assessment that
were due during this period.
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Intended Learning Outcomes and Generic Graduate Attributes
Intended Learning Outcomes Assessment
Methods Graduate Attribute Outcomes
In this unit you will learn:
In assessing this unit I will be looking at your ability to:
1. How cultural systems influence human resource management practices
Define and explain theoretical frameworks for understanding cultural systems
Presentation The assessments and teaching activities in this unit have been designed to develop the following graduate attributes in students: Knowledge (3) The ability to transfer knowledge to complex and uncertain business situations and transmit that knowledge to professional peers for critical discussion. Effective functioning knowledge in:
Their specific discipline and its application to the business environment
The legal, regulatory and ethical framework of business organisations
Functional lifelong learner for professional and personal career aspirations. Communication (3) –The ability to engage in persuasive, succinct oral and written discussions to communicate and defend a position held both individually and as part of a group, and to effectively respond to audience questions. Written communication skills to create clear and detailed analyses and non biased recommendations for executives and CEOs. Problem solving (3) – A critical grasp of theoretical frameworks and practices and the ability to integrate and apply them to problem resolution in a business context. Global perspective (3) – The ability to use business knowledge and theories to evaluate decision making in the global business environment and consider global influences in work practices and decisions.
Evaluate culture systems using relevant theoretical frameworks Presentation Report
Identify how the cultures of specific countries influence the conceptualisation and practice of human resource management functions.
Presentation Report
2. How to practise human resource management in a multinational organisation
Identify and explain factors that influence the effectiveness of human resource management in multinational organisations.
Literature critiques Report Exam
Specify the major causes and behavioural outcomes of cultural diversity in multinational organisations
Exam
3. To develop a critical appreciation of international human resource management theory and research
Review and critically analyse academic journal articles about international human resource management
Literature critiques
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Learning Expectations and Teaching Strategies/Approach The University is committed to a high standard of professional conduct in all activities, and holds its commitment and responsibilities to its students as being of paramount importance. Likewise, it holds expectations about the responsibilities students have as they pursue their studies within the special environment the University offers. The University’s Code of Conduct for Teaching and Learning states:
Students are expected to participate actively and positively in the teaching/learning environment. They must attend classes when and as required, strive to maintain steady progress within the subject or unit framework, comply with workload expectations, and submit required work on time.
Occupational Health and Safety (OH&S) The University is committed to providing a safe and secure teaching and learning environment. In addition to specific requirements of this unit you should refer to the University’s policy at: http://www.utas.edu.au/work-health-safety/
Learning Resources
Prescribed Text Briscoe, D, Schuler, R, & Tarique, I. 2012. International human resource management: policies and practices for multinational enterprises, 4th edn, Routledge, New York.
Recommended Texts Adler, NJ 2008, International dimensions of organizational behaviour, 5th edn, Thomson South-Western, Mason. Black, I, Gregersen, HB, Mendenhall, ME & Stroh, LK 1999, Globalizing people through international assignments, Addison-Wesley, Reading. Deresky, H & Christopher, E 2008, International management: managing across borders and cultures, Pearson, Frenchs Forest. Dessler, G & Huat, TC 2009, Human resource management: an Asian perspective, 2nd edn, Prentice Hall, Singapore. Dowling, P, Festing, M & Engle, A 2013 International human resource management, 6th edn, Cengage, Andover UK. Edwards, T & Rees, C 2006, International human resource management, Prentice Hall, Harlow. Evans, P, Pucik, V & Bjorkman, I 2011, The global challenge: international HRM, 2nd edn, McGraw-Hill, New York. Harzing, A-W & Pinnington, AH 2011, International human resource management, 3rd edn, Sage, London.
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Hofstede, G 1994 Cultures and organisations: software of the mind, Harper Collins, London. Kramar, R & Syed, J 2012 Human Resource Management in a Global Context, Palgrave MacMillan, Houndmills UK. Lucas, R, Lupton, B & Mathieson, H 2006, International human resource management in an international context, Chartered Institute of Personnel and Development, London. Mendenhall, ME, Oddou, GR. & Stahl, GK 2007, Readings and cases in international human resource management 4th edn, Routledge, London. Phatak, AV, Bhagat, RS & Kashlak, RJ 2005, International management, McGraw-Hill, New York. Scullion, H & Lineham, M 2005, International human resource management: a critical text, Palgrave MacMillan, Houndmills UK.
Journals and Periodicals Apart from books, you will find it valuable to get into the practice of reading relevant articles from journals and periodicals (including newspapers and magazines). Some of the publications listed below focus exclusively on international HRM; others are generally concerned with domestic HRM, but address international HR issues periodically. Journals:
Academy of Management Journal Academy of Management Review Administrative Science Quarterly Asia Pacific Journal of Human Resources Human Resource Management Australia Human Resource Planning International Business Review International Journal of Human Resource Management Journal of American Academy of Business Journal of Applied Behavioural Science Journal of Applied Psychology Journal of Applied Social Psychology Journal of Human Resources Journal of International Business Studies Journal of International Management Journal of Management and Organization Journal of Occupational Behaviour Journal of Occupational and Organizational Psychology Management International Review Personnel Management Personnel Psychology Personnel Review Research and Practice in Human Resource Management
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Periodicals: Australian Financial Review Business Review Weekly Canadian HR Reporter Career Development International HR Monthly Personnel Today
Useful Websites Fair Work Commission http://www.fwc.gov.au/ Fair Work Ombudsman http://www.fairwork.gov.au/Pages/default.aspx
My Learning Online (MyLO) This unit is web supported, and access to the online MyLO unit is required. Log into MyLO at: http://www.utas.edu.au/learning-teaching-online and then select BMA381 International Human Resource Management from the list of units. For help using MyLO go to http://www.utas.edu.au/learning-teaching-online/new-mylo/home .
Technical requirements for MyLO
For help and information about setting up your own computer and web browser for MyLO, see: http://uconnect.utas.edu.au/
You can access the University network and MyLO via a laptop computer or other mobile device. See: http://uconnect.utas.edu.au/uana.htm
MyLO can be accessed in the Library computers and in computer labs. See: http://www.utas.edu.au/it/computing-distributed-systems/computer-labs-facilities-and-locations
For further technical information and help, contact the UTAS Service Desk on 6226 1818 or at http://www.utas.edu.au/service-desk/
MyLO Expectations 1. Students are expected to maintain the highest standards of conduct across all modes of
communication, either with staff or with other students. Penalties may be imposed if the Unit Coordinator believes that, in any instance or mode of communication, your language or content is inappropriate or offensive. MyLO is a public forum. Due levels of respect, professionalism and high ethical standards are expected of students at all times.
2. Submission of assessment tasks via MyLO presumes that students have read, understood and
abide by the requirements relating to academic conduct, and in particular, those requirements relating to plagiarism. All work submitted electronically is presumed to be “signed-off” by the student submitting as their own work. Any breach of this requirement will lead to student misconduct processes.
3. MyLO is an Internet service for teaching and learning provided by the University. It is expected that at least once a day students will check MyLO.
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Student Feedback via eVALUate At the conclusion of each unit students will be asked to provide online responses to a number of matters relating to the learning and teaching within that unit. All students are asked to respond honestly to these questions, as all information received is used to enhance the delivery of future offerings.
Changes to this Unit Based on Previous Student Feedback The number of Literature Critiques has been reduced, and the tutorial/workshop exercises have been modified to include more practical aspects of the unit.
Details of Teaching Arrangements
Lectures There will be a series of eleven (11) two-hour lectures held weekly throughout the semester. There
will be no lectures in Weeks 6 and 13 (the time will be taken in student presentations and reviewing
the unit, respectively). The lecture/topic schedule appears on the final page of this unit outline.
Tutorials There will be nine (9) one-hour tutorials held throughout the semester. The tutorial program commences in Week 2, and there will be no tutorials in weeks 6 and 13 for the reasons noted above. All students are required to enrol in a tutorial for this unit. Tutorial enrolments will be completed during the first week - in Tasmania, this will be undertaken via MyLO; in Hong Kong, arrangements will be made with the lecturer. Students who have not enrolled in a tutorial by the end of week one of semester will be allocated to a tutorial by the relevant lect urer. The tutorial topic is one week behind the lecture topic.
STUDY PROGRAM
Week 1: Introduction to IHRM
Pre-reading: Fields, D, Chan, A, Akhtar, S & Blum, T 2006, ‘Human resource management strategies under uncertainty: How do US and Hong Kong Chinese companies differ?’, Cross Cultural Management, vol. 13, no. 2, pp 171-186.
Lecture:
Unit overview
Introduction to IHRM
Access and study ‘Conducting Literature Critiques’ by Dr Megan Woods (available in Session 1 on
MyLO) in preparation for homework.
Homework: Write critique on article by Fields et al as per instructions for Assessment Task 1, bring to
Week 2 lecture.
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Week 2: Culture
Pre-reading: Hofstede, G 1980, Motivation, leadership and organisation: Do American theories apply abroad? Organizational Dynamics, Summer: 42-63. Lieh-Ching, C. 2002. ‘Cross-national differences in international management using Kluckhohn-Strodtbeck frameworks’, Journal of American Academy of Business, vol. 2 , no. 1, pp 20-27. Lecture:
Review sample of critiques (homework)
Intro to concept of culture
Intro to Hofstede framework
Intro to Kluckhohn & Strodtbeck frameworks
Tutorial (Week 1 topic):
Organise groups for presentations (Assessment Item 2)
Break into groups of two or three and prepare answers to: – What distinguishes domestic and international HRM? – What forces have been driving the increased globalisation of business? Present answers to class.
Week 3: Culture (Continued) Pre-reading: Hofstede, G. 1993. ‘Cultural constraints on management theories’, Academy of Management Executive, vol. 17, no. 1, pp. 81-93.
Jeannet, J-P & Henessey, H. D. 2004. Chapter 3. Cultural and Social Forces. Global Marketing Strategies, 6th edn, Houghton-Mifflin, Boston, pp. 63-94. Tropmenaars, F. 1993. Chapter 3. Cultural and Social Forces. Riding the Waves of Culture, Nicholas Brealey, London, pp. 31-39. Lecture:
Why understanding culture is the key to IHRM
Transitioning between cultures
View video (Australian Refugee Association)
Tutorial (Week 2 topic):
Activity – develop diagnostic for Hofstede dimensions
Activity – develop diagnostic for Kluckhohn & Strodtbeck dimensions
Discussion of video shown in lecture
Submit first literature critique next week (Due on Monday 17th March).
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Week 4: International strategy and structure Lecture:
Introduction to international strategies and growth stages
Introduction to organisational structures Tutorial (Week 3 topic):
Question for discussion
– Distinguish between convergence and divergence, and discuss its relevance in IHRM.
Activity – It was noted in the lecture that management practices are also culturally-bound because managers assume that the practices which are effective in their home culture will also be effective in another culture.
In groups of 3 or 4, consider the practice of paying a performance bonus to the sales person who generates the highest sales figures.
What cultural assumptions does this practice reflect?
How might this practice be interpreted in a different culture?
Homework:
Download Raffles case in readiness for the next tutorial.
Week 5: Workforce Planning & Staffing; Recruitment and Selection (Part 1) Pre-reading: Banai, M. 1992. ‘The ethnocentric staffing policy in multinational corporations: a self-fulfilling prophecy’, International journal of Human resource Management, vol. 3, no. 3, pp. 451-471. Tye, M G & Chen, P Y. 2005. ‘Selection of expatriates: Decision-making models used by HR professionals’, Human Resource Planni ng, vol. 28, no. 4, pp. 15-20.
Lecture:
Workforce planning and staffing
Introduction to international recruitment and selection (Part 1)
Tutorial (Week 4 topic):
Activity – Raffles case study – HRM in growth stages.
Working in groups to review next week’s presentations and raise any questions.
Homework:
Download and complete staffing exercise (ITOCHU case study) to bring to week 7 lecture.
Week 6:
Cultural analysis presentations during tutorial sessions. No lectures this week.
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Week 7: Recruitment and Selection (Part 2) and Repatriation of International Assignees
Pre-reading:
Welch, D. 2003. ‘Globalisation of staff movements: Beyond cultural adjustment’, Management
International Review, vol. 43, no. 2, pp. 149-169.
Lecture:
IAs and selecting for IAs
Issues in selecting candidates
Repatriation
Tutorial (Week 5 topic):
Activity – selection interview for international assignees. Two candidates for an international assignment will be interviewed by selection four panels (drawn for the tutorial).
Submit second literature critique next week (Due on Monday 14th April).
Week 8: Remuneration
Pre-reading:
Sims, RH & Schrader, M. 2005. ‘Expatriate compensation: an exploratory review of salient contextual
factors and common practices’, Career Development International, vol. 10, no. 2, pp 98-108.
Lecture:
Global remuneration
Managing global remuneration
Determinants of approaches to international assignee remuneration
Components of international assignee remuneration
Tutorial (Week 7 topic):
In groups of 2 or 3, - Design a repatriation program for an Australian family, originally from Sydney, being
transferred to Hobart after a posting in Riyadh, Saudi Arabia. - Supposing each member of your group was being assigned to an overseas position
(individually, not as a group). What types of support programs would you expect? Are there any differences between what each person wants?
Homework:
Read the two cases at the end of Chapter 11 (pp 338 – 340) in readiness for Week 9 tutorial
EASTER BREAK 18 April to 25 April
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Week 9: International Training and Development
Pre-reading:
Burba, FJ., Petrosko, JM & Boyle, MA. 2001. ‘Appropriate and inappropriate instructional behaviours in international training’, Human Resource Development Quarterly, vol. 12, no. 3, pp 267-283.
Harvey, M, Speier, C & Novicevic, M. 1999. ‘The role of inpatriation in global staffing’, International Journal of Human Resource Management, vol. 10, no. 3, pp 459-476. Lecture:
Global training issues
Global Development
Training for IAs Tutorial (Week 8 topic):
Assuming a base salary of AUD 80,000, consider what allowance you would expect (and why1) if being transferred to a position in the following city/region:
o Texas coastline oil refinery
o Iraq
o Alaska
o Port Moresby
o Indian Ocean oil rig
o Birdsville, Queensland
o London
o Saharan desert pipeline station
o Flint, Michigan
Tutorial divides into 4 groups and each answers one question from the two case studies (see ‘homework’ above) for presentation to the class. (Do not include Q2 of Case Study 11.1)
Homework:
Read the ‘Training Managers in Malawi’ (p 287 OF textbook) in readiness for Week 10 tutorial.
Submit report on adaptation of HRM next week (Due on Monday 6th May).
Week 10: International Performance Management Pre-reading: Schuler, R S, Fulkerson, J R & Dowling, PJ. 1991. ‘Strategic human resource measurement and management in multinational corporations’, Human Resource Management, vol. 30, no. 3, pp. 365-392.
1 Use simple web searches to determine the nature of these locations.
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Woodford, K. & Maes, JD. 2002. ‘Employee performance evaluations: Administering and writing them correctly in the multi-national setting’, Equal Opportunities International, vol. 21, no. 7, pp 1-8. Lecture:
International PM function
PM for international assignees
Tutorial (Week 9 topic):
Read case 10.1. ‘Training Managers in Malawi’ on page 287 of your textbook. In groups, discuss the questions below.
If you were designing a training program in Malawi to teach managers and employees to use a new software program:
1) What sort of cultural variables would you consider when determining your instructional approach?
2) Which of the instructional approaches on page 260 would you adopt for your training program?
3) Who should deliver the training? 4) How should it be delivered? 5) How could managers be motivated to attend?
You are developing a pre-departure training program to teach Japanese international
assignees how to conduct effective meetings in Australia. The assignees will all be in Australia
for at least 12 months.
1) What content should the training program cover? 2) What level of rigor should you aim for? 3) What sort of training activities should you include? 4) How could you assess the trainees’ learning before they arrive in Australia?
Submit report on adaptation of HRM practices due on Monday 5th May
Week 11: Employment Relations Lecture:
International employment relations
Tutorial (Week 10 topic):
You are the human resource management for in international restaurant chain. Your company plans to expand into China and intends to establish its first restaurant in Shanghai by the end of 2014.
The company intends to send an Australian manager to Shanghai to oversee the establishment of the new restaurant. They will be responsible for overseeing the construction and opening of the new restaurant, which will include hiring and training three store managers as well as approximately 20 local staff who will prepare and serve the food.
Your task is to design a performance management (PM) system for this project. The PM system will need to
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1) Specify evaluation processes for the expatriate manager, the local store managers and local staff,
and will need to specify: 2) Who will perform the evaluations. 3) How often evaluations will be performed. 4) The criteria used to evaluate staff performance. 5) Who will have access to the results of the evaluation process.
Homework:
Read the two cases at the end of Chapter 7 (pp 196 – 198) in readiness for Week 12 tutorial
Week 12: International Joint Ventures and SMEs Pre-reading: Geringer, JM. & Frayne, CA 2000, ‘Challenges Facing General Managers of International Joint Ventures’ in M Mendenhall & G Oddou (eds.) Readings and cases in international human resource management, South-Western, Cincinnati, pp. 406-418. Lecture:
Introduction to IJVs
Venture management and HRM in venture
SMEs and IHRM Tutorial (Week 11 topic):
Tutorial divides into 5 groups and each answers one question from the two case studies (see ‘homework’ above) for presentation to the class. (Do not include Q1 of Case Study 7.1)
Homework:
Prepare list of topics you would like to have the lecturer/tutor review during week 13 workshop
Week 13: Unit review and exam preparation Workshop: Unit review and exam preparation
Communication, Consultation and Appointments Email Correspondence: Students are also expected to check their UTAS email site on a regular basis (at least three times a week). Students submitting requests or queries to staff via email should provide very clearly their: Family name: Preferred name; Student ID; Unit code (i.e. BFA103) and allow teaching staff at least two (2) business days to reply. Staff are not required to respond to emails in which students do not directly identify themselves, which are threatening or offensive, and that come from external (non-UTAS) email accounts. Students are advised not to have their UTAS email forwarded to an external email service (such as Gmail or Hotmail). In the past there have been significant issues where this has occurred, resulting in UTAS being blacklisted by these email providers for a period of up to one month.
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Assessment
Assessment Schedule In order to pass this unit you must achieve at least 40 per cent (20/50) in both the coursework and the examination, plus an overall mark of at least 50 per cent of the total available marks. Details of each assessment item are outlined below.
Assessment Item Value Due Date Length Link to Learning Outcomes
Literature critiques
15 marks (7.5 marks per critique)
2pm on Mon 17 March and Mon 14 April
500 words each 2 and 3
Cultural analysis presentation
15 marks Week 6 20 minutes 1
Cultural Adaptation of IHRM Function
20 marks 2pm on Monday 5 May
2000 words 1 and 2
Final examination 50 marks Exam period 3 hours
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Assessment Item 1 – Literature critique Task Description:
This task requires you to prepare a short report reviewing an academic journal article on the topics noted below. The purpose is to develop a critical appreciation of international human resource management theory and research. The focus of the exercise is to develop your understanding of IHRM and an appreciation of the processes of academic knowledge generation by reading and evaluating relevant academic literature. You will learn to critically evaluate academic material by identifying the authors’ contribution to knowledge, evaluating that contribution to the discipline of IHRM, and determining how it can be applied to IHRM practices. By undertaking this assessment task you will develop four sets of skills:
identifying the subject area and topic of papers to determine the author(s)’ contribution to knowledge;
evaluating the merits of the contribution (e.g. the logic of the arguments, rigour of the research, comparing the merits of the articles against other literature);
determining the implications of the articles for further development of IHRM practice;
effectively reading academic articles and communicating your conclusions in a written report.
Each report should review one academic journal article you have read about one of the following topics:
Week 4: Culture
Week 8: Recruitment, selection and/or repatriation.
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Each report should be approximately 500 words long and be in the following format:
Subject area of the paper read 150 words A short summary of the article's contents. For example: the article reports research that examines the relationship between national culture and performance management. The research was conducted by conducting case studies of 8 companies in 5 countries.
Critical comment on the paper 150 words Consideration of the merits of the argument presented in the paper, discussion of what the author(s) concluded (e.g. if empirical research - what has been found; if theory building - what has been proposed), generation of criticism or counter-arguments, and so forth.
Implications of the work for IHRM practice 200 words Identification of at least one HRM practice to which the work could be applied and discussion of how the practice could be adapted in light of the research findings.
The reports must uploaded to MyLO by 2pm on the due dates. Reports must include a copy of or web link to the original article.
Assessment Criteria: Refer to ‘Assessment Resources’ on MyLO.
Task Length: 500 words each
Link to Unit’s Learning Outcomes
Learning outcomes 2 and 3
Due Date: 17 March and 14 April, 2014
Value: 15 marks overall (7.5 marks per paper)
Assessment Item 2 – Cultural analysis presentation Task Description: This assessment task will develop and test your knowledge and
understanding of theoretical frameworks by using them to analyse cultural
systems of specific countries. By using these frameworks, you will also
develop your ability to determine the cultural assumptions and
characteristics of the country under consideration, and the implications of
these for business practices.
In the Week 2 tutorial, you will be divided into groups of five students. Each
group will prepare a cultural analysis for a country of their choice. The groups
will present their analyses to the rest of the class during the week 6 tutorial.
The analysis must evaluate the relevant culture using the theoretical
frameworks developed by Hofstede and Kluckhohn & Strodtbeck, which will
be detailed in the week 2 lecture. Some evidence should be provided which
demonstrates the validity of the analysis. For example, if an assertion is made
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that managers in Vietnam discriminate on the basis of gender, a job
advertisement identifying this might be included. Or, if it is claimed that
Swiss employers prefer non-union labour, excerpts of conditions of
employment might be included.
There will be no lectures this week.
Assessment Criteria: Refer to ‘Assessment Resources’ on MyLO.
Task Length: 20 minutes
Link to Unit’s Learning Outcomes
Learning outcome 1
Due Date: Week 6
Value: 15 marks
Assessment Item 3 – Cultural Adaptation of IHRM Function
TaskDescription: This assessment task will synthesise your understanding of cultural systems
and concepts with your theoretical and practical knowledge of human
resource management. The focus of this activity is determining how the
practice of HRM must be adapted in multinational contexts to ensure cultural
appropriateness and effectiveness. In completing this assessment, you will
develop and demonstrate your ability to translate theoretical concepts into
management practice by a) identifying the implications of cultural
assumptions and characteristics for the performance of a specific aspect of
the designated HRM function, and b) determining how the performance of
that functional element must therefore be amended to accommodate such
assumptions and characteristics.
To complete this task you must select a country of your choice and prepare a
report recommending how two (2) HRM practices should be performed in
order to be effective and culturally appropriate in that national culture. You
may use the country your group analysed for the presentation. You must
select two HRM functions from the following list:
Recruitment & Selection
Performance Management
Training & Development
Remuneration
and then select one (1) specific practice for each HRM function. For example,
you might select Recruitment and Selection as the HRM function and focus
on the use of newspaper job advertisements as the specific HRM practice.
Your recommendation about each practice should include:
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- Discussion of how the practice will need to be performed in order to be
as effective as possible (drawn from relevant HRM literature)
- Discussion of how the practice will need to be performed in order to be
consistent with local cultural norms.
Assessment Criteria: Refer to ‘Assessment Resources’ on MyLO.
Task Length: 2000 words
Link to Unit’s Learning Outcomes
Learning outcomes 1 and 2
Due Date: 2:00pm Monday 5 May
Value: 20 marks
Assessment Item 4 – Final Exam
Format: Closed-book exam featuring a variety of question styles
Questions will be based on lectures, workshop activities, journal articles and
the prescribed text.
Duration: 3 hours
Date and Time: Exam period
Link to Unit’s Learning Outcomes
Learning outcome 2
Value: 50 marks
Your final examination for this unit will be held during the scheduled examination period as indicated by Student Administration in correspondence to you. Examinations will normally be scheduled Monday to Saturday inclusive. Examinations may be held during the day or evening and students should consult the university information which will be made available towards the end of semester. You are advised to make any necessary arrangements with employers now for time off during the examination period to sit this examination. Your participation at the scheduled time is not negotiable unless there are exceptional circumstances. Note that you will be expected to sit the examination at your recorded study centre. To find out more go to the Exams Office website: http://www.utas.edu.au/exams/home .
How Your Final Result Is Determined. In order to pass this unit you must achieve at least 40 per cent (20/50) in both the coursework and the examination, plus an overall mark of at least 50 per cent of the total available marks. Details of each assessment item are outlined above.
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Submission of Assessment Items
Lodging Assessment Items Assignments must be submitted electronically through the relevant assignment drop box in MyLO. All assessment items must be handed in by 2.00pm on the due date. Where appropriate, unit coordinators may also request students submit a paper version of their assignments. All assignments must have a TSBE Assignment Cover Sheet, which is available as a blank template from the TSBE website: [http://www.utas.edu.au/business-and-economics/student-resources]. All assignments must include your name, student ID number, tutorial day/time, and your tutor’s name. If this information is missing the assignment will not be accepted and, therefore, will not be marked. Please remember that you are responsible for lodging your assessment items on or before the due date. We suggest you keep a copy. Even in ‘perfect’ systems, items sometimes go astray.
Late Assessment and Extension Policy In this Policy
(a) ‘day’ or ‘days’ includes all calendar days, including weekends and public holidays;
(b) ‘late’ means after the due date and time; and
(c) ‘assessment items’ includes all internal non-examination based forms of assessment
2. This Policy applies to all students enrolled in Faculty of Business Units at whatever Campus or geographical location.
3. Students are expected to submit assessment items on or before the due date and time specified in the relevant Unit Outline. The onus is on the student to prove the date and time of submission.
4. Students who have a medical condition or special circumstances may apply for an extension. Requests for extensions should, where possible, be made in writing to the Unit Coordinator on or before the due date. Students will need to provide independent supporting documentation to substantiate their claims.
5. Late submission of assessment items will incur a penalty of 10% of the total marks possible for that piece of assessment for each day the assessment item is late unless an extension had been granted on or before the relevant due date.
6. Assessment items submitted more than five (5) days late will not be accepted.
7. Academic staff do NOT have the discretion to waive a late penalty, subject to clause 4 above.
Academic Referencing and Style Guide In your written work you will need to support your ideas by referring to scholarly literature, works of art and/or inventions. It is important that you understand how to correctly refer to the work of others and maintain academic integrity.
Failure to appropriately acknowledge the ideas of others constitutes academic dishonesty (plagiarism), a matter considered by the University of Tasmania as a serious offence.
The appropriate referencing style for this unit is: the Harvard style. For information on presentation of assignments, including referencing styles: http://utas.libguides.com/referencing
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Review of Assessment and Results
Review of Internal Assessment It is expected that students will adhere to the following policy for a review of any piece of continuous/internal assessment. The term continuous/internal assessment includes any assessment task undertaken across the teaching phase of any unit (such as an assignment, a tutorial presentation, and online discussion, and the like), as well as any capstone assignment or take-home exam. Within five (5) days of release of the assessment result a student may request a meeting with the assessor for the purpose of an informal review of the result (in accordance with Academic Assessment Rule No. 2 Clause 22 – www.utas.edu.au/university-council/university-governance/rules). During the meeting, the student should be prepared to discuss specifically the marks for the section(s) of the marking criteria they are disputing and why they consider their mark(s) is/are incorrect. The assessor will provide a response to the request for review within five (5) days of the meeting. If the student is dissatisfied with the response they may request a formal review of assessment by the Head of School, with the request being lodged within five (5) days of the informal review being completed. A Review of Internal Assessment Form must be submitted with the formal review (http://www.studentcentre.utas.edu.au/examinations_and_results/forms_files/review_of_assessment.pdf).
Review of Final Exam/Result In units with an invigilated exam students may request a review of their final exam result. You may request to see your exam script after results have been released by completing the Access to Exam Script Form, which is available from the TSBE Office, or at the following link – http://www.utas.edu.au/business-and-economics/student-resources. Your unit coordinator will then contact you by email within five (5) working days of receipt of this form to go through your exam script. Should you require a review of your final result a formal request must be made only after completing the review of exam script process list above. To comply with UTAS policy, this request must be made within ten (10) days from the release of the final results (in accordance with Academic Assessment Rule No. 2 Clause 22 – www.utas.edu.au/university-council/university-governance/rules). You will need to complete an Application for Review of Assessment Form, which can be accessed from www.studentcentre.utas.edu/examinations_an_results/forms_files/review_of_assessment.pdf. Note that if you have passed the unit you will be required to pay $50 for this review. The TSBE reserves the right to refuse a student request to review final examination scripts should this process not be followed.
Further Support and Assistance If you are experiencing difficulties with your studies or assessment items, have personal or life-planning issues, disability or illness which may affect your study then you are advised to raise these with your lecturer or tutor in the first instance.
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If you do not feel comfortable contacting one of these people, or you have had discussions with them and are not satisfied, then you are encouraged to contact the Director of Undergraduate Programs:
Name: Mr David Kronenberg Room: 409, Commerce Building, Sandy Bay Phone: _61 3 6226 2280 Email: [email protected]
Students are also encouraged to contact their Undergraduate Student Adviser who will be able to help in identifying the issues that need to be addressed, give general advice, assist by liaising with academic staff, as well as referring students to any relevant University-wide support services. Please refer to the Student Adviser listings at www.utas.edu.au/first-year/student-advisers for your advisers contact details. There is also a range of University-wide support services available to students, including Student Centre Administration, Careers and Employment, Disability Services, International and Migrant Support, and Student Learning and Academic Support. Please refer to the Current Students website (available from www.utas.edu.au/students) for further information. If you wish to pursue any matters further then a Student Advocate may be able to assist. Information about the advocates can be accessed from www.utas.edu.au/governance-legal/students-complaints . The University also has formal policies, and you can find out details about these policies from the following link – www.utas.edu.au/governance-legal/student-complaints/how-to-resolve-a-student-complaint/self-help-checklist.
Academic Misconduct and Plagiarism Academic misconduct includes cheating, plagiarism, allowing another student to copy work for an assignment or an examination, and any other conduct by which a student:
(a) seeks to gain, for themselves or for any other person, any academic advantage or advancement to which they or that other person are not entitled; or
(b) improperly disadvantages any other student.
Students engaging in any form of academic misconduct may be dealt with under the Ordinance of Student Discipline. This can include imposition of penalties that range from a deduction/cancellation of marks to exclusion from a unit or the University. Details of penalties that can be imposed are available in the Ordinance of Student Discipline – Part 3 Academic Misconduct, see http://www.utas.edu.au/universitycouncil/legislation/. Plagiarism is a form of cheating. It is taking and using someone else’s thoughts, writings or inventions and representing them as your own, for example:
using an author’s words without putting them in quotation marks and citing the source;
using an author’s ideas without proper acknowledgment and citation; or
copying another student’s work.
using ones’ own work from previously submitted assessment items if repeating a unit.
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If you have any doubts about how to refer to the work of others in your assignments, please consult your lecturer or tutor for relevant referencing guidelines, and the academic integrity resources on the web at http://www.academicintegrity.utas.edu.au/ The intentional copying of someone else’s work as one’s own is a serious offence punishable by penalties that may range from a fine or deduction/cancellation of marks and, in the most serious of cases, to exclusion from a unit, a course, or the University. The University and any persons authorised by the University may submit your assessable works to a plagiarism checking service, to obtain a report on possible instances of plagiarism. Assessable works may also be included in a reference database. It is a condition of this arrangement that the original author’s permission is required before a work within the database can be viewed. For further information on this statement and general referencing guidelines, see http://www.utas.edu.au/plagiarism/ or follow the link under ‘Policy, Procedures and Feedback’ on the Current Students homepage.
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Study Schedule
Week
Start of Week
Text Chapter
Topic
Due Dates
1 24 February 1 Introduction to IHRM
2 3 March 5 Culture
3 10 March Culture (Continued)
4 17 March 2 & 3 Strategy and Structure
Literature critique due
5 24 March 8 & 9 Recruitment and Selection
6 31 March
Cultural Analysis Presentations
7 7 April 9 Recruitment, selection and repatriation of international assignees
8 14 April 11 Remuneration Literature critique
due
Mid-Semester Break – Friday 18 April to Friday 25 April Inclusive
9 28 April 10 Training and Development
10 5 May 12 Performance Management Report on adaptation of HRM practices due 2.00pm on Monday, 5 May
11 12 May 7 Employment Relations
12 19 May 4 International Joint Ventures and SMEs
13 26 May Review
Examination Period: 7 June – 24 June 2014