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BMA777
International Human Resource Management
Semester 1, 2011
Teaching Team:
Dr Anthony Fee
CRICOS Provider Code: 00586B
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Contact Details
Unit Coordinator & Lecturer: Dr Anthony Fee
Campus: Hobart
Room Number: TBA
Email: [email protected]
Phone: Work: (02) 9114 0832; M: 0403 981 812
Fax: (02) 9351 6635
Consultation Time: During intensive teaching blocks:
Friday 3.00 to 4.00 pm & Saturday 12.00 to 1.00pm
Other times during the semester:
Telephone/Skype consultation by appointment.
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Contents
Contact Details ……………………………………………………………………………………………………………………… Page 2
Unit Description ……………………………………………………………………………………………………………………. Page 4
Intended Learning Outcomes and Generic Graduate Attributes..………………………………………….. Page 5
Learning Expectations and Teaching Strategies Approach …………………….………………………………. Page 6
Learning Resources ……………………………………………………………………………………………………………….. Page 6
Details of Teaching Arrangements ………………………………………………………………………………………… Page 9
Assessment …………………………………………………………………………………………………………………………… Page 10
Submission of Coursework ……………………………………………………………………………………………………. Page 15
Academic Misconduct and Plagiarism ………………………………………………………………………………….. Page 16
Tutorial Program ………………………………………………………………………………………………………………….. Page 18
Study Schedule …………………………………………………………………………………………………………………… Page 20
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Unit Description
International human resource management (IHRM) has many similarities with domestic human
resource management (HRM), but there are also some important differences. In IHRM, the familiar
HRM activities are placed in a global context. Among the results of this are circumstances such as:
Organisations bringing their operations into social contexts with which they are unfamiliar;
Employees from different cultural backgrounds working together; and
Movement of employees to unfamiliar foreign work and social environments.
Consequently, this creates an additional set of challenges for HRM. This unit will examine some of
these, with a particular focus on issues such as:
Impacts of culture on work and the organisation of work;
Differences between HRM in different countries;
Challenges of maintaining an international workforce; and
Relations between parent companies and employees working in other countries.
Approaches to such issues vary according to factors endogenous to the organisation (e.g. the
nationality of the multinational enterprise (MNE), the stage of internationalisation, organisational
strategy, and the headquarters’ orientation and corporate culture), as well as exogenous factors
such as national culture, the industry in which the MNE is operating, competitor activities, and
regional economic development. This unit will explore both successful approaches and potential
pitfalls. While the focus of this unit is on IHRM, it should be remembered that many of the topics can
apply equally to a domestic environment, especially where multicultural factors are part of the work
context.
Pre-Requisite/Co-Requisite Unit(s)
N/A
Enrolment in the Unit
Unless there are exceptional circumstances, students should not enrol in BMA units after the end of
week two of semester, as the School of Management 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
That 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
Overarching Learning Outcomes
Assessment Criteria – In assessing this learning outcome I will be looking at student ability to:
Assessment Methods
Graduate Attribute Outcomes
Understand the impact of culture
on work and human resource
management.
1. Apply and integrate course concepts.
2. Distil pertinent issues and features from
analysis of complex issues.
3. Conduct and present analysis of situations
relevant to the course that is logical and
comprehensive.
4. Present clear and rational arguments,
supported by evidence drawn from the
seminar content and readings.
5. Engage critically and analytically with
conceptual issues relating to managing human
resources in international contexts.
Class participation,
written essay, cultural
analysis & presentation,
final written
examination.
Knowledge
Describe key differences between IHRM in MNEs and HRM in organisations operating domestically.
Examine the relationships between organisational factors (such as strategy and structure), external factors (such as legal and political systems, culture and competition), and IHRM policies and practices adopted by various MNEs.
Demonstrate an understanding of specific demands placed on the HR activities of recruitment and selection, performance management, training and development, and remuneration when managing expatriate employees and local employees in different national contexts.
Discuss the complexities of managing human resources in multi- and cross-cultural situations.
Communication Skills
Students will be required to communicate with clarity and reasoned logic in all written and oral presentations.
Problem Solving Skills
Investigate the nature of HRM policies and practices in a comparative overview of countries, and relate these to national contexts and implications for MNE operations.
Global Perspective
Exhibit a multicultural perspective of managing human resource issues and problems in the international business environment.
Social Responsibility Consider the ethical dimensions of managing employees
from diverse cultural and national backgrounds.
Recognise the complexity &
challenges of managing in
multicultural and international
environments.
Understand and apply conceptual
issues related to components of
international human resource
management.
Communicate effectively on
international human resource
management issues.
1. Contribute productively to team and class
activities and discussions.
2. Present oral and written work professionally
and confidently.
Class participation,
written essay, cultural
analysis & presentation,
final written
examination.
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Learning Expectations and Teaching Strategies/Approach
Expectations
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.admin.utas.edu.au/hr/ohs/pol_proc/ohs.pdf
Learning Resources
Prescribed Text
Dowling, P.J., Festing, M. & Engle, A.D. 2008. International human resource management: Managing
people in a multinational context (5th ed.). London: Thomson (Cengage).
Recommended Texts
Adler, N.J. 2008. International dimensions of organizational behaviour (5th ed.). Mason, OH: Thomson South-Western.
Black, I., Gregersen, H.B., Mendenhall, M.E., & Stroh, L.K., 1999. Globalizing people through international assignments. Reading: Addison-Wesley.
Brewster, C., Mayrhofer, W., & Morley, M. 2000. New challenges for European human resource management. New York: MacMillan Press Ltd.
Brewster, C. & Harris, H. 1999. International HRM: Contemporary issues in Europe. London: Routledge.
Briscoe, D.R. 1995. International human resource management. Englewood Cliffs: Prentice-Hall.
Chen, M. 1995. Asian management systems. London: Thomson.
Deresky, H. 2006. International management: Managing across borders and cultures (5th ed.). New York: Harper Collins.
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Dessler, G. & Huat, T. C. 2006. Human resource management. An Asian Perspective. Singapore: Prentice-Hall.
Edwards, T. & Rees, C. 2006. International human resource management. Harlow: Prentice-Hall.
Evans, P., Pucik, V. & Barsoux, J. 2002. The global challenge: Frameworks for IHRM. Boston: McGraw-Hill.
Gannon, M.J. 1994. Understanding global cultures: Metaphorical journeys through seventeen countries. Sage: Thousand Oaks.
Harris, M.M. (Ed.) 2008. Handbook of research in international human resource management. New York: Lawrence Erlbaum.
Harris, H., Brewster, C. & Sparrow, P. 2003. International human resource management. London: Chartered Institute of Personnel and Development.
Harzing, A. & Van Ruysseveldt, J. 2004. International human resource management (2nd ed.). London: Sage.
Hodgetts, R. M. & Luthans, F. 2003. International management: Culture, strategy and behaviour (4th ed.). Boston: Irwin McGraw-Hill.
Hofstede, G. 1994. Cultures and organisations: Software of the mind. London: Harper Collins.
Lucas, R., Lupton, B. & Mathieson, H. 2006. International human resource management in an international context. London: Chartered Institute of Personnel and Development.
Mendenhall, M. E, Oddou, G. R. & Stahl, G. K. 2007. Readings and cases in international human resource management (4th ed.). London: Routledge.
Moore, L.F. & Jennings, D.P. (Eds.). 1995. Human resource management on the Pacific Rim: Institutions, practices and attitudes. Berlin: Walter de Gruyter.
Patrickson, M. & O’Brien, P. (Eds.). 2001. Managing diversity: An Asian and Pacific focus. Milton: John Wiley & Sons Australia Ltd.
Phatak, A.V. 1997. International management: Concepts and cases. Cincinatti: South-Western College.
Phatak, A.V., Bhagat, R. S. & Kashlak, R. J. 2005. International management. New York: McGraw-Hill.
Rowley, C. & Benson, J. (Eds.) 2004. The management of human resources in the Asia-Pacific region. London: Frank Cass.
Rowley, C. & Warner, M. (Eds.) 2008. Globalizing international human resource management. New York: Routledge.
Sanyal, R. N. 2001. International management: A strategic perspective. New Jersey: Prentice Hall.
Stone, R. J. 2009. Managing human resources: An Asian perspective. Milton: Wiley.
For more general background on HRM issues, try:
Banfield, P. & Kay, R. 2008. Introduction to human resource management. Oxford: Oxford
University Press.
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Gilmore, S. & Williams, S. 2009. Human resource management. Oxford: Oxford University
Press.
Stone, R.J. 2011. Human resource management (7th ed.). Milton: Wiley.
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).
Academy of Management Journal
Academy of Management Review
Asia Pacific Journal of Human Resource Management
Career Development International
Human Resource Management
International Business Review
International Journal of Human Resource Management
International Journal of Manpower
Journal of American Academy of Business
Journal of Comparative International Management
Journal of International Business Studies
Journal of International Management
Labour and Management in Development http://labour-mangement.anu.edu.au
Management International Review
Library Resources
UTas Library Catalogue: http://www.utas.edu.au/library/
Online Database: http://www.utas.edu.au/library/info/dbase/index.html
Subject Guide (Company Info): http://www.utas.edu.au/library/info/subj/company.html
Subject Guide (Management): http://www.utas.edu.au/library/info/subj/management.html
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My Learning Online (MyLO)
MyLO software has been incorporated into the delivery of this unit to enhance the learning
experience by providing access to up to date course materials and by allowing for online discussion
through this web based environment.
To access MyLO from your own computer you will need the appropriate software, and hardware to
run that software. See Learning Online at http://uconnect.utas.edu.au/ for computer software you
will need.
Note: Older computers may not have the hardware to run some of the required software
applications. Contact your local IT support person or the Service Desk on 6226 1818 if you
experience difficulties. The School of Management has prepared a MyLO Information Sheet which
includes access guidelines and contact information. It is available to download as a word document
from the School of Management website: http://www.utas.edu.au/mgmt/student.htm
Privacy Policy and Notice
The School of Management takes the utmost care to protect the privacy and security of your
personal information and to ensure its accuracy. If you have any concerns about your privacy in
MyLO please contact the unit coordinator of this unit or view the University of Tasmania MyLO
Privacy Policy Statement available from the university website on
http://www.utas.edu.au/coursesonline/privacy.htm.
Details of Teaching Arrangements
Lectures
The course will be delivered in semi-intensive mode, with intensive 2 x 3-hour seminars conducted
over two-day blocks at four times during the semester as follows:
BLOCK 1: Friday 25th & Saturday 26th February (week 1)
BLOCK 2: Friday 25th & Saturday 26th March (week 5)
BLOCK 3: Friday 29th & Saturday 30th April (week 9)
BLOCK 4: Friday 27th & Saturday 28th May (week 13)
Each 3-hour seminar will involve a combination of standard lecture content and interactive learning
activities and discussions. It is essential that students complete the required reading and study tasks
identified in the unit outline (and/or accompanying unit materials) each week. In this way, students
will be able to keep up with the study schedule and will be prepared to participate fully in the unit.
These seminars will be supplemented by weekly tutorial sessions, which aim to provide students
with the opportunity to discuss the material with instructors and fellow students, as well as support
students with the individual & team assessment tasks. Students will be required to sign up for one of
the available tutorial times.
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As the average study time recommended for a unit in the MBA is approximately 10 hours per week,
you might expect to spend about 130 hours of your time on this unit over the semester. The lectures
and tutorials represent a total of 33 hours. This means that the remaining time should be allocated
to reading and completing assessment tasks. You will find that you get a lot more out of the face-to-
face teaching component if you are adequately prepared.
Tutorials
All students are required to enrol in a tutorial for this unit. Tutorial enrolments will be completed
through MyLO during the first week of semester. Students who have not enrolled in a tutorial by the
end of week one of semester will be allocated to a tutorial by the Unit Coordinator.
Communication, Consultation and Appointments
Refer to the ‘Contact Details’ (page 2) for consultation periods for instructors. Outside the intensive
teaching periods, the Unit Coordinator will be available via email, telephone and/or Skype as
required. Generally, appointments can be organised within 24 hours – the best approach is to
arrange these via email.
Study Week
This unit is scheduled to include a study week. The purpose of the study week is to allow students
the opportunity to consolidate their studies thus far, and to research coming assignments. The study
week for this unit will begin Thursday 21st April 2011.
Assessment
Assessment Schedule
In order to pass this unit you must achieve 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
Class preparation & participation (individual) 10% Ongoing -
Cultural analysis & presentation (team) 20% Tutorials (week 8, 10-12) 20-25 minutes
Written research essay (individual) 30% Friday 15 April 2011 1,800 words*
Examination (individual) 40% From 4th June 2011 2 hours
TOTAL 100%
* Word Limit: The word count includes such items as headings, in-text references, quotes and
executive summaries. It does not include the reference list at the end of the assignment.
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Assessment Item 1 – Class preparation & participation (10%)
Task Description:
Seminar & tutorial preparation & participation (individual) You are expected to participate actively in discussions and other team activities during both seminars and tutorials. Attendance will be taken at every tutorial; however, please note that mere attendance does not equate to participation. Your participation mark is based upon your interaction with instructors and with other students. Students who perform well in this assessment item will be those who:
Are present and well prepared (e.g. have completed all required readings prior to class);
Demonstrate balance in their contributions to discussions and other activities (i.e. contribute productively to discussions without dominating);
Demonstrate professionalism and respect (e.g. turn off mobile phones, arrive punctually); and
Listen actively to others in a constructive and respectful way.
Assessment Criteria:
1. Quality of preparation & contributions (e.g. evidence of completing required
readings, demonstrated depth of understanding and application of key
concepts).
2. Appropriateness of class contributions (e.g. respect for others’ point of view,
capacity to listen and include others in discussion).
Task Length:
N.A.
Due Date:
Ongoing throughout semester.
Value:
10%
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Assessment Item 2 – Cultural analysis & presentation (20%)
Task Description:
Cultural analysis & presentation (team) This assignment will be undertaken in teams of 4-5 students. Teams will be allocated an HRM function (see below), and will be free to choose their own team members.
A central focus of the first two seminars (28th & 29th February) will be to introduce frameworks for understanding the ways in which cultures differ (e.g. Hofstede’s cultural dimensions). Building on these cultural frameworks, teams will research the ways in which the assigned HRM function would be performed in two different countries. The results of this research will be presented via a team presentation of 20-25 minutes duration. Teams will present the findings of their investigations in tutorials during weeks 8, 10, 11 & 12.
Teams can choose the countries for their analysis based on their interests; however, in order to benefit most from this activity teams are encouraged to choose countries that are relevant to your international work experiences and aspirations, and cultural distinct (i.e. which fall within different rather than similar cultural ‘clusters’).
Emphasis should be given to comparing and contrasting the cultural differences between the two countries, as well as the impact that these differences would have on the practice of the relevant HR activity. Some evidence should be provided to demonstrate the validity of your analysis. This should involve both ‘academic’ research (via reputable academic books, journals, or research reports) as well as more practical sources. For example, if an assertion is made that Japanese employers prefer to employ male expatriates over females, a job advertisement identifying this might be included. Or, if it is claimed that USA employers prefer non-union labour, excerpts of conditions of employment might be included. Teams are urged to make their presentations as interesting as possible and, to this end, can design the style and content of the presentation as they see fit. Possibilities include role plays, video clips, sketches, quizzes, analysis of news items, group discussions etc. However, please ensure that: Every member of the team is actively involved in the presentation equally. Each team member is familiar with the team’s overall analysis and the structure
of the planned presentation. You will not be expected to be an expert on the topic; however, all team members should be able to respond in an informed way to any questions that arise from the presentation.
The presentation is given in a way that is professional and appropriate for the audience and topic. All team members are expected to demonstrate high levels of cultural intelligence in planning and presenting the analysis.
Topic Presentation date:
Recruitment & selection Friday 15th April 2011 (tutorial week 8)
Training & development Friday 6th May 2011 (tutorial week 10)
Performance management Friday 13th May 2011 (tutorial week 11)
Remuneration & reward Friday 20th May 2011 (tutorial week 12)
Assessment Criteria:
1. Analysis/Content: Clear and accurate overview of the context/situation,
identification & application of relevant course concepts & international HRM
issues, thoroughness of overall analysis, suitability of recommendations.
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2. Presentation: Clarity of presentation (delivery & structure), depth &
appropriateness of material, convincing (credible and compelling), use of
effective verbal and visual aids, response to questions.
3. Team work: Evidence of team involvement in analysis & presentation,
integration of individual team members’ presentations.
Task Length:
20-25 minutes (excluding Q & A).
Due Date:
Tutorials week 8 (15th April), week 10 (6th May), week 11 (13th May) & week 12 (20th May).
Value:
20%
Assessment Item 3 – Written research essay (30%)
Task Description:
Written research essay (individual) In this assignment, you have an opportunity to consider an area of HRM which interests you. You are required to research this chosen area and explain how operating in an international, multicultural or culturally different environment makes ‘normal’ HRM practices problematic. Students are encouraged to draw on their own work experiences and interests; for instance, you may choose to examine the applicability of your current firms’ performance appraisal system in different cultures or culturally diverse workplaces, and recommend changes.
You should use at least one detailed case study to illustrate your explanation. You are then required to suggest how the difficulties created by the international or multicultural situation might be addressed by changes in HRM practice.
EXAMPLE: General HR topic: Conditions of work. Specific topic: Work hours. In the 1990s, a Commissioner observed that police officers in the kingdom of Tonga were frequently late for work. A cultural explanation was that Pacific islanders have a different view of the value of time and ‘lateness’ is relatively meaningless to them … it was even called ‘Polynesian time’. However, detailed investigations involving interviews, correlations between time sheets and weather reports and local transport data, concluded that physical realities increased the likelihood that Tongans who travelled to work would be late. In was found that numerous variables impacted on the tardiness of police officers, including electricity failures, lack of private vehicles, poor roads, torrential rainfall, and poor public transport. In this case, the interesting question is the extent to which culture actually impacted on the situation; in other words, was culture really an issue or was it just a convenient category for simplistic solutions to a problem. Suggested solutions include: having staggered hours for officers coming on and off duty, issuing officers with off-road bicycles to enable them to travel quickly over unmade roads, and providing accommodation close to the police stations.
Students will be required to submit a brief (100 words) statement of topic for the approval of the Lecturer-in-Charge (via e-mail).
Assessment Criteria:
1. Topic Overview: Clear, accurate & relevant topic, purpose and scope.
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2. Analysis: Insightful interpretation, accurate and thorough application of course
concepts, clear relationship between the analysis and other sections of the essay,
use of suitable supporting evidence, evidence of critical thinking and conceptual
abilities, relevance and detail of selected case study, logical and well argued
recommendations.
3. Overall Presentation: Quality of written work, logical structure, use of appropriate referencing system.
Task Length:
Maximum 1,800 words. Submissions that are over the word limit will incur a penalty of 10% for every 100 words.
Due Date:
Friday 15th April 2011.
Value:
30%
Assessment Item 4 – Final Examination
Format:
Written examination (individual) The final examination is based on lecture & tutorial content, in-class discussions and activities, assigned readings and other course material. Unless you are otherwise advised the exam will be ‘closed-book’ meaning you are not be permitted to refer to any material or notes during the exam. Information regarding the exam, but not the specific questions, will be provided in class. Students who keep up with readings, attend seminars and tutorials, and engage in discussions tend to be the most successful in exams. Carefully reviewing your seminar notes after each class, writing a short summary of each topic, or preparing a list of trigger questions relating to key concepts for each topic are all excellent way to start preparing early.
Duration:
120 minutes
Date and Time:
TBA (during scheduled examination period, from 4th June 2011).
Value 40%.
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
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.
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Supplementary Exams: Except in special circumstances and on the recommendation of the unit
coordinator or the Head of School, a student who fails will not be granted a supplementary
examination.
Special Consideration and Student Difficulties
If a student is experiencing difficulties with their studies or assignments, have personal or life
planning issues, disability or illness which may affect their course of study, they are advised to raise
these with their lecturer or the Postgraduate Academic Adviser in the first instance. The
Postgraduate Academic Adviser can provide assistance with academic issues arising from your
studies and identify appropriate support for general personal issues. The Postgraduate Academic
Adviser is located in Room 320b in the Commerce Building in Hobart and can be contacted by phone
on 6226 1939.
Should a student require assistance in accessing the Library, visit their website for more information
at http://www.utas.edu.au/library/
Students who have completed their examinations and who feel that they have been disadvantaged
due to illness or other circumstances affecting their study, may fill out a form to request that their
lecturer takes this into consideration when marking the examination. Forms should be submitted
directly to the relevant school, accompanied by appropriate supporting documentation, as soon as
possible after the completion of the examination. Granting of special consideration is at the
discretion of the lecturer and school. The relevant form can be found at the following website:
http://www.studentcentre.utas.edu.au/examinations_and_results/forms_files/index.htm#eits
Students with a non-English speaking background may be permitted to take a bilingual dictionary
into an exam. This dictionary must not be annotated, that is, it must have no notes written in it. In
order to use a bilingual dictionary students must request permission from the Student Centre.
Submission of Coursework
Lodging Coursework
All Coursework must have the School of Management Assignment Cover Sheet and Title Page
attached, both of which are available as a blank template from the School of Management website:
http://www.utas.edu.au/mgmt/student.htm. All assignments must include the tutor’s name on the
assignment Cover Sheets when they are submitted.
Please remember that you are responsible for lodging your Coursework on or before the due date.
We suggest you keep a copy. Even in the most ‘perfect’ of systems, items sometimes go astray.
Assignments must be submitted electronically through the relevant assignment drop box in MyLO,
and a paper version must also be submitted at the following locations:
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Hobart students: Lodge in assignment box at room 316, Commerce & Economics Building.
Launceston students: Lodge in assignment box beside room A170.
All coursework must be handed in at 2.00 pm on the due date.
Requests for Extensions
Written Coursework:
Extensions will only be granted on medical or compassionate grounds and will not be granted
because of work or other commitments. Requests for extensions should be made in writing to the
unit coordinator prior to the due date. Medical certificates or other evidence must be attached and
must contain information which justifies the extension sought. Late assignments which have not
been granted an extension will, at the lecturer’s discretion, be penalised by deducting ten per cent
of total marks for each full day overdue.
Assignments submitted more than five days late will normally not be accepted by the unit
coordinator.
In-class Tests:
Students who are unable to sit a test on medical or compassionate grounds (work or other
commitments are not considered 'compassionate grounds') may request that they be permitted to
submit alternative Coursework. Please do not expect a special test to be held for you if you choose
to go on holidays or undertake other activities on the scheduled date. If you do need to request
alternative Coursework, you should do so in writing to the unit coordinator prior to the due date.
Medical certificates or other evidence must be attached and must contain information which
justifies the request. The telephone number of the doctor should also be included.
Faculty of Business Late Assessment Policy
A full copy of the Faculty of Business late assessment policy is available from the Faculty homepage -
http://fcms.its.utas.edu.au/business/business/policies.asp.
Academic Referencing and Style Guide
Students must obtain the following electronic publications which are available from the School of
Management website: http://www.utas.edu.au/mgmt/student.htm.
Writing Assignments: A Guide
School of Management Referencing Style
These resources should be used when completing coursework in this unit.
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:
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(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, and 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.
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.utas.edu.au/tl/supporting/academicintegrity/index.html.
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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Tutorial Program
Week One: Friday 25th February 2011
No tutorial (intensive seminar). Individual consultations as required.
Week Two: Friday 4th March 2011
Team formation: Team formation & orientation, allocation of cases.
Discussion: Review & extension of seminar content (globalisation, HRM and culture).
Week Three: Friday 11th March 2011
Workshop: Preparation to assist in planning & scoping the individual research essay, and team
cultural analysis and presentation (project features, requirements and assessment criteria; review
cultural dimensions).
Week Four: Friday 18th March 2011
Activity: Developing a cultural profile (comparing two cultures). As preparation, please research and
bring to class (non-proprietary) details of the human resource policies and procedures within your
own firm (or a firm that you know well).
Week Five: Friday 25th March 2011
No tutorial (intensive seminar). Individual consultations as required.
Week Six: Friday 1st April 2011
Discussion: Review & extension of seminar content (recruitment, selection & repatriation)
Week Seven: Friday 8th April 2011
Case analysis & discussion: ‘Jaguar or Bluebird, Part I & Part II’ (textbook, pages 318-325). Please
read the case prior to the tutorial.
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Week Eight: Friday 15th April 2011
Team presentation & de-brief: Recruitment & selection
Expatriation ‘hot topics’ debate: Expatriate selection & expatriate failure.
Week Nine (A): Friday 22th April 2011
No tutorial (mid-semester study week).
Week Nine (B): Friday 29th April 2011
No tutorial (intensive seminar). Individual consultations as required.
Week Ten: Friday 6th May 2011
Team presentation & debrief: Training & development
Discussion: International training & development – challenges & relevance.
Week Eleven: Friday 13th May 2011
Team presentation & de-brief: Performance management
Discussion: The complexities of performance appraisal & management in an international context.
Week Twelve: Friday 20th May 2011
Team presentation & de-brief: Remuneration & reward
Discussion : The future of expatriation (remuneration & other issues).
Week Thirteen: Friday 29th May 2011
No tutorial (intensive seminar). Individual consultations as required.
20
Study Schedule
Week
Start of Week
Text Chapter
Topic
Due Dates
February 2011: Friday 25
th &
Saturday 26th
(week 1)
Ch 1-3
The global context of HRM: Course introduction & administration, understanding the global context of HRM, why IHRM matters, culture – what it is & why it is important, cross-cultural aspects of IHRM.
March 2011: Friday 25
th &
Saturday 26th
(week 5)
Ch 4, 5, 8
The expatriate lifecycle: Staffing international operations (recruiting, selecting, preparing, supporting & repatriating expatriates), being an expatriate (culture shock & reverse culture shock, expatriate learning & development), being a host-culture national (e.g. HCN culture shock).
Mid-Semester – 21 April -28 April 2011
April 2011: Friday 29
th &
Saturday 30th
(week 9)
Ch 6, 7, 11
International performance management: Training & development, performance appraisal, and remuneration & reward approaches in an international context.
May 2011: Friday 27
th &
Saturday 28th
(week 13)
Ch 10, 12
Managing global careers: International employment relations, global career issues, ethical issues in IHRM, course overview and exam preparation.
Examination Period 4 June – 21 June 2011
A Calendar/Study Planner showing dates is available from School of Management website at http://www.utas.edu.au/mgmt/student.htm.
