21833 Strategic Management of the Global Workforce

Subject level: Postgraduate

Handbook description

This subject focuses on issues relating to the management of a global flexible workforce, specifically strategic international dimensions of human resource management (HRM). Topics include the strategic link between international business and international HRM; theories of strategic international HRM; strategy, structure and the people management function; contemporary issues in international HRM; expatriate management; and critical evaluation of the international HRM function. Particular emphasis is placed on the management of expatriates in new organisational forms, e.g. networks and joint ventures.

Subject objectives/outcomes

On successful completion of this subject students should be able to:

1. demonstrate awareness of the relevant theoretical and practical dimensions of managing a global workforce
2. develop skills in designing and managing a global workforce as part of the general management of a public or private sector organisation
3. describe the broad range of influences acting on managing a global workforce in relation to a series of emerging issues, such as new organisational forms, international business systems and processes
4. understand theoretical/conceptual material underlying the integration of the people management function in the global employment relationship.

Contribution to graduate profile

This unit focuses on the specifically international dimensions of human resource management, principally as they affect domestic organisations operating internationally, as well as global, transnational and multinational organisations. This unit is consistent with the Karpin Report by providing managers with international business related competencies, in particular in people management and critical thinking skills. The emphasis of this unit is given to the strategic aspects of managing a global workforce, especially in the management of strategic alliances and new organisational forms (e.g. international joint ventures, multidomestic operations, franchises or licensing arrangements, consortia, etc). Students will acquire an understanding the issues and challenges faced by organisations entering the global market, with particular emphasis on the strategic aspects of managing these organisations.

Teaching and learning strategies

The class will meet weekly for three hours. Drawing on the literature from global business management and international HRM, class activities will include lectures, class discussion, case study analysis and group presentations. Initially, students will develop a series of presentation topics (from Weeks 8 to 13) using the Future Search Conference technique. It involves students working in small groups on a literature review of their chosen topic, with particular reference to the management of a global workforce.

There is a commitment to critical enquiry and intellectual debate in regard to the material covered, and students are encouraged to explore the relationship between the theories and research on global business strategies and international HRM. Expansion of the awareness of Australian management policies and practices into intercultural and international perspectives is fostered. Students are expected to have read the written material before class each week, to facilitate discussion. From time to time, guest lectures may be invited to present particular topics, and video and other media may be used where appropriate. This approach emphasises the context of HRM decisions and helps to develop a range of HRM-specific and general management competencies, which are critical to future success in the international business arena.

Content

• Introduction to global business strategies and the global workforce
• Theories and models of strategic international HRM
• Challenges in managing the global workforce: centralisation versus decentralisation
• Convergence versus divergence of practices
• Managing inter-unit and intra-unit linkages through a global workforce
• International business operations and the global workforce
• Going international: new organisational forms; organisational learning and collaboration
• Managing the environmental impact of international business
• Managing the expatriate: planning, recruiting and selection
• International training and development; organisational socialisation
• International performance management: optimising expatriate performance
• Managing the expatriate: international career management
• Managing diversity: international business ethics in managing a global workforce
• Performance and accountability: auditing and critical evaluation of the global workforce management functions.

Assessment

Assessment item 1: Project Presentation (Group)

Assessment item 2: Project report (Group)

Assessment item 3: Formal in-class examination - essay questions (Individual)

Required text(s)

Dowling, PJ, Festing, M and Engle, AD Sr, 2008, International Human Resource Management, 5th edn, South Melbourne, Thomson

Schuler, RS, Jackson, SE and Luo, Y, 2003, Managing Human Resources in Cross-Border Alliances, Routledge, London

Faculty of Business (2006), Guide to Writing Assignments, Faculty of Business, University of Technology, Sydney.

Additional relevant materials (e.g. case study) may be handed out in class, as appropriate.

Recommended text(s)

Dowling, PJ and Welch, DE, 2004, International Human Resource Management, 4th edn, London, Thomson.