MANAGING PEOPLE IN GLOBAL ORGANISATIONS

SHE Level 5
SCQF Credit Points 15.00
ECTS Credit Points 7.50
Module Code MMN126523
Module Leader Kathryn Boyle
School Glasgow School for Business and Society
Subject Management
Trimesters
  • B (January start)
  • A (September start)
  • C (May start)

Summary of Content

International organisations today recognise the critical importance of developing and utilising staff capabilities. The extent and reach of globalisation has brought into focus the role played by the skilled workforce in terms of securing and maintaining competitive advantage, as well as raising significant organisational, management and ethical challenges. The aim of the module is to equip the student with a comprehensive understanding of the key concepts, strategies and practices of Managing People in Global Organizations to enable them to effectively manage people in a global context. The module assessment provides the student with the opportunity to consolidate their learning and develop their ability to critique complex organisational problems.

Syllabus

The syllabus is split into 3 themes to fulfil the aim and objectives of the module. The first of these considers the wider international context and the environmental factors that impact on managing people in global organizations; the second explores the organisational environmental factors that impact on people management, and in this module goes beyond the traditional focus on MNCs by also considering 'public service' global organizations e.g. the UN and its various agencies; EC; ASEAN; Red Cross; Me9decin sans Frontie8res ; and, finally the third theme focuses on specific strategies and practices that organizations and managers can adopt to facilitate the effective and ethical management of people in global organizations, including how organizations can develop responsible global leaders. Theme 1 The International Context of Managing People in Global Organizations -360b7 Introduction to managing people in global organizations b7 The role of International HRM (IHRM) b7 The global labour market and workforce b7 The challenges of managing people in global organizations Theme 2 The Organisational Context of Managing People in Global Organizations -360b7 Managing People in Multinational Companies (MNCs) b7 Managing People in Supranational Organizations and International 3 rd Sector Organizations Theme 3 Global People Management Strategies and Practices b7 Strategies for managing people in global organizations b7 Developing responsible global leaders b7 Managing diversity in a multicultural workforce b7 Global talent management b7 Recruiting, developing and retaining global talent b7 Managing the performance of a global workforce b7 Comparative employment relations

Learning Outcomes

On successful completion of the module students should be able to:1. Critically analyse the aims of International Human Resource Management (IHRM) and its contribution to international organisational strategy and effective performance within a global context2. Identify, analyse and articulate key challenges associated with managing people in global organizations3. Critically evaluate organisational strategies for managing people in global organisations4. Critically discuss practices and interventions utilised to effectively, efficiently and ethically manage people in global organisations.

Teaching / Learning Strategy

The teaching team will adopt a highly interactive, student-centred approach. Classes will combine both lecture and seminar activities e.g. the lecturer will introduce the theoretical and/or contextual underpinning for each topic, which will then be reinforced by a range of learning activities. Many of these learning activities will be informed by the international, research and/or consultancy experience of the module team including: case studies; review of journal articles; problem solving; debates; individual and group exercises. Throughout the module, students will be asked to compare and critique what is being discussed in class and on GCUL with their own experiences as a learner, employee, current or future manager. Guest tutors will be used where appropriate. The module will be supported through the use of GCUL and other learning technology. For examples podcasts, media reports relevant to the module will be posted to stimulate both class-room based and independent learning. Digital interactive tools such as PADLET, will also be used to facilitate class discussion and provide an opportunity to review understanding. There will be two inter-related elements to ensure all learning outcomes are assessed in the module, as well as providing opportunities for formative feedback. Students will submit a 500 word written proposal identifying and justifying the need for investigation into a people management challenge facing managers in a global organization/s with which they are familiar. This will enable formative feedback prior to the summative assessment. The first assessment element will comprise 15% of the module weighting. The final assessment will be a 2500 word evidence-based assignment providing a critique of potential strategies and practices which could address the challenge identified in the previous coursework. This final element will be weighted at 85%.

Indicative Reading

Core text for this module: Iles, P. and Zhang, C. (2013) International Human Resource Management: A Cross-Cultural and Comparative Approach. London: CIPD. Other helpful texts are: Beattie, R. and Waterhouse, J. (2018) HRM in Public Service Organisations. Fetters Lane, Oxon: Routledge, forthcoming Jan Brewster, C. (2016) International Human Resource Management (4 th edition). London: CIPD Dowling, P.J., Festing M. and Engle, A.D. (2017) International Human Resource Management (7 th edition). Andover: Cengage Learning EMEA Edwards, T. and Rees, C. (2017) International Human Resource Management: Globalization, National Systems and Multinational Companies (3 rd edition), London: Pearson. Kramar, R. and Syed, J. (2012) Human Resource Management in a global context: a critical approach. London: Palgrave. Reiche, B.S., Harzing, A.-W. and Tenzer, H. (2019) International Human Resource Management. 5 th ed. London: Sage. Indicative Reading: Books and Book Chapters Lucas, R., Mathieson, H & Lupton, B., et al (2006) Human Resource Management in an International Context, CIPD, London MccIntosh, R. & O'Gorman, K. (2015) Introducing Management in a Global Context Chapters 5,6, 10-12. Oxford: Goodfellow Publishers Wilson, J (ed) (2012); International Human Resource Development: Learning, Education and Training for Individuals and Organizations; 3rd edition; Kogan Page Journals/ publications British Journal of Management Human Relations Human Resource Development International Human Resource Development Quarterly Human Resource Management Journal Journal of Management Studies International Journal of Human Resource Management International Journal of Management Reviews International Journal of Training & Development Journal of European Industrial training People Management Personnel Review Public Management Review

Transferrable Skills

By the end of this module students will have gained competence in the following key areas: -360b7 Critical thinking & problem solving b7 Cognitive/ intellectual skills b7 Knowledge & understanding in the context of the subject b7 Information retrieval & research skills b7 People management/ communication skills: written, oral, listening, verbal b7 presentation/discussion b7 Independent working b7 Group working b7 Lead and influence others more effectively b7 IT/ PowerPoint

Module Structure

Activity Total Hours
Assessment (FT) 50.00
Lectures (FT) 12.00
Practicals (FT) 12.00
Independent Learning (FT) 64.00
Seminars (FT) 12.00

Assessment Methods

Component Duration Weighting Threshold Description
Proposal n/a 15.00 45% 500 word proposal (midway through the module)
Critical Analysis n/a 85.00 45% 2500 word critical analysis (assessment period)