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Questions and Questioning

International HRM : 2018 Course Introduction Tutor: Russell Warhurst Associate Professor Newcastle Business School, UK. Questions and Questioning. Course Aims, Content and Assessment. Aims :

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Questions and Questioning

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  1. International HRM: 2018Course IntroductionTutor: Russell Warhurst Associate Professor Newcastle Business School, UK

  2. Questions and Questioning

  3. Course Aims, Content and Assessment Aims: • To understand the nature of people management and its contribution to the performance of internationally active organisations (MNEs, IJVs, SMEs and NGOs) • To develop an appreciation of the HR profession and to develop the knowledge and capabilities of HR practitioners and policy makers in the areas of international resourcing, development, reward and relations …

  4. Course Aims, Content and Assessment Aims: • To work productively with the tension between international centralisation & standardisation and localisation & differentiation • To develop your international management and leadership skills through working with course peers

  5. In sum ... The development of a global mindset through exposure to diversity To: - build employability and enterprise - enable effective citizenship In a diversified, globalised world

  6. My Courses site for IHRM

  7. My Courses site for IHRM

  8. My Courses site for IHRM

  9. Required Reading

  10. Additional reading … the latest knowledge from the latest journals

  11. Course Aims, Content and Assessment Learning outcomes and objectives: • Please refer to the syllabus document Assessment: • Please refer to the syllabus document

  12. Introductions

  13. 700 KM

  14. Introductions 10 questions Every member of the class has to answer at least twice

  15. 1) How far is your home from here?

  16. 2) How long have you been in Mikkeli?

  17. 3) What is the most notable contrast between your home town and Mikkeli?

  18. 4) Why did you choose to study at Aalto in Mikkeli?

  19. 5) Have you studied, Business or Management or Economics before?

  20. 6) Have you studied HRM before? If ‘yes’: in a sentence, what is HRM?

  21. 7) Have you done paid work / been employed? If ‘yes’: what and for how long?

  22. 8) What were the main problems in your paid work / employment?orWhat are the main work problems that your family or friends talk about?

  23. 9) What has been your best or your worst experience of customer service? Explain why the person/people gave exceptionally good or bad service

  24. 10) Why might the leadership and management of people – HRM – be more important than ever to corporate success?

  25. 11) What are your career ambitions? Five years from now? Twenty five years from now?

  26. Original scope of International HRM International HRM Leading and managing people for performance with in trans-national organisations [typically multi national corporations - MNCs]: largest 1,000 produce 80% of world output

  27. Evolving scope of International HRM IHRM Now embraces … International HRM …. Cross-cultural HRM Critically understanding contrasting approaches to leading and managing people from diverse cultures Comparative HRM Understanding contrasting approaches to people management policies and practices

  28. Evolving scope of International HRM IHRM Now embraces … Strategic HRM Understanding and cultivating the contribution of HRM to corporate success

  29. Evolving scope of International HRM “The field is changing rapidly, the term Global HRM [should now replace] International HRM” (Brewster et al., 2016)

  30. Challenge of the course: contrasting perspectives Functionalist or managerialist perspectives on HRM • Aim: how to “do” people management efficiently • Focus on enhancing performance and delivery for the benefit of selected stakeholders: shareholders, corporate managers and customers • Assumes universal sameness

  31. Challenge of the course: contrasting perspectives Critical or radical perspectives on HRM • Aim: to “understand” people management to then do people management effectively and humanely • Focus on justice, diversity, fairness for the benefit of all stakeholders: employees, contributing firms /workers, local communities, cusomters • Assumes contextual difference

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