Mrs Bethania Mendes De Brito Antunes MAR 5.27

This course is compulsory on the MSc in Human Resources and Organisations (Human Resource Management/CIPD) and MSc in Human Resources and Organisations (International Employment Relations/CIPD). This course is available on the Global MSc in Management, Global MSc in Management (MBA Exchange), MBA Exchange, MSc in Human Resources and Organisations (Organisational Behaviour) and MSc in Management (1 Year Programme). This course is available with permission as an outside option to students on other programmes where regulations permit.

This course examines how current global factors influence the management of human resources in global enterprises. It explores how emerging digital technologies influence the forms of work and the roles of HRM in supporting digital transformation and virtual work, the roles of HRM in supporting organizational changes such as merger & acquisition or outsourcing, and how HRM can help organizations meet contemporary social expectations such as diversity and social responsibilities. This course draws heavily on case studies to analyze current issues in HRM and good practices.  

The course discusses topics such as: new HR technologies, global virtual teams, flexible work arrangement and employee wellbeing, global diversity and inclusion, HR in mergers & acquisitions, outsourcing and HR, and HR & global corporate social responsibility.

15 hours of lectures and 15 hours of seminars in the WT.

Practitioners from leading industries may be invited to guest lectures in this course.

Students on this course will have a reading week in Week 6, in line with departmental policy.

Students will have the opportunity to write a formative case study analysis assignment in this course. The feedback will prepare students for the summative case study analysis exam.

Lazarova, M., Thomas, D. C., & Farndale, E. (2021). Essentials of International Human Resource Management: Managing People Globally. Edward Elgar Publishing.

Chong, S., Huang, Y., & Chang, C.-H. (D.). (2020). Supporting interdependent telework employees: A moderated-mediation model linking daily COVID-19 task setbacks to next-day work withdrawal. Journal of Applied Psychology, 105(12), 1408–1422. 

Farh, C. I. C., Liao, H., Shapiro, D. L., Shin, J., & Guan, O. Z. (2021). Out of sight and out of mind? Networking strategies for enhancing inclusion in multinational organizations. Journal of Applied Psychology, 106(4), 582–598.

Edwards, M. R., & Edwards, T. (2013). Employee responses to changing aspects of the employer brand following a multinational acquisition: a longitudinal study. Human Resource Management, 52(1), 27-54.

Exam (90%, duration: 2 hours) in the spring exam period.
Class participation (10%).

Students will have access to the case study in the exam one week prior to the exam date in the ST. The exam consists of unseen questions related to the case study.