1. Course code and title: HRM 2212 International Human
Course code and title: HRM 2212 International Human Resource Management
Course status: Major optional
Credit points:
Level and Semester: Level II, VIII, 2011
Course facilitator: Dr. Arosha S. Adikaram

2. Evaluation Class participation 10% Individual assignment 30%
End of semester examination 60%

3. Tentative session plan
Topic/Activity 1
Introduction to IHRM and the course 2
HR policies in MNCs, Cultural frameworks, culture shock 3
Expatriates, inpatriate management 4
Guest lecture 1
By Dr. Sankalpa Gamwarige, Director embedded systems, Zone24X7 (Pvt.) Ltd, 5
Perceptions, interpretation, and attitudes across cultures 6
Communication, conflict and negotiation across cultures 7
Selection and development of International employees 8
Guest lecture 9
Performance appraisal and compensation across cultures 10
Leading and motivating in an international context 11
Guest lecture 2 12
Laws and politics across countries 13
Group presentations 14 15
Ethics and social responsibility and course evaluation

4. Individual Assignment
Select a company which is doing business internationally
Find out the type of the company and how it IHRM is carried out in the company by looking into following aspects
- Selection and development of International employees
- Perceptions, interpretation, and attitudes across cultures
- Leading and motivating in an international context
Write a report (not exceeding 10 pages, 12 font, times new roman, 1 ½ line spacing)
Group presentation (not exceeding 20 minutes)

5. International Human Resource Management
Introduction to IHRM
HRM 2212
International Human Resource Management
Dr. Arosha S. Adikaram

6. What is IHRM?
The process of procuring, allocating and effectively utilising human resources in an international business
© Dr. Pavithra Kailasapathy

7. Types of organisations
Global
Transnational
high
Global efficiency
International
Multinational
low
low
high
Local responsiveness
© Dr. Pavithra Kailasapathy

8. International organisation
Uses existing capabilities to expand into foreign markets
Procter & Gamble
Honda
General Electrics
© Dr. Pavithra Kailasapathy

9. Global organisation Views the world as a single market
Operations are controlled centrally from the corporate office
E.g., Matsushita, NEC
© Dr. Pavithra Kailasapathy

10. Transnational organisation
Specialised facilities permit local responsiveness
Complex coordination mechanisms provide global integration
E.g.,
Shell
Unilever
© Dr. Pavithra Kailasapathy

11. Multinational organisation
Several subsidiaries operating as stand-alone business units in multiple countries
An enterprise that has an interlocking network of subsidiaries in several countries
A company which views the world as its theatre of operations
A company, which therefore, allocates financial, material, technical and managerial resources around the world
E.g.,
© Dr. Pavithra Kailasapathy

12. Differences between HRM and IHRM
Done at national level
Done at international level
concerned with managing employees belonging to one nation
concerned with managing employees belonging to many nations (Home country, host country and third country employees
concerned with managing limited number of HRM activities at national level
concerned with managing additional activities such as expatriate management
less complicated due to less influence from the external environment
very complicated as it is affected heavily by external factors such as cultural distance and institutional factors.

13. Differences between HRM and IHRM
Constantly changing environment
Requires involvement in employee’s personal lives
Higher risk
Longer “office” hours
© Dr. Pavithra Kailasapathy

14. What are the issues in IHRM?
Cultural impact
Recruitment & selection
Motivation/reward
Training & development
Leadership styles
Living conditions, political environment
Labour laws, regulations, tax laws
© Dr. Pavithra Kailasapathy