MODULE TITLE:
CROSS-CULTURAL HUMAN RESOURCE
MANAGEMENT
LEVEL:
M
CREDIT POINTS:
20
STATUS:
ROUTE CORE (MA International Business) + Option
CN ID:
TBA
PRE-REQUISITES:
NONE
RATIONALE
The module aims to enable students to develop a critical awareness of the complexity of the
management of Human Resources in the international context, to enable understanding of the
theoretical constructs of comparative analysis and to be able apply HRM techniques with
sensitivity to national cultural differences. This Module seeks to enable students to identify
and tackle key HR issues facing Multi-National Corporations and to develop the skills and
competences required for managing an increasingly diverse, complex and dispersed
workforce. An understanding of cultural, legal and comparative frameworks for analysis will
be promoted and an awareness developed of differences in national HR practices.
The Module emphasises the special characteristics of HRM in the MNC, convergence and
continuing divergence in the HRM structures, policies and practices of different cultural
blocks of nations and also the influences of European and international forces on HRM
within purely domestic organisations. A strong emphasis is placed on the application of
theory and principles to dealing with the complexities of international HRM issues and a
series of extended, in-depth case studies are used to focus student learning on organisational
contexts.
LEARNING OUTCOMES
To understand critically, analyse, evaluate and explain:
 The issues involved in managing people across cultural boundaries – in the context of
globalization, international mergers and alliances and the general internationalisation of
business.

The main theoretical contributions towards understanding different cultures.
 The implications for HR managers of cultural differences and the ability to develop
cultural adaptation as a means of competitive advantage, eg. Developing new managerial
styles, cross-cultural teams, negotiation, etc.
To be able to:
 Diagnose complex management and organisational problems relating to the
management of people across different cultures

Generate and evaluate alternative courses of action to address such problems

Produce and justify realistic action plans for international HRM
INDICATIVE CONTENT
Understanding Culture
 Culture and globalisation
 Models and theories of culture
 Cultural analysis
Internationalising management
 Managing MNCs
 International dimensions of work orientation
 Expatriation
Human Resource Management
 Functions and Philosophy of HRM
 HRM strategies and practice
 Employee relations and participation
Cross Cultural Issues – Topical research in cross-cultural HRM such as:
 New applications of theory
 Empirical developments in culture
 Current practice in international HRM
SKILLS DEVELOPMENT
Integrated skill development:
The following skills will be developed within normal classroom sessions and within
workshop activities: listening, questioning, challenging, influencing, analysing, problem
solving, decision making, team working, etc. A strong emphasis is placed on the
development of data gathering and research skills in preparation for the case study
analysis, decision making and argument building. Independent and co-operative research
and preparation skills will also be developed in out-of-class activities, preparing for class
activities and for the examination case study.
1.
2. Intensive skill development:
Class work will enable learners to focus on developing skills associated with presenting
and making a persuasive case and, through class discussion, the skills of questioning,
listening and debating will be enhanced. Role plays and cross-cultural negotiation
exercises will feature and exercises in managing the performance of under-performing
international staff will develop inter-cultural sensitivity and communication skills.
THEMATIC DEVELOPMENT:
The module focuses on the theme of Globalisation
ASSESSMENT METHODS
1. Formative assessment will take place on an informal basis through feedback in class
on individual and team activities and through the completion of work-book exercises
2. Summative, formal assessment will be by one time constrained (three hour)
examination.
The examination will comprise a pre-seen case study. The exam paper will require students to
draw material from all relevant parts of the syllabus in order to deal with practical crosscultural problems related to the management of people. The assessment will provide the
opportunity for students to demonstrate a critical knowledge together with analytical and
conceptual skills in evaluating and dealing with complex issues in international HRM.
Part of the specific requirements will also be pre-seen and distributed with the case study,
whilst part will be given during the exam itself. Thus students will be able to analyse the case
material and prepare for the examination in a focused way, with some scope for contingency
planning in relation to the unseen part of the question. This presents a real-world
management situation for the students in the examination. It gives the opportunity for
students to demonstrate their analytical, conceptual and application skills in evaluating and
dealing with complex issues in cross-cultural HRM, and tests their ability to provide practical
recommendations and solutions to organisational issues.
LEARNING METHODS
The teaching and learning strategy will build upon students’ inter-dependent and independent
learning skills and they will thus be expected to take a high degree of responsibility for their
own learning.
Forms of Learning:
1.
Class-room based
The module uses both lectures and small-group workshop/tutorials
Lectures are used to provide a framework for the module and also give the
opportunity for tutors and guest lecturers to share specialist expertise with
the students.
Workshops include problem solving and discussion based classes, utilising
both case studies and, where possible, the students’ own organisational
experiences. Practical exercises will also be used to develop skills, such as
role play, negotiation, co-operative feedback and debriefing activities. In
addition group work and project and research based exercises will be used.
2.
Directed study
The above, largely inter-active, class-room approach will be facilitated by
students’ pre-reading of the Module learning support materials. A
workbook/reader will be provided. Workbook tasks and activities encourage
reflection on principles and theory and organisational data gathering to
enable the application of theory and principles, will form an essential and
substantial component of the student learning experience
3.
Independent study
Independent study will involve directed reading as specified within the
learning support materials / workbooks complemented by access to audio
and video recordings and the use of English language Web sites.
INDICATIVE LEARNING RESOURCES
Adler N. (1997) International Dimensions of Organizational Behaviour, 3rd Edition:
Cincinnati,. Ohio: International Thompson Press.
Bartlett, C. & Ghosall S. (1998) Managing Across Borders: The Transnational Solution, 2nd
Edition, Boston: MA: Harvard Business School Press.
Bratton, J. & Gold, J (2003) Human Resource Management : Theory and Practice, London:
Macmillan.
Bridgford J. & Stirling J. (1994) Employee Relations in Europe, Oxford: Blackwell
Dowling, P.& Welch D. (2004) International Human Resource Management, 4th Edition,
International Thompson Press.
Harzing A-W. & Van Ruysseveld J. (Eds) (1995) International HRM, London: Sage
Hofstede, G. (2001) Culture's Consequences: Comparing Values, Behaviors, Institutions and
Organizations Across Nations, 2nd Ed., London: Sage.
Hollinshead, G. & Leat, M. (1995) HRM – An International Comparative Perspective,
London: Pitman
Guirdham M. (1999) Communicating Across Cultures, London: MacMillan
Jackson T. (2002) International HRM: a Cross-Cultural Approach, London: Sage
Joynt, P. & Morton B. (Eds) (1999) The Global HR Manager, London: IPD
Perkins S. (1997) Internationalization: The people dimension, London: Kogan Page
Trompenaars F. & Hampden-Turner C. (1997) Riding the Waves of Culture, London:
Nicholas Brearley
KEY JOURNALS
Cross Cultural Management: An International Journal
Employee Relations
Human Resource Management
International Journal of HRM
Personnel Review
Students will be provided with a focused reading guide around the module syllabus.