International and Comparative HRM | Abertay University

International and Comparative HRM


This module is designed for student who wish to learn more about the management of people within globally active organisations


The aim of this Module is to provide the student with :an understanding of the theoretical underpinnings and the practical implications of international approaches to human resource management.

Learning Outcomes

By the end of this module the student should be able to:

1.  Critically describe the theoretical framework for the analysis of strategic international human resource management

2.  Evaluate comparatively the different models of international HRM

3.  Analyse the major employment policies of multinational companies and the problems that may arise when operating in different countries

Indicative Content

1 Introduction

The Emergence of International HRM; Defining International HRM; Domestic versus IHRM; The Context of International HRM; Models of International HRM

2 The Impact of culture on HRM

The meaning and importance of culture, culture and the individual, convergence and divergence theories, impact of national culture on HRM practice, multicultural employees and managers, developing cross- cultural leadership competencies

3 The Role of HRM in Multinational companies

Aims, objectives, structure, process and culture of MNCs, the role of hrm in joint ventures, mergers and acquisitions and strategic alliances.

4 Recruitment and selection for international assignments

HR resource planning and policies for international operations, recruiting locals and expatriates, international recruitment processes, issues relating to expatriation.

5 Training and development for international operations

Developing international managers, approaches to international training and development, Pre-post and during expatriation training, training locals and third country employees

6 Performance Management of employees in different countries.

The importance, main components and key factors in international performance management, International comparisons of performance management policies and practices, constraints on strategy-level appraisal

7 Rewards and remuneration of employees in global assignments

Importance of international reward systems to MNCs; challenges of, approaches to and development of reward and compensation packages and policies.

8 Employee relations in MNCs

International, regional and national employment laws and regulation, key issues in international employee relations, MNCs and trade unions, international comparisons of employee relations systems, the role of the ILO

9 Repatriation: problems and solutions

Scope and types of repatriation, economic, financial and psychological costs of repatriation, designing and managing the repatriation process

10 Emerging issues and future directions in international and comparative human resource management

Statement on Teaching, Learning and Assessment

Class contact will alternate between lecture, tutorial and seminar-style work, with lectures providing key input on concepts and contexts, and tutorial and seminar-style work involving students in group activities, presentations and case study analysis and discussion. Assessment units are designed to develop students' analytical and research skills, give opportunity for the application of tools and concepts, and address learning outcomes as specified.

Teaching and Learning Work Loads

Total 200
Lecture 28
Tutorial/Seminar 14
Supervised Practical Activity 0
Unsupervised Practical Activity 0
Assessment 40
Independent 118

Guidance notes

Credit Value – The total value of SCQF credits for the module. 20 credits are the equivalent of 10 ECTS credits. A full-time student should normally register for 60 SCQF credits per semester.


We make every effort to ensure that the information on our website is accurate but it is possible that some changes may occur prior to the academic year of entry. The modules listed in this catalogue are offered subject to availability during academic year 2018/19 , and may be subject to change for future years.