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BUST10121 International HRM and Comparative Employment Relations This course is designed specifically with the international manager in mind. Given mounting globalization pressures, the increasing influence of the European Union and the internationalized nature of HRM in multinational enterprises, management of human resources across borders has become ever more complicated. An international manager needs to exhibit awareness and cultural sensitivity towards employment systems in different countries while taking an internationalized and strategic approach to HRM. Rather than a country-by-country account, which can be excessively descriptive, the course is structured in order to address the theoretical frameworks and on-going debates in the fields of international HRM and comparative employment relations. To this end students are not only introduced to a comparative analysis of national employment systems but are also made familiar with the HR implications of these systems for multinational/ transnational organisations. Moreover, the response of these international organizations in terms of internal HR strategies is also explored - specifically focusing on the use of expatriates and the process of HR outsourcing across international subsidiaries. The first section of the course begins with an overview of the divergent characteristics of national systems, the sources of such diversity, and how systems might be classified. The major controversy of convergence versus divergence of national employment relations systems is initially introduced, a theme developed in the context of subsequent sessions that undertake a more in-depth comparative analysis of national employment systems, specifically considering differences in production regimes, and systems of welfare, training and market flexibility across different countries. The next section considers the influence of multinational/ transnational organisations and their reaction to this national vs. global dichotomy. A key feature of MNCs HR practices is the degree of transfer and adaptation between home and host countries, with further variations across industry sectors. Moreover, the response of these international organisations in terms of internal HR strategies is also explored, specifically focusing on the use of expatriates (as a traditional source of home country power) and the process of HR outsourcing across international subsidiaries. These issues are explored through careful readings of survey and case study results. Sem. 1
BUST10123 Strategic Leadership Development The course will have a special emphasis on the content, process, and evaluation of leadership development at all organisational levels with special attention to understanding strategic leadership. The course is designed to build upon the basic knowledge and fundamental concepts that students will have gained in the prerequisite courses Business Studies 1 and Organisational Studies as well as tying in other courses that look at the role of managers and leaders. The proposed course mainly draws from this theoretical background on leadership content and process theories, leader effectiveness, employee learning and development, proper program evaluation techniques, and also introduces some new theoretical perspectives on the process of employee and specifically management development at all organisational levels. The course allows students to not only research what methods are effective in helping develop organisational leadership, but students will work individually and in groups to understand leader development personally. The course will comprise lectures, individual and group assignments, presentations and discussions that examine the complexities of current debates on both leader and leadership development.
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