06210700 - Human resource management

Crédits ECTS 3
Volume horaire total 32
Volume horaire CM 32

Responsables

Objectifs

Overall review of the current situation of international managers at a time of shifting certainties and of a lack of actual solutions.

New prospects to understand the motivation process and widden it to include compensation, training, coping with stress at work and job satisfaction.

TARGETED KNOWLEDGE
1. Responding to financial globalization, uberization and prosumers,
2. Overseeing movement of jobs to countries with low-cost labor,
3. Managing workforce diversity,
4. Improving quality and productivity in GAFA companies,
5. Dealing with NEET (Not in employment, education, or training) in the EU.

TARGETED SKILLS

1. Speaking
2. Active Listening
3. Social Perceptiveness
4. Persuasion
5. Critical Thinking
6. Service Orientation
7. Judgment and Decision Making

Contenu

INTRODUCTION: International Human Resources Policy and Stress at work

Part 1: CHALLENGES AND OPPORTUNITIES FOR NEW MANAGEMENT STYLES

1 WORK MOTIVATION, COMPENSATION & REWARDS
1-1 Money as a motivator
1-2 Implications for managers

2 INDUSTRIAL RELATIONS
2-1 Scope of industrial relations
2-2 Actors in the Industrial relations system

3 TRAINING & EVALUATION
3-1 Personal qualities & generic skills
3-2 Blended Learning

Part 2: WORKPLACE EMPOWERMENT AND ORGANISATION DEVELOPMENT

4 JOB SATISFACTION & WORK PERFORMANCE
4-1 New Practices in Recruitment
4-2 Conflict and change

5 STAFFING THE GLOBAL ORGANIZATION
5-1 Different contracts
5-2 HR & the internationalization of business

6 SALESFORCE MANAGEMENT
6-1 Sales management activities
6-2 New work context in sales management

CONCLUSION
Diverse careers
Rightsizing

Bibliographie

BOOKS USED AS REFERENCE:
  • Vance, C.M. & Paik, Y. (2015), Managing a global workforce, Routledge, New York, 3rd edition.

EMBLEMATIC BOOKS OR RESEARCH PAPERS REGARDING THE SUBJECT OF THE COURSE
  • Caligiuri, P; Di Santo, V. (2001). “Global competence: What is it, and can it be developed through global assignments?” Human Resource Planning, vol.14, n°1, p. 27–35.
  • Delbridge, R., Hauptmeier, M.; Sengupta, S., (2011). “Beyond the enterprise: Broadening the horizons of International HRM”, Human Relations, vol. 64, p. 483-505.
  • Greenberg, J. (1990). “Employee Theft as a Reaction to Underpayment Inequity: The Hidden Cost of Pay Cuts”, Journal of Applied Psychology, vol.75, n°.5, p. 561-568
  • Harrison, D. A., Shaffer, M. A., & Bhaskar-Shrinivas, P. (2004). “Going places: Roads more and less traveled in research on expatriate experiences”, Research in Personnel and Human Resource Management, vol. 23, p. 199–247.
  • Hechanova, R., Beehr, T. A., & Christiansen, N. D. (2003). “Antecedents and consequences of employees’ adjustment to overseas assignment: A meta-analytic review”, Applied Psychology, vol. 52, n°2, p. 213–236.

PUBLICATIONS OF THE iaelyon FACULTY REGARDING THE SUBJECT OF THE COURSE
  • VALAX, M. et RIVE, J. (2016), « Les modes de contrôle interactif des filiales internationales, quand le coopérativisme devient subordination à l’étranger », Revue Française de Gestion, n°256, p. 139- 158.
  • VALAX, M (2016) « Analysis of international employee motivation and perceptions of inequity in a world leading airline », Management International, vol. 52, n°8, forthcoming.
  • VALAX, M. (2011) « Beyond McDonald’s CSR Perspective in China: Report on Damaged Reputation of Employment from Case Study Research », Asia Business and Management Review, Special issue CSR in Asia, pp. 45-68.

Contrôles des connaissances

Final Exam
Written

Continuing Examination
In class examination, 2h
Nature of student work and proportion weight: case study

Informations complémentaires

TEACHING METHODS
Theoretical framework in international human resources management + current habits in SMEs and MNCs.
Real case studies.

ADDITIONAL READINGS:
  • Black J.S. and Morisson A.J. (2014), The Global Leadership Challenge, Routledge, New York.
  • Hall, E.T. (1984), The silent language, Seuil, Paris.
  • Redman, T. & Wilkinson, A. (2011), Contemporary Human Resources Management, Prentice Hall, London.

Mise à jour : 14 novembre 2016