為了加強我院學科與專業建設，進一步提升我院留學生的專業能力和水平，學院特聘請澳大利亞莫納什大學李應芳教授為我院留學生開設在線短期課程。
一、課程名稱：《International Human Resource Management》（36學時）
二、課程時間：
The course is taught in 4 hours x 9:
1. 2023年3月4日上午8:15—中午12:00.
2. 2023年3月5日上午8:15—中午12:00.
3. 2023年3月12日上午8:15—中午12:00.
4. 2023年3月18日上午8:15—中午12:00.
5. 2023年3月19日上午8:15—中午12:00.
6. 2023年3月25日上午8:15—中午12:00.
7. 2023年4月16日上午8:15—中午12:00.
8. 2023年4月22日上午8:15—中午12:00.
9. 2023年4月23日上午8:15—中午12:00.
三、授課方式：Zoom直播
本課程得到“伟德平台怎么样引智項目”支持。
四、課程内容介紹
A total of nine sessions are taught in this postgraduate training course. Each session is for two hours. Each session focuses on a specific thematic topic related to human resource management (HRM) in the multinational context. Empirical examples are used to illustrate key theories and practices in international HRM and challenges facing multinational corporations (MNCs) in managing their workforce. Teaching style is informal and interactive, students have opportunities to provide comments and apply their knowledge through group exercises. Examples are provided to illustrate opportunities and challenges for Chinese multinational firms abroad.
Session 1 The dynamic global context of HRM
Session descriptions
This session compares and contrasts the employment and HR environment of developed and developing countries. It analyses the challenges multinational corporations may face in their global HRM.
Session 2 Ethics, international labour standards, corporate social responsibility and sustainability
Session descriptions
This session discusses the notions of business ethics, corporate social responsibility (CSR) and challenges for firms to embrace these concepts in the global context. It contemplates how firms can adopt responsible HRM practices to gain sustainability.
Session 3 Global staffing and managing expatriation and repatriation
Session descriptions
Staffing is one of the most challenging HRM aspects in the operation of multinational firms. In this session, we consider issues related to expatriate management, including selection, training, adjustment and repatriation from an institutional, cultural, organisational and individual perspective.
Session 4 Managing organisational culture in the global context
Session descriptions
It is believed that organisational culture has an important implication for HRM and ultimately the performance of an organisation. This session discusses the multiple meanings and diverse perspectives of culture. It addresses the important issue if organisational culture can be managed or changed. It also investigates organisation’s motives in adopting organisational culture change initiatives and their likely impact on the workforce in an international context.
Session 5 Cross-border mergers and acquisitions and HRM
Session descriptions
This session looks at the use of mergers and acquisitions (M&As) as a business strategy for growth and organisational transformation. It contemplates patterns of and challenges to cross-border M&As. It examines what issues firms may encounter in managing their human resources in the M&A process and post-M&A integration.
Session 6 Managing diversity
Session descriptions
Managing diversity has been recognised as one of the critical elements of business success in the strategic HRM literature. The objective of diversity management is to create organisations in which members of all socio-cultural backgrounds can contribute and achieve their full potential. This session discusses the conceptual premises and perceived benefits of diversity management as promoted in western literature. It critically assesses the extent to which these are applicable in different societal contexts such as China and India.
Session 7 Chinese businesses in Africa: diverse forms of engagement and different implications for human capital development in Africa
Session description
Drawing on evidence from the construction and IT industry as well as privately-owned small commercial businesses, the session examines the business strategy and human resource management practices adopted by these firms and assess their impact on the development of human resources in the host countries. The session also analyses the institutional forces that may influence the Chinese firms’ operational environment. It highlights lessons to be learned for Chinese firms that wish to go global and embed their business in the host country in a sustainable manner.
Session 8 International sanctions and implication for MNCs and HRM
Session description
International sanction often creates direct and indirect impact on multinational enterprises that affect their operations not least within their subsidiaries and through their global value chain. International sanctions cause business uncertainty and negative impacts on HRM. This session discusses the impact of international sanctions on MNCs and the workforce. It provides difference perspectives on this important but under-researched topic in international business.
Session 9 Group presentations
Assessment:
Group presentation and report
Recommended readings
1.Reiche, S., Harzing, A. and Tenzer, H. (eds.) (2022), International Human Resource Management, 6th edition, London: Sage.
2.Ghauri, P., Strange, R. and Cooke, F. L. (2021), ‘Research on international business: The new realities’, International Business Review, 30:2, 101794.
3.Cooke, F. L. (2014), ‘Chinese multinational firms in Asia and Africa: Relationships with institutional actors and patterns of employment practices’, Human Resource Management, 53:6, 877–896.
4.Cooke, F. L., Wang, J., Yao, X. Xiong, L., Zhang, J. Y. and Li, A. (2015), ‘Mining with a high-end strategy: A study of Chinese mining firms in Africa and human resources implications’, The International Journal of Human Resource Management, 26:21, 2744-2762.
5.Cooke, F. L., Wood, G., Wang, M. and Li, A. (2021), ‘Riding the tides of mergers and acquisitions by building a resilient workforce: a framework for studying the role of human resource management’, Human Resource Management Review. 31:3, 100747.
6.Cooke, F. L., Wu, G., Zhou, J., Zhong, C. and Wang, J. (2018) ‘Acquiring global footprints: internationalization strategy of Chinese multinational enterprises and human resource implications’, Journal of Business Research, 93, 184-201.
7.Tarba, S., Cooke, F. L., Weber, Y., Ahlstrom, D., Cooper, C. and Collings, D. (2020), ‘Mergers and acquisitions in the global context: The role of human Resource management’, Journal of World Business, 55:2, 1-7.
8.Meyer, K. E. and Thein, H. H. (2014). Business under adverse home country institutions: The case of international sanctions against Myanmar. Journal of World Business, 49:1, 156–171.
五、授課教師
李應芳教授（英國曼徹斯特大學博士），現為莫納什大學商學院傑出教授；澳大利亞社會科學院院士。曾任莫納什大學商學院副院長、英國曼徹斯特大學商學院教授、澳大利亞皇家墨爾本理工大學管理學院副院長。李應芳教授的研究興趣包括亞洲人力資源管理與勞動關系、戰略人力資源管理、知識管理和創新、外包、國際人力資源管理、性别研究、多元化和包容性管理、雇傭關系、移民研究、數字化和對就業和人力資源管理的影響；氣候變化、能源轉型和工作的未來；可持續發展目标和跨國公司的作用。現已出版個人專著3部，《HRM, Work and Employment in China》（Routledge, 2005）、《Competition, Strategy and Management in China》 （Palgrave Macmillan, 2008）以及《Human Resource Management in China: New Trends and Practices》（Routledge, 2012）；發表學術論文140餘篇以及學術書籍章節70餘篇，多篇收錄于頂級學術期刊《Journal of Management Studies》、《Human Resource Management》、《British Journal of Industrial Relations》、《Human Relations》、《Journal of World Business》、《Journal of Business Research》、《Human Resource Management Journal》以及《International Journal of Human Resource Management》等。李應芳教授在2011和2018年分别榮獲莫納什大學工商管理及經濟學院的“院長卓越研究獎”和“負責任管理教育原則 (Principle of Responsible Management Education, PRME) 院長卓越研究獎”。李應芳教授現任《International Business Review》;《International Journal of Human Resource management》;《Asia Pacific Journal of Human Resources》的聯合主編; 以及《Human Resource Management》;《Asia Pacific Journal of Management》and 《Asian Business and Management》等高級學術刊物的副主編。她曾是DAAD（德國學術交流計劃）德國哥廷根大學訪問教授（2016年）。
六、聯絡人：
闫倩楠（國際合作辦公室）
聯系方式：61776220，62289286
