2025/2026
Управление персоналом в глобальных корпорациях
Статус:
Маго-лего
Где читается:
Высшая школа бизнеса
Когда читается:
4 модуль
Охват аудитории:
для своего кампуса
Язык:
английский
Кредиты:
3
Контактные часы:
24
Course Syllabus
Abstract
This course provides a comprehensive examination of human resource management in multinational corporations and global business environments. Building upon foundational HRM concepts, the course explores the unique challenges and strategic opportunities that arise when managing human capital across national borders, cultures, and institutional contexts.
Students will analyze how global organizations design and implement HR strategies that balance the competing demands of global integration and local responsiveness. The curriculum covers critical topics including international staffing approaches, expatriate management and global mobility, cross-cultural leadership development, international compensation systems, and comparative employment relations. Special attention is given to the cultural dimensions that shape management practices across regions and the theoretical frameworks that explain multinational HR decision-making.
Through case studies of leading multinational corporations, students will develop practical skills in designing globally consistent yet locally adaptive HR policies. The course also addresses emerging trends including global HR analytics, distributed workforce management, and the impact of geopolitical dynamics on international human capital strategies. Graduates will be equipped to lead HR functions in global organizations or manage diverse international teams effectively.
Learning Objectives
- Development of students' strategic understanding of international human resource management and their capability to design and implement effective HR practices in multinational contexts. Mastering theoretical frameworks explaining cross-border HR phenomena, development of cultural intelligence essential for managing diverse global workforces, and acquiring practical skills in international staffing, compensation design, and global talent development.
Expected Learning Outcomes
- Identify and define key concepts, models, and frameworks in International HRM, including Perlmutter's EPRG orientations, Hofstede's cultural dimensions, expatriate compensation approaches, and global HR operating models.
- Apply cross-cultural management frameworks and IHRM models to diagnose HR challenges in multinational organizations and select appropriate staffing, compensation, and development approaches for specific international contexts.
- Explain the strategic tensions between global integration and local responsiveness in HRM, and describe how institutional, cultural, and economic factors shape HR practices across different countries and regions.
- Analyze the effectiveness of international HR strategies in case studies and real-world scenarios, examining the interplay between headquarters directives, subsidiary needs, cultural factors, and local institutional requirements.
- Critically evaluate the trade-offs inherent in global HR decisions, assess the appropriateness of standardization versus localization approaches, and judge the ethical implications of international HR practices including global pay equity and labor standards.
- Design comprehensive international HRM strategies for multinational organizations, including global talent acquisition plans, expatriate management programs, cross-border compensation frameworks, and global talent development systems that balance strategic objectives with cultural and institutional constraints.
- Identifies and defines key concepts, models, and frameworks in International HRM, including Perlmutter's EPRG orientations, Hofstede's cultural dimensions, expatriate compensation approaches, and global HR operating models.
- Applies cross-cultural management frameworks and IHRM models to diagnose HR challenges in multinational organizations and select appropriate staffing, compensation, and development approaches for specific international contexts.
- Explains the strategic tensions between global integration and local responsiveness in HRM, and describes how institutional, cultural, and economic factors shape HR practices across different countries and regions.
- Analyzes the effectiveness of international HR strategies in case studies and real-world scenarios, examining the interplay between headquarters directives, subsidiary needs, cultural factors, and local institutional requirements.
- Critically evaluates the trade-offs inherent in global HR decisions, assess the appropriateness of standardization versus localization approaches, and judge the ethical implications of international HR practices including global pay equity and labor standards.
- Designs comprehensive international HRM strategies for multinational organizations, including global talent acquisition plans, expatriate management programs, cross-border compensation frameworks, and global talent development systems that balance strategic objectives with cultural and institutional constraints.
Course Contents
- Foundations of International HRM
- Cross-Cultural Management and Global Leadership
- Global Talent Acquisition and International Mobility
- Global Compensation and Employment Relations
- Global Talent Development and Performance
- HR Analytics, Technology, and Future of IHRM
Assessment Elements
- Lecture attendanceAs part of the course requirements, students are expected to attend a minimum of 4 out of 6 scheduled lectures. Attendance is crucial for ensuring a comprehensive understanding of the course material and for fostering an engaging learning environment. To facilitate attendance tracking, students will check in using a QR code that will be made available during each lecture.
- Seminar ActivityDescription: Active, thoughtful participation in all six seminars. Quality of contribution valued over quantity. Seminar activity assesses students' ability to apply IHRM concepts to practical situations, engage in meaningful peer learning, contribute to case analysis, and work effectively in small groups. Seminars are designed to deepen understanding through active learning and collaborative problem-solving. Expectations: • Attendance at all seminars (mandatory) • Completion of pre-seminar readings and preparation • Meaningful contributions to discussions • Active listening and building on others' ideas • Professional engagement with diverse perspectives
- Individual Critical EssayStudents will write a critical analytical essay examining a contemporary debate or challenge in International Human Resources Management. The essay must demonstrate deep engagement with academic literature, critical evaluation of competing perspectives, and original argumentation supported by evidence. The use of AI-based text generation without author review is prohibited. If AI is used in the essay, this must be noted in the text in accordance with HSE guidelines. Authorship verification is performed at the instructor's discretion and may include automated content verification systems, expert review, or an interview with the author. Works that fail authorship verification will be graded 0 points. A similar grade is given for copying material from Wikipedia.
- Group ProjectThe group project simulates a real-world international HR consulting engagement. Student teams will develop a comprehensive International HRM strategy for a company expanding into new markets. This assessment evaluates students' ability to collaborate, integrate course concepts, and create practical solutions for complex global HR challenges. Team Formation Specification Requirement Team Size 4-5 members Formation Method Self-selected Diversity Expectation Teams should strive for diversity (nationality, background, experience) Changes Team changes only permitted before April 20, 2026 with instructor approval Student teams will be assigned one fictional company scenario. Detailed company profiles will be provided by April 20, 2026. Project Deliverables Deliverable 1: Written Strategy Report Specification Requirement Length 6,000-7,000 words (excluding references and appendices) Format Professional consulting report Minimum Sources 15 academic sources Submission PDF or MS Word via SmartLMS or email Due Date May 30, 2026, 23:59 local time Required Report Sections: Section Word Guide Content Executive Summary 400-500 Standalone summary for senior executives Company and Context Analysis 800-1,000 Analysis of company strategy, culture, current HR; target market analysis (institutional, cultural, economic factors) IHRM Strategic Framework 500-600 Recommended overall IHRM philosophy and approach (using Perlmutter, I-R framework) International Staffing Strategy 800-1,000 Staffing approach for expansion (PCN/HCN/TCN mix); recruitment strategy; employer branding Global Mobility Program 600-800 Assignment types; selection criteria; support programs; repatriation International Compensation Framework 800-1,000 Compensation philosophy; approach (balance sheet, local-plus, etc.); benefits strategy; pay equity considerations Global Talent Development 600-800 Performance management adaptation; learning and development; leadership pipeline Implementation Roadmap 500-600 Phased implementation plan; key milestones; risk assessment and mitigation Conclusion 200-300 Summary; critical success factors Appendices As needed Supporting frameworks, data, timelines Deliverable 2: Executive Presentation Specification Requirement Duration 15 minutes presentation + 5 minutes Q&A Format Professional presentation (PowerPoint/similar) Participation All team members must present Audience Instructor + class (simulating board presentation) Schedule June 1-5, during seminar time Presentation Requirements: • Executive-appropriate style (not academic) • Visual frameworks and data • Clear recommendations • All team members speak for roughly equal time • Q&A demonstrates depth of team understanding The use of AI-based text generation without author review is prohibited. If AI is used in the project, this must be noted in the text in accordance with HSE guidelines. Authorship verification is performed at the instructor's discretion and may include automated content verification systems, expert review, or an interview with the author. Works that fail authorship verification will be graded 0 points. A similar grade is given for copying material from Wikipedia.
- Final Written ExaminationThe final examination assesses individual mastery of course content, including theoretical frameworks, their application to international HR situations, and the ability to think critically about IHRM challenges. The exam is designed to test both breadth of knowledge and depth of understanding. Exam Specifications Specification Requirement Duration 1 hour 20 minutes Format Written, StartExam (SafeExam platform) Place Computer classes at HSE premicies Permitted Materials None Exam Part 1: Question Types Multiple choice, Single choice, Short Answer, each worth 1 point Exam Part 2: Essay (Case Analysis) Coverage All lectures and seminars Coverage: • Key IHRM concepts and definitions • Theoretical frameworks (authors, components, applications) • Comparative HR systems knowledge • Cultural framework dimensions • Expatriate management concepts • Global compensation terminology The use of any materials or AI during the exam is strictly prohibited.
Interim Assessment
- 2025/2026 4th module0.25 * Individual Critical Essay + 0.4 * Final Written Examination + 0.25 * Group Project + 0.1 * Seminar Activity
Bibliography
Recommended Core Bibliography
- Jennifer F. Wood. (2015). Dowling, P. J., Festing, M., Engle Sr., A. D., International Human Resource Management (6th Edition), Cengage Learning EMEA, 2013. Management International Review, (4), 589. https://doi.org/10.1007/s11575-014-0236-1
- Michael Armstrong, & Stephen Taylor. (2020). Armstrong’s Handbook of Human Resource Management Practice. London: Kogan Page. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=2331872
Recommended Additional Bibliography
- Briscoe, D. R., Tarique, I., & Schuler, R. S. (2012). International Human Resource Management : Policies and Practices for Multinational Enterprises: Vol. 4th ed. Routledge.
- Michael Armstrong. (2020). Armstrong’s Handbook of Strategic Human Resource Management : Improve Business Performance Through Strategic People Management. Kogan Page.
- Paul Iles, & Crystal L Zhang. (2013). International Human Resource Management : A Cross-Cultural and Comparative Approach. CIPD - Kogan Page.