为了加强我院学科与专业建设，进一步提升我院留学生的专业能力和水平，学院特聘请澳大利亚莫纳什大学李应芳教授为我院留学生开设在线短期课程。
一、课程名称：《International Human Resource Management》（36学时）
二、课程时间：
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、授课方式：Zoom直播
本课程得到“中央财经大学引智项目”支持。
四、课程内容介绍
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、授课教师
李应芳教授（英国曼彻斯特大学博士），现为莫纳什大学商学院杰出教授；澳大利亚社会科学院院士。曾任莫纳什大学商学院副院长、英国曼彻斯特大学商学院教授、澳大利亚皇家墨尔本理工大学管理学院副院长。李应芳教授的研究兴趣包括亚洲人力资源管理与劳动关系、战略人力资源管理、知识管理和创新、外包、国际人力资源管理、性别研究、多元化和包容性管理、雇佣关系、移民研究、数字化和对就业和人力资源管理的影响；气候变化、能源转型和工作的未来；可持续发展目标和跨国公司的作用。现已出版个人专著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）；发表学术论文140余篇以及学术书籍章节70余篇，多篇收录于顶级学术期刊《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。李应芳教授在2011和2018年分别荣获莫纳什大学工商管理及经济学院的“院长卓越研究奖”和“负责任管理教育原则 (Principle of Responsible Management Education, PRME) 院长卓越研究奖”。李应芳教授现任《International Business Review》;《International Journal of Human Resource management》;《Asia Pacific Journal of Human Resources》的联合主编; 以及《Human Resource Management》;《Asia Pacific Journal of Management》and 《Asian Business and Management》等高级学术刊物的副主编。她曾是DAAD（德国学术交流计划）德国哥廷根大学访问教授（2016年）。
六、联络人：
闫倩楠（国际合作办公室）
联系方式：61776220，62289286
