Introductory description

The principal aims of this module are to evaluate through the analysis of a variety of cases the extent to which global corporation can adopt highly centralized or predominantly decentralized HR policies.

Module web page

Module aims

Outline syllabus

This is an indicative module outline only to give an indication of the sort of topics that may be covered. Actual sessions held may differ.

1. Introduction to the role of global context: Globalisation, national models of capitalism and multinationals
2. Varieties of capitalism.
3. Governance of the globalised economy.
4. The state and employment relations.
5. The significance of the multinational enterprise as an employer.
6. Varieties of multinational employer: country of origin effects on employment relations.
7. The twin efficiency and power faces of multinationals: transfers of practices and relocation threats
8. Employee representation and organisation in multinationals.
9. Transnational regulations: Codes of Conduct, International Framework Agreements and other regulatory forms.

Learning outcomes

By the end of the module, students should be able to:

• Understand the emerging trends in the balance between national and supranational governance mechanisms in employment relations.
• Understand the role of MNCs and their governance in employment relations.
• To understand how political, economic and social contexts shape shape employment relations.
• Analyse the political and economic developments lying behind the development of global and regional employment relations institutions and regulation at intergovernmental, sector and multinational enterprise levels.
• Compare and contrast developments in different levels of employment relations in the global economy.
• Critically evaluate the literature on the impact of multinational enterprises.

Indicative reading list

Aguilera, R. V. and Dencker, J. C. (2004) ‘The role of human resource management in cross-border mergers and acquisitions’, The International Journal of Human Resource Management, 15(8), pp. 1355–1370. doi: 10.1080/0958519042000257977.

Doellgast, V. and Berg, P. (2018) ‘Negotiating Flexibility: External Contracting and Working Time Control in German and Danish Telecommunications Firms’, ILR Review, 71(1), pp. 117–142. doi: 10.1177/0019793917703659.

Festing, M., Eidems, J. and Royer, S. (2007) ‘Strategic Issues and Local Constraints in Transnational Compensation Strategies’:, European Management Journal, 25(2), pp. 118–131. doi: 10.1016/j.emj.2007.01.001.

Mor-Barak, M. E. (2017) Managing diversity: toward a globally inclusive workplace. Fourth Edition. Los Angeles: SAGE Publications, Inc.

Stahl, G. K. et al. (2016) ‘Six principles of effective global talent management’, IEEE Engineering Management Review, 44(3), pp. 112–119. doi: 10.1109/EMR.2016.7559058.

Wright, Patrick M.Ulrich, Michael D. (2017) ‘A Road Well Traveled: The Past, Present, and Future Journey of Strategic Human Resource Management.’, Annual Review of Organizational Psychology & Organizational, 4, pp. 45–65. Available at: https://0-www-annualreviews-org.pugwash.lib.warwick.ac.uk/doi/abs/10.1146/annurev-orgpsych-032516-113052.

Subject specific skills

Appreciate the normative and policy implications of the differing interests of actors in
employment relations.
Understand the terms and language ('jargon') used in official documents of international institutions, including the ILO and EU.
Develop generic research skills such as database use.
Synthetise information in support of analysis.
Apply contextual data to theoretical concepts.

Transferable skills

Communication skills: summarise key arguments and evidence.
Demonstrate improved teamworking and presentational skills.
Use information technology to identify recent development.