HRM-5011: Global Talent Development and Management

Horwitz, F. (Academic). (2016). Frank Horwitz discusses international human resource management [Video]. SAGE Knowledge.
Dr. Frank Horwitz discusses why it is important to study international human resource management and identifies some of the people who influenced him to conduct research in this field. He explains some of the challenges in managing human resources in emerging markets, including cultural and economic differences. Finally, Dr. Horwitz discusses his own strategies for teaching about international human resource management.

Ma Rui. (2021). Human resource management in multinational companies—— from the perspective of Hilton Hotels. E3S Web of Conferences, 235, 02058.
This article discusses the different cultural environments; multinational companies need to use human resource management effectively to promote their operation. By analyzing the current situation of human resource management of Hilton Hotels, this paper explored the universal management experience, hoping to provide a reference for the development of China’s multinational hotel.

Horwitz, F. (2017). International HRM in South African multinational companies. Journal of International Management, 23(2), 208–222.
This article is to evaluate the nature of HRM practices, their development, application, and diffusion in South African MNCs. It provides an exploratory analysis in a systematic literature review referring to qualitative case study research and research survey literature to better understand HRM strategies and practices developed and diffused by growing emerging market MNCs from South Africa. The aim of the article is to identify areas for further research on business and HRM models of Emerging Market MNCs (EMMNCs) in the African context and develop a set of seven research propositions.

Nitta, K. A. (2019). The politics of developing global human resources in Japan. Globalisation, Societies, and Education, 17(3), 339–352.
This article brings insights into how Japan has made developing global human resources ("gurobaru jinzai ikusei") a national priority. The government has invested billions of yen annually to double the number of Japanese students studying overseas, double the number of globally competitive Japanese universities, and improve Japanese students' English test scores.

Novitskaya, O., & Brewster, C. (2016). The impact of national context effects on HRM practices in Russian subsidiaries of western MNCs. Journal of East-West Business, 22(1), 1-27.
This article contributes to the research on comparative human resource management by providing a model of the Russian business system and its effect on human resource management practices at Russian subsidiaries of Western multinational companies. Whitley’s approach was adopted to illustrate the links between institutional arenas, business systems, and human resource management practices.

Aust, I., Matthews, B., & Muller-Camen, M. (2020). Common good HRM: A paradigm shift in sustainable HRM? Human Resource Management Review, 30(3).
The article highlights how the purpose of HRM has been transformed in the search for sustainability. The authors present four Sustainable HRM types and describe how HRM can effectively contribute to solving today's “grand” sustainability challenges by applying ideas from a common good economy perspective. They propose that a new type of Sustainable HRM – Common Good HRM – could be essential in driving progress toward addressing sustainable development goals (SDGs) in Sustainable HRM.

Alvarado-Vargas, M. J., Hermans, M., & Newburry, W. (2020). What’s in it for me? Local employees’ anticipated career opportunities derived from firm internationalization. Journal of Business Research, 117, 201–211.
This article delves into understanding the different perceptions that local employees have of the career opportunities they can derive from firms’ internationalization when compared to the senior managers who manage this process. The authors argue that perceptions of internationalization-related career advancement opportunities represent a perceived fit between employees and organizations. This relationship is positively moderated by perceived firm international competitiveness, but not by the extent to which an employee has a global mindset.