- Be able to analyse differences in international HR systems in service businesses.
- Have insight in the Nordic Model and its implication on service work environments, national as well as international.
- Be able to identify and categorize new HR challenges and opportunities.
- Analyse and identify justice issues in a work environment and the effect of such issues.
- Have an overview of main differences in international differences in work related cultures, ethical issues and legislation.
- Be able to analyse differences in international leader HR behaviour and relate to cultural differences.
- Have knowledge about HR technology and its pros and cons in service industries..
- Be able to analyse and categorize different modes of leader - subordinate relationships.
- Be able to categorize conflicts.
- Be able to suggest systems for recruitment, employee development, retention, appraisals, rewards and HES based on actual service organization and strategic goals.
- Be able to analyse and suggest actions in relation to employees' total life situation.
- Be able to lead and participate in a diverse work force environment.
- Be able to recognize and influence parts of local organizational cultures.
- Be able to build and lead teams and take advantage of facilitation creative techniques.
- Perform self-leadership.
- Participate in a board meeting.
- Lead and perform professional negotiations.
- Be able to analyse and point out cultural differences in work environments.
- Be aware of the global influence on business life and work environment.
- Be able to lead a meeting and perform negotiations.
- Be able to analyse needs for crisis leadership and make a job descriptions.
The course is divided into two parts:
1. The HR system.
2. Leaders' HR practice.
In part one: The HR system, it will be focused on company systems like e.g, recruitment processes, employment terms and conditions, HR policies, communication systems etc.
- The Nordic model, participation, dialogue, and trust.
- HR in international perspectives.
- HR technology.
- Recruitment, development, and retention.
- Employee wellbeing: Appraisal systems, reward system, cross-cultural HRM.
- Ethical perspectives and justice, globalization and cultural and legislative differences.
In part two: Leaders' HR practice, the focus will turn to leadership. How can leaders /managers perform in order to establish perceived fairness, trust, and high motivation among subordinates.
- Cross cultural HRM.
- Global leadership competencies and styles.
- Employer-employee relations: LMX
- Work environment and organizational culture.
- Team building and leadership.
- Communication and negotiation.
- Conflict and crisis management.
- Diversity management: domestic and international.
- Board work.
- Self leadership.
Required prerequisite knowledge
Recommended previous knowledge
|1 part exam, individual or in group||3/10||A - F|
|Final written individual exam||7/10||A - F|
Method of work
Madera, J.M. Dawson, M. Guchait, P. & Belarmino, A.M. (2017) "Strategic human resources management research in hospitality and tourism: A review of current literature and suggestions for the future", International Journal of Contemporary Hospitality Management, Vol. 29 Issue: 1, pp.48-67, https://doi.org/10.1108/IJCHM-02-2016-0051
Marler JH, Boudreau JW. An evidence-based review of HR Analytics. International Journal of Human Resource Management. 2017;28(1):3-26. doi:10.1080/09585192.2016.1244699.
Solnet, D., Kralj, A., & Baum, T. (2015). 360 Degrees of Pressure: The Changing Role of the HR Professional in the Hospitality Industry. Journal of Hospitality & Tourism Research, 39(2), 271-292. https://doi.org/10.1177/1096348012471380
Further Readings TBA
Sist oppdatert: 24.08.2019