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International HRM Case Study

By Fiona L. Robson

STRATEGIC HR MANAGEMENT STUDENT WORKBOOK

Project team

Project leader: Fiona L. Robson

Project contributor: Bill Schaefer, SPHR Nancy A. Woolever, SPHR

External contributor: Sharon H. Leonard

Editor: Courtney J. Cornelius, copy editor

Design: Terry Biddle, graphic designer

© 2008 Society for Human Resource Management. Fiona L. Robson

Note to Hr faculty and instructors: SHRM cases and modules are intended for use in HR classrooms at universities. Teaching notes are included with each. While our current intent is to make the materials available without charge, we reserve the right to impose charges should we deem it necessary to support the program. However, currently, these resources are available free of charge to all. Please duplicate only the number of copies needed, one for each student in the class.

For more information, please contact: SHRM Academic Initiatives 1800 Duke Street, Alexandria, VA 22314, USA Phone: (800) 283-7476 Fax: (703) 535-6432 Web: www.shrm.org/hreducation

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© 2008 Society for Human Resource Management. Fiona L. Robson 1

International HRM Case Study

Purpose of the Case Study This case study is geared toward an undergraduate audience with a basic understanding of the issues involved in domestic recruitment and selection.

The case is based on a fi ctional organization in the United Kingdom’s hotel industry; however, the content covered is relevant internationally and among different industries. The material is presented in this manner to allow you to apply theory to a practical situation.

You will have an opportunity to think about the key decisions involved in international assignments. You will be able to transfer your knowledge of domestic HR issues to the international context and consider the roles and duties performed by expatriate workers.

Learning Outcomes for Students By the end of the case, you will:

Understand the main elements and issues related to international assignments. 

Demonstrate an awareness of when it is appropriate to use expatriate workers and  the key debates that are involved.

Appreciate the skills and knowledge needed by expatriate workers. 

Consider how organizations can prepare expatriate managers to succeed in an  international context.

Recommended Time Schedule For this case, you will be acting as independent management consultants and should be split into three groups. You will work within your groups for all of the activities provided in the case study document.

The instructor can decide whether any of the additional activities provided are appropriate for your group.

By Fiona L. Robson

Student Workbook

Strategic HR Management

2 © 2008 Society for Human Resource Management. Fiona L. Robson

recommeNDeD reSoUrceS

Book: Harzig, A.-W. and van Ruysseveldt, J. (2007). International Human Resource Management, 2nd edition. London: Sage.

A diverse selection of interesting journal articles exists on this topic: Brewster, C. (1997). International HRM: Beyond expatriation. Human Resource Management Journal, 7(3), 31.

Brewster, C., and Scullion, H. (1997). A review and agenda for expatriate HRM. Human Resource Management Journal, 7(3), 32-41.

Earley, P.C., and Peterson, R.S. (2004). The Elusive Cultural Chameleon: Cultural Intelligence as a New Approach to Intercultural Training for the Global Manager. Academy of Management Learning and Education, 3(1), 100-115.

Forster, N. (2000). Expatriates and the impact of cross-cultural training. Human Resource Management Journal, 10(3), 63–78.

Ingemar Torbiörn, I. (1997). Staffi ng for international operations. Human Resource Management Journal, 7(3), 42-51.

Matthews, V.E. (2000). Competition in the international hotel industry. International Journal of Contemporary Hospitality Management, 12(2), 114-118.

Morris, M., and Robie, C. (2001). Meta-analysis of the effects of cross-cultural training on expatriate performance and adjustment. International Journal of Training and Development, 5(2), 112-125.

© 2008 Society for Human Resource Management. Fiona L. Robson 3

Brunt Hotels, PLC, owns more than 60 hotels throughout the United Kingdom. They recently acquired a small hotel chain headquartered in France. Brunt’s chief executive decided that half of the new hotels in France would be retained and rebranded as part of the Brunt Hotels Group; the other half will be sold. This will support Brunt’s strategic objective of growing the organization slowly to make sure that new ventures are well supported and opened on time and on budget.