Teaching plan for the course unit



Close imatge de maquetació




General information


Course unit name: International Human Resource Management

Course unit code: 573219

Academic year: 2021-2022

Coordinator: Patricia Elgoibar Esteban

Department: Department of Business

Credits: 5

Single program: S



Estimated learning time

Total number of hours 125


Face-to-face and/or online activities



-  Lecture

Face-to-face and online




-  Lecture with practical component

Face-to-face and online




-  Group tutorial

Face-to-face and online



Supervised project


Independent learning




Competences to be gained during study


General competences

CG1. Creative and entrepreneurial skills (capacity to conceive, design and manage projects, and to research and integrate new knowledge and approaches).

CG2. Capacity to propose a business project based on an original idea and to assess its feasibility.

Basic competences

CB6. Knowledge forming the basis of original thinking in the development or application of ideas, typically in a research context.

CB7. Capacity to apply the acquired knowledge to problem-solving in new or relatively unknown environments within broader (or multidisciplinary) contexts related to the field of study.

CB8. Capacity to integrate knowledge and tackle the complexity of formulating judgments based on incomplete or limited information, taking due consideration of the social and ethical responsibilities involved in applying knowledge and making judgments.

CB9. Capacity to communicate conclusions, judgments and the grounds on which they have been reached to specialist and non-specialist audiences in a clear and unambiguous manner.

CB10. Skills to enable lifelong self-directed and independent learning.

Specific competences

CE1. Capacity to apply the main concepts and management tools to resolve advanced problems and business situations related to the strategic, financial, commercial, operational and logistics management of international companies.

CE2. Capacity to adopt a strategic, integrated approach to business problems and ability to address them effectively at an international level.

CE8. Capacity to manage people and teams in international organizations, in order to increase motivation and establish a multicultural working environment.

CE9. Capacity to examine the options, potential and opportunities presented by different regions in the global economy and to identify the specific features of the various markets and societies involved, with a view to improving effectiveness and complying with demands on professional responsibility.

CE10. Capacity to acquire an advanced level of competence in the writing of scientific documents, specialized reports and research papers in which value judgements are formulated, complying with standard criteria for publication or for presentation to potential stakeholders or other interested parties at the global level.





Learning objectives


Referring to knowledge

At the end of the course, students should be able to:

— Develop an awareness and appreciation of cultural differences in the context of international business.

— Understand the challenges and opportunities of expatriation.

— Learn how to integrate diversity and inclusion in organisations.

— Understand leadership styles and skills.

— Develop competences to manage virtual teams.

— Analyse, discuss and present real cases of organisational challenges.

— Gain practical experience through role-play dynamics.




Teaching blocks


1. Cross-cultural dimensions

2. Expatriation

3. Diversity and inclusion

4. Leadership

5. Managing virtual teams



Teaching methods and general organization


The subject methodology combines lectures to introduce theoretical concepts with more practical sessions based on: group work, written assignments, problem-solving exercises, practical exercises and case studies.



Official assessment of learning outcomes


Continuous assessment

Students who follow this assessment procedure must attend classes regularly.

— Assignments: different assignments are submitted during the semester. The characteristics are detailed at the beginning of each block. This part is worth 75% of the final grade (15% each block).

— Participation in class and preparation for the exercises are worth 25% of the final grade.


Examination-based assessment

Students who renounce continuous assessment are eligible for single assessment. This decision must be informed of within the first month of the course.

In order to pass the subject through single assessment, students must obtain a minimum pass grade in a single examination, which takes place on the date set by the Academic Council and covers the entire course content. The examination may comprise multiple-choice questions and open-answer questions based on the course content, as indicated on the Virtual Campus.

Given the characteristics of the subject, it is not possible to sit the examination on a date different from the official date.

Repeat assessment

Students who fail to pass the course (whether by single or continuous assessment) have the right to repeat assessment.

The repeat assessment examination, which is held on the date set by the Academic Council, covers the entire course content and is the same for all students. It may consist of multiple-choice and open-answer questions on the course contents.



Reading and study resources

Consulteu la disponibilitat a CERCABIB


Meyer, E. (2014). The culture map: Breaking through the invisible boundaries of global business. Public Affairs.

Catàleg UB  Enllaç


Elgoibar, P., Besieux, T., McCaffrey, M., & Godding, C. (2017). Showcase—“Believe in Diversity and Act Accordingly” Diversity, Inclusion, and Social Dialogue at BNP Paribas. In Shaping Inclusive Workplaces Through Social Dialogue (pp. 73-86). Springer, Cham.

Versió en línia (2017)  Enllaç


Espinoza-Solis, E., & Elgoibar, P. (2019). Leadership patterns in ecuadorian managers: the impact of gender and education. Revista Inclusiones, 2019, vol. 6, num. Núm. especial, p. 178-197.

Cortina, L. M. (2008). Unseen injustice: Incivility as modern discrimination in organizations. Academy of management review33(1), 55-75.

Yukl, G. (2012). Effective leadership behavior: What we know and what questions need more attention. Academy of Management Perspectives26(4), 66-85.

Ferrazzi, K. (2014). Getting virtual teams right. Harvard Business Review92(12), 120-123.