At the end of this learning unit, the student is able to :
To identify and understand the various elements that impact on the composition of salaries. - To conduct a comparative analysis of current pay policies in the European countries concerned (i.e. Belgium, France, Italy and the United Kingdom). - To note how much room for manoeuvre there is for human resource management policies in this field, and the constraints that they have to cope with (legislative aspects) and acknowledge (aspects relating to industrial bar-gaining)
The contribution of this Teaching Unit to the development and command of the skills and learning outcomes of the programme(s) can be accessed at the end of this sheet, in the section entitled “Programmes/courses offering this Teaching Unit”.
- explanations for differences/similarities in HR policies across countries (e.g. national contexts, national cultures);
- cross-cultural human resource management;
- the different roles of HR managers within the organization and across countries;
- multinational corporations and their internationalization strategies;
- comparative training and development policies and practices;
- diversity management.
- the notion of wages and its components;
- recent developments in reward systems;
- wage formation processes in Europe;
- convergence and divergence factors in wage formation across countries.
Due to the COVID-19 crisis, the information in this section is particularly likely to change.
- Interactive seminars
- Presentations by students
Due to the COVID-19 crisis, the information in this section is particularly likely to change.The evaluation for this course has both a collective and individual component, more specifically:
- The first part of the course (on comparative HR systems) will be evaluated according to a group presentation (20%) and a written, case-study based essay (30%);
- The second part of the course (on comparative pay policies) will be evaluated according to active individual participation during the courses (10%) and an individual presentation according to the flipped classroom principle (40%).
- Brewster, C., Houldsworth, E., Sparrow, P. & Vernon, G. (2016). International Human Resource Management. Kogan Page.
- Kessler, I. (2007). Reward choices: Strategy and equity. In: Storey, J (Ed), Human resource management: A critical text, pp 159-176. London: Thomson.
- Lewis, P. (2001). Reward management. In: Redman, T. & Wilkinson, A (Eds.) Contemporary human resource management: Text and cases, pp 98-127. Harlow: Prentice Hall.
- Van Gyes, G., & Schulten, T. (Eds.). (2015). Wage bargaining under the new European Economic Governance: Alternative strategies for inclusive growth. ETUI.