CIPD Level 7 Unit 7OS05 Managing People in an International Context Assignment Example 2026

CIPD Level 7 Unit 7OS05 Assignment Example 2026

About this unit

There can be major challenges and complexities facing organisations when they become international in their scope and activities. Comparative people management practice varies from country to country, the reasons for this being partly institutional in nature and partly cultural. This unit explores how and why organisations trade and operate internationally, the different forms that international business operations take and some of the practical and ethical issues that international organisations face from a people management perspective.

What you will learn

You will analyse the different ways in which organisations operate, trade and expand overseas, discussing the ethical issues in the field of international management and employment. You will also learn about how and why people management practices vary between different countries and regions around the world. You will also focus on the staffing of international organisations, and in particular on the effective management of expatriate staff and the major alternative staffing strategies that international organisations follow. Finally, you will focus on the practicalities associated with managing people in an international context, specifically in the fields of performance management; equality, diversity and inclusion; reward management; communication and employee voice; talent management and development; and flexible working practice.

Learning Outcome, Assessment Criteria and Indicative Content

1 Understand how major strategic and contextual forces shape the management of people in international organisations.

1.1 Analyse the different ways in which organisations operate and trade overseas.

The different ways in which organisations operate in overseas markets and employ people internationally. Trading in established, emerging and new overseas markets.

1.2 Explain the different ways in which organisations expand their activities internationally.

Foreign direct investment (FDI) strategies. International mergers and acquisitions in home and overseas markets. International supply chains.

1.3 Review the major alternative international organisations form and their consequences for the management of people.

Multinational corporations, global not- forprofit organisations, international strategic alliances, international outsourcing, offshoring, nearshoring and reshoring, role of people professionals in developing appropriate policies and practices for their organisation.

1.4 Discuss major contemporary ethical issues in the field of international management and employment.

Managing corporate social responsibility (CSR), sustainability and governance in international organisations; regulatory controls on issues such as child and forced labour, low wages, and freedom of association.

2 Understand how and why people management practice varies between different countries and regions across the world.

2.1 Compare the established political and legal systems in major global economies.

Varied formal institutional frameworks and their purpose; political, legal and judicial systems, business and employment regulation, liberal market, co- ordinated market and command economies; increasing complexity of the LME/CME/ command economy distinctions.

2.2 Appraise institutional arrangements in different countries in the fields of corporate governance, training, welfare and trade unions.

Traditions of corporate governance; training and welfare systems; trade unions; the role of the International Labour Organization (ILO).

2.3 Critically analyse research concerning the ways in which workplace cultures vary around the world.

Major models that map cultural diversity and critiques of these. International diversity in management style, employee expectations, approaches to communication and business ethics.

2.4 Advise about the major ways in which people practice varies globally.

The major alternative models of people practice that operate globally. Debates about convergence, divergence, integration and diffusion of people policy and practice; ‘home’ and ‘host’ country influences on people practices in MNCs across the globe; continued use of ‘host’ country practices if an established organisation taken over by an MNC; reverse transfer of practices from ‘host’ to ‘home’ country and to other subsidiaries around the world.

3 Be able to manage staffing and employment practices in international organisations.

3.1 Design an appropriate international staffing strategy, including for expatriate staff.

The major alternative resourcing strategies adopted by international organisations (ethnocentric, polycentric, geo- centric, etc), interacting with international labour markets, developing an effective global employer brand. Managing expatriates: reasons for employing expatriate staff; selecting and preparing people for international assignments; remunerating and supporting staff on international assignments; effective repatriation.

3.2 Plan the effective management of talent in international organisations.

International management development and careers; the attributes of effective global leaders; role of L&D function in supporting identification of global leaders and their continuing development; international succession planning and talent pools.

3.3 Justify the case for equality, diversity and inclusion in international contexts.

Managing a culturally diverse workforce based in different locations and internationally; tensions between home and host country traditions in terms of religion, ethnicity and gender, for example. Managing multi- cultural teams effectively.

4 Understand effective and sustainable people management activities in international contexts.

4.1 Critically discuss the major challenges facing people practice managers in international organisations.

Balancing centralisation and localisation, designing, structuring and restructuring international organisations; managing change internationally.

4.2 Influence effective communication practice in international organisations.

Global employment relations policies and strategies, upward and downward communication in international organisations; understanding that mechanisms for employee voice vary between countries; working with trade unions internationally; international knowledge management.

4.3 Assess the effective management of performance in international organisations.

Selecting and implementing appropriate performance management systems, international reward management, managing disciplinary and dismissal issues in global organisations.

4.4 Justify the need for flexible working initiatives in international organisations.

Working time and holidays, work- life balance, flexible working practices, maternity and parental leave; people professionals working ‘around the clock’ due to time differences and positioning of ‘weekends’ across the globe.

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