Business Environment and SocietyTheme: Work-life Balance In the Global Human Resource Management.Preamble:Lewis et al.s study (2007) of WLB tensions involved interviews with participants in seven countries, including India, South Africa and Japan. They argue that work intensification is becoming a global phenomenon, in which long hours are equated with commitment in the context of a new economy. The authors cite a participant in a South Africa as stating: You work long hours, and then you are seen as really making a difference. An Indian management consultant is also cited as arguing that the long-hours culture has become so entrenchedespecially in the new economyweve got to work hard andliterally give up our personal lives (Lewis et al., 2007:366) There is increasing attention to work-life balance challenges in Japan, partly due to the context of very low birth rates, and there are ongoing debates on how to further engage men in domestic and childcare work. One female participant argued however that:There is a two-tier workforce in Japan..One, which is very highly career oriented, which is described as full-time work and is largely dominated by men. The second is part-time work, which lacks any of the benefits associated with full-time work and is largely dominated by women. [Men] are seen as the breadwinners and they are desperate to get jobs that enable them to provide economically for current or future families (p.364). Cited in Kramer & Syed (2012:388)Task:In view of the preamble given above and the articles Id like to teach the office to sing, and the The heart must rule at work too critically discuss (with examples) key differences in how employers and employees in the Western, developed economies and also in non-Western, emerging markets may be dealing with Work-Life Balance in different regions..The paper should be around 2,500-3,000 words (+/- 10%) in length plus references and any appendices.This assignment must be submitted, with a BES coursework cover sheet attached, to William Morris by 16.00 on or before the above deadline.Please note:1. 1 All work submitted after the submission deadline without an approved valid reason (see below) will be given a mark of zero. (This is not the same as a non-submission, as a late submission counts as an attempt and a mark of zero may allow you to resit the coursework.).2. Short deferrals (extensions) of up to three calendar weeks can only be given for genuine force majeure and medical reasons, not for bad planning of your time. Please note that theft, loss, or failure to keep a back-up file, are not valid reasons. The short deferral must be applied for on or before the submission date..You can apply for a short deferral by submitting an Examination/ Coursework Deferral Application Form. Application Forms along with the supporting evidence should go to the relevant Student Support Office (WM404 or GE103) or Postgraduate Reception (WMG29). For a longer delay in submission a student may apply for a (long) deferral.3. Students MUST keep copies (electronic or photocopies) of their assignment. Please also submit an electronic copy of your assignment via the module web. (See instructions on module web)4. The electronic version of your assignment may be used to enable checks to be made using anti-plagiarism software and approved plagiarism checking websites.5. Word Length: 3000 Maximum/Minimum/Range 10%..Any penalties for not complying with word limits will be in accordance with University and Faculty policy.Learning Outcomes AssessedUnderstanding the changing nature of the workplace and its effect on work-life balance in a global context;Critically discuss the range of work-life balance initiatives and flexible working practices;Analyse and evaluate the key features of cultural specificity and variation across countries and regions in terms of issues of work-life balance.Assessment Criteria and Marking SchemeThe paper will be assessed out of 100 marks using the following criteria.You will have demonstrated ability to:. Identify the issues within the context of the assigned IHRM question and, from this to demonstrate a logical structure and layout for the paper (5 marks) Apply research skills to examine and demonstrate a knowledge of organisational data and of given literature (and beyond) relevant to the issues (20 marks) Critically discuss the underpinning theory relevant to the assigned question (35 marks) Draw meaningful conclusions from this critical analysis (15 marks) Make recommendations to improve the IHRM situations (15 marks) Correctly reference all published material included in the paper (10 marks)Return of Marked WorkMarks will be uploaded onto the module web and returned via reception 2 weeks after the submission date..PLAGIARISM WARNING! Assignments should not be copied in part or in whole from any other source, except for any marked up quotations, that clearly distinguish what has been quoted from your own work. All references used must be given, and the specific page number used should also be given for any direct quotations, which should be in inverted commas. Students found copying from the internet or other sources will get zero marks and may be excluded from the university.Note:Please make sure that your ID number and the module number appear on the actual coursework assignment as well as on the cover sheet that you attach to it. (but dont put your name for individual assignments as marking is anonymous)For large modules with multiple seminars your Seminar Group or Tutors name must be clearly shown, to ensure that your assignment goes to the correct person for marking. (Put the class day and time if you cannot remember tutors name)Relevant Reading/Viewing:.Use the following as essential point of references, along with any other relevant material(s) you may deem relevant:Books: Kramar, R and Syed, J. (2012) Human Resource Management In A Global Context. London: Palgrave Macmillan (658.3KRA) Harzing, A., Pinnington, A. (2011) International Human Resource Management. London: Sage Pub. Mendenhall, M. et Milhouse, V. et al (2001) Transcultural Realities: Interdisciplinary Perspectives on Cross-Cultural Relations. London: Sage Publications.Journal Articles: Boone, P, and Van Den Bosch, A.J. (1997) Discerning a key characteristic of a European Style of Managemen (Int. Studies of Mgt. & Org., Vol. 26, No. 3, pp. 109-127). Bowden, R and Mulnix, M. (2005) Business Education: A View of U.S. and European. Management Styles.(Problems and Perspectives in Management,) (Chaudhuri, A (2010) Yes: Indian Style of Management Theory ?i? Management. (Chaudhuri, A (undated) Theory ?i? Management. Chinese Cultural Values and their Implications to Chinese Management (Singapore Institute of Management) Karsten, L and Illa, H (2005) Ubuntu as a key African management concept: contextual background and practical insights for knowledge application (Journal of Management Psychology) Nussbaum, B. (2003) African Culture & Ubuntu. (World Business Academy. Vol. 17 Issue 1). Rediscovering Indian Management (Indian Institute of Management, Bangalore). Uba, C (2010) The Imperative of African Management Style (Lagos Business School). Yum, J. (2007) Confucianism & Communication: Jen, Li and Ubuntu (China Media Research,3/4).Websites: http://www.slideshare.net/varinderkumar2011/business-ethics-and-spirituality-at-work-place http://www.deepchange.com/system/docs/8/original/Spiritual-Intelligence-n-Mature-Leadership.pdf?1311106089 http://www.businessballs.com/love.htm http://www.africamanagement.org/index_files/Postcolonial.htm http://findarticles.com/p/articles/mi_m1038/is_n2_v39/ai_18124644/ http://www.stabroeknews.com/news/caribbean-culture-too-diverse-to-be-labelled-%E2%80%93-prof-nettleford/ http://greathumancapital.wordpress.com/2007/01/31/yes-indian-style-of-management-theory-i-management/.
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