7BUS2207 International Enterprises in Human Resource Management Assessment Brief 2026

Module Title: 

International Enterprises in Human Resource Management

Module Code: 

7BUS2207

Assignment Format & Maximum Word count

2. In-class Real Time Assessment

Assignment weighting

2. In-class Real Time Assessment (50%)

Coursework Submission:

2. In-class Real Time Assessment –2^nd June 2026

Method: Canvas 

Coursework return Date returned to students:

27/07/2026  

Module Leader  

Dr Nataliia Klietsova

Rena Abraham

First marker   

Tutor

Internal Moderator

Dr William Atkinson

Eli Jacobs

Approved ☐
Date:

Module Board name

HR Subject Group

External Examiner

Approved ☐
Date:

Module Board date

Ref/Def Sem B 9 July 2026

Assessment eligible for an extension on submission date (subject to UPRs)

No

Retrievable Assessment

No

Learning Outcomes: Knowledge and Understanding assessed in this assignment:

● Critically evaluate and integrate diverse business and management theories to develop strategies applicable in various international contexts.

● Critically analyse the impact of cultural diversity on HRM practices and organisational behaviour.

● Critically assess the impact of external factors such as global economic, cultural, and regulatory environments on business operations and strategies in multinational corporations (MNCs).

● Develop comprehensive strategies for managing an international workforce including resourcing, learning and development and expatriate management.

● Critically analyse and evaluate how sustainability practices can drive innovation, create long-term value, and address environmental and social challenges within the context of international business.

Learning Outcomes: Skills and Attributes assessed in this assignment:

● Able to critically examine and contextualise business theories and their practical applications in addressing international business challenges.

● Apply systematically, theoretical frameworks and empirical information in the analysis of business examples.

● Demonstrate advanced communication and leadership skills that could be applied in a multicultural environment.

● Conduct thorough research to gather relevant information on global business trends and management practices and synthesise this information in a correctly referenced assignment.

● Demonstrate the ability to work effectively within multicultural and diverse teams, to achieve collaborative goals in an international context.

● Able to critically reflect on individual learning to continuously improve professional skills

Transformational Opportunities:
E.g. Use LinkedIn Learning to improve skills

● By engaging with chapters enriched with up-to-date examples from diverse continents, students gain a deeper understanding of the complexities of global business environments, enabling them to critically analyse, compare, and apply international HRM practices across cultural, economic, and legal contexts.

● Developing analytical and practical skills needed to adapt and integrate foreign HRM practices into domestic settings, fostering an understanding of cultural nuances, legal frameworks, and organizational dynamics to ensure successful implementation. 

Feedback /Marking criteria for this Assignment

● Performance will be assessed using HBS Grading Criteria (Rubric)

● Feedback for improvement will be given in writing (the Word file with the transcribed oral feedback provided to the student) via your Canvas module site within 4 weeks of submission

● Lateness Penalty: For each day or part day up to five days after the published deadline, coursework relating to modules submitted late will have the numeric grade reduced by 10 grade points until or unless the numeric grade reaches the minimum pass mark (UG 40/PG 50).  Where the numeric grade awarded for the assessment is less than the minimum pass mark no lateness penalty will be applied. If the coursework is submitted more than 5 days after the published deadline, it will not be marked and a grade of zero will be awarded. Please note: Referred coursework submitted after the published deadline will be awarded a grade of zero (0).

● Extensions: Students do not have an automatic right to an extension.  If you require an extension, this must be requested in advance of the submission deadline.  Please give your reason(s) for needing an extension. Not all Assessments are eligible for an extension. Please check above.

● Retrievable Assessment: Students who fail a retrievable assignment have the opportunity to act on the feedback in a timely manner and to resubmit the same assignment within a specified deadline set by the Module Leader. Marks for resubmitted work will be capped at 40% for UG and 50% for PG. Students who resubmit work and go on to Fail the module will still be able to do the referred coursework (capped at 40% UG or 50% PG).

Assignment Two: In-class Real Time Assessment (weighting 50%)

Title “International HRM Under Pressure: Performance Management and Rewards in the Apple Inc Case”

 Delivery weeks: Week 9 and Week 10 (tutorials in weeks commencing 6 July 2026 and 13 July 2026)
 Core themes assessed: International Performance Management and International Rewards

The knowledge of International HRM practices – particularly International Performance Management and International Rewards – will be assessed through analysis of a real organisational case presented in the assigned video, together with the relevant chapters from the core textbook. Students will also be assessed on their ability to make evidence-based judgements and to produce practical, well-justified recommendations under time constraints. Students’ work should demonstrate critical analysis, appropriate application of key concepts, and clear links between theory and practice.

What students must do before the tutorial of the In-class Real Time Assessment (required preparation)

Students are expected to complete the following in advance:

Read the following two chapters and make notes, particularly in relation to the questions given below (List of proposed Questions for the In-Class Time-Constrained Assessment)

A. Core reading (required)

From Peter, J., Dowling, M., Allen, D. and Engle, Sr. (2023) International Human Resource Management, 8th edn:

● Chapter 6: International Performance Management (pp. 188–214)

● Chapter 9: Rewards in a Global Context (pp. 298–323)

Students should also review lecture and tutorial materials for Weeks 1–8.

B. Case video (required)

Students must watch “Apple’s Broken Promises” before they come to class in Week 9,  in order to be able to take part in these assessments taking place in Week 9 & 10. (Link: https://ihavenotv.com/apples-broken-promises)  
The video is used as the case context for this assessment and must be connected to theory from Chapters 6 and 9 (Dowling et al 2023) and to taught content (Weeks 1 to 8). The case relates to Apple Inc. (the American Multinational Technology Company that designs and sells consumer electronics, computer software, and online services – best known for products like the iPhone, iPad, and Mac, and services such as the App Store and iCloud) and its global employment practices.

C. Bring own notes collated as above (required for Canvas submission)

Students must bring their own original notes (handwritten or printed) and a laptop (or another digital device) to produce their work. Notes must be created by the student and must link the case video to:

● international performance management concepts, and

● international rewards concepts.

Important: Notes are permitted, but they must be individual, original, and not shared.

What happens in the tutorial (assessment process)

During the timetabled tutorial, students will complete a structured real time assessment.

The following actions need to take place:

Question allocation (given in class, one question from the 12 listed below)

Students will receive ONE question linked to either:

● International Performance Management, or

● International Rewards.

The question will be based on the video case and the relevant academic content. To support academic integrity, different tutorial groups (and different weeks) will receive different questions.

Team discussion (10 minutes)

Students will be allocated to a random group of 5-6.  Each group will discuss the question and identify key issues, relevant theory, and possible solutions.

Round-table discussion (10-15 mins)

The tutor will facilitate brief individual contributions from each team member. Students will speak and answer the tutor’s questions (10-15 min), addressing:

● their final position/decision in response to the statement;

● the key theory used (with clear justification);

● how the team discussion informed their thinking (benefits/pitfalls); and

● their recommendations (clear and realistic).

What students submit (and expected format)

Students must upload to Canvas (before they arrive to the in class assessment for the tutorial):

● Document: Individual notes (PDF preferred; photos acceptable if readable)

File naming (recommended):

● Assessment2_StudentID_Surname_Notes

List of proposed Questions for the In-Class Time-Constrained Assessment 

Questions on International Rewards (linked to the film and the book chapters)

1. Living wage vs. legal minimum: Based on the film’s working-conditions evidence, what reward policy would ensure pay is sufficient without relying on excessive overtime to reach a basic income? What metrics should be used to test this?

2. Overtime incentives: If overtime premiums encourage harmful hours, how should overtime pay be redesigned to avoid “perverse incentives” while remaining fair and compliant across countries?

3. Agency labour and pay equity: The film references recruitment via agencies and rapid rule-breaking. What reward governance controls should apply to agency workers to prevent lower pay, hidden deductions, or unequal access to benefits?

4. Reward transparency: What minimum reward transparency should suppliers provide (e.g., payslips, deductions, overtime records), and how should Apple enforce this contractually?

5. Benefits and wellbeing: What low-cost, high-impact benefits (e.g., transport, meals, healthcare access, rest provisions) would directly reduce the risks highlighted in the film, and how should impact be measured?

6. Cross-border reward consistency: Which reward elements should be globally standardised (non-negotiables) versus localised, and why—given supply-chain risk and cultural/legal differences?

Questions on International Performance Management (linked to the film and the book chapters)

1. Control systems: The film suggests supplier standards are “promised” but not consistently met. What performance management control system (targets, audits, feedback loops, sanctions) would close the gap between policy and practice?

2. KPI design (avoid gaming): Which KPIs likely drive excessive overtime (e.g., output, speed, defect rates), and how should KPI design change to prevent “gaming” and hidden non-compliance?

3. Multi-level performance alignment: How should performance goals be aligned across HQ, procurement, supplier management, and factory supervisors so that cost and speed targets do not override labour standards?

4. Ethical performance management: What ethical principles should govern performance management in global supply chains, and how should “red line” violations be handled operationally?

5. Auditing reliability: The film indicates rules can be broken quickly despite standards. How should performance monitoring be improved (unannounced audits, worker interviews, digital time records, third-party verification)?

6. Performance appraisal of managers: What should be included in the appraisal of supplier managers and factory leadership (e.g., grievance handling, safety outcomes, turnover, compliance), and what evidence is acceptable?