SECTION V

INTERNATIONAL HUMAN RESOURCE MANAGEMENT

Introduction

Some large organisations, such as Unilever, Shell and Ford, have long been international in their scope and operations, and have developed sophisticated international HR policies and practices. Today there is a strong trend towards internationalisation as the world of commerce grows smaller, and corporations seek the benefits of global markets. This trend has been reinforced by the expansion of trade within the European Union, and it is not only the large and well-known corporations such as BT, BA, Rover and Midland Bank, which are having to face up to the new HRM implications of becoming more international. Immigration is also changing the composition of the workforce, forcing an acceptance of cultural diversity.

In Chapter 13 a useful analysis of the manner in which different cultures impact on work behaviour is provided. The implications of the changing roles of expatriate managers, appropriate forms of staffing and reward management, the transfer of management practices across national barriers, and the manner in which HRM practices and policies can best take on an international dimension, are given detailed consideration.