Treven
HUMAN RESOURCE MANAGEMENT IN INTERNATIONAL ORGANIZATIONS
Sonja Treven*
Received: 08. 09. 2001 Review
Accepted: 15. 11. 2001 UDC: 658.3
In the paper, the author first presents various approaches to the management and recruitment of employees in subsidiaries that the company has established in different countries. Then, she turns her attention to the basic functions of international human resource management, among them recruitment and selection of new employees, development and training of employees, assessment of work efficiency, as well as remuneration of employees. As the expatriates are often given special attention by their work organizations, she concludes the paper with the description of the additional challanges occurring in the management of these employees.
1. INTRODUCTION
In Slovenia, with a population of only two million, we have a lot of organizations doing business successfully, not only in the domestic but also in the international environment. Lek, one of our two pharmaceutical companies; Fructal, which produces juices from various kinds of fruit; SCT, the road construction company and Mura, which produces men’s and women’s clothes, are some examples of our most prominent firms.
In those, as well as in similar organizations that function in the global environment, they can use different approaches to managing employees. How they find employees, pay, train, and promote them varies with culture. They usually attempt to treat their employees equitably, yet in a culturally appropriate manner.
When the organization sends its employees to some other country, it takes over the responsibilities besides the basic functions of human resource management. For example, the functions of staffing, training and development are especially emphasized in this organization. They do not deal merely with the selection of the best employees for work in foreign countries but also have to be aware of the needs of the
Sonja Treven*
Received: 08. 09. 2001 Review
Accepted: 15. 11. 2001 UDC: 658.3
In the paper, the author first presents various approaches to the management and recruitment of employees in subsidiaries that the company has established in different countries. Then, she turns her attention to the basic functions of international human resource management, among them recruitment and selection of new employees, development and training of employees, assessment of work efficiency, as well as remuneration of employees. As the expatriates are often given special attention by their work organizations, she concludes the paper with the description of the additional challanges occurring in the management of these employees.
1. INTRODUCTION
In Slovenia, with a population of only two million, we have a lot of organizations doing business successfully, not only in the domestic but also in the international environment. Lek, one of our two pharmaceutical companies; Fructal, which produces juices from various kinds of fruit; SCT, the road construction company and Mura, which produces men’s and women’s clothes, are some examples of our most prominent firms.
In those, as well as in similar organizations that function in the global environment, they can use different approaches to managing employees. How they find employees, pay, train, and promote them varies with culture. They usually attempt to treat their employees equitably, yet in a culturally appropriate manner.
When the organization sends its employees to some other country, it takes over the responsibilities besides the basic functions of human resource management. For example, the functions of staffing, training and development are especially emphasized in this organization. They do not deal merely with the selection of the best employees for work in foreign countries but also have to be aware of the needs of the
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