Paul Ilsles best fit model attached in the appendix lay emphasis on this.
In present day organisation, because any discussion about how an organisation's succeeds or fails ultimately comes back to the way individuals are managed, Academics and Practitioners agree that as the dynamics of competition accelerates, people are perhaps the only truly source of competitive advantage4. According to, Turner, Keegan & Hueman (2006:317), for an organisation to be effective and successful, the human resource management functions must be integrated into the various organisational strategy.
According to this model, the HRM functions its goals and aims, need to be aligned with the strategy of the organization. Here emphasis is both on the on projects and routine products and services and where the job requirements are well defined and stable.
This paper has been initiated to support to examine an ideal training package for an international manager. Using the work of prominent researchers in the field issues taken into consideration when developing training packages for an international manager will be presented.
The field of human resource (HR) management is one of the many interesting area of research that has witnessed a paradigm shift within the last few decades5. Within this area of research, an increasing body of literature contains the argument that, high performance work practices, including comprehensive employee's recruitment, selection procedures, incentives compensation and performance management systems, and extensive employee's involvement and training can improve the knowledge, skills and abilities of firms6.
Today, with the increasing researchers desires to demonstrate the importance of an effective human resource policy on organisation performance research has shifted from a micro level that previously dominated research interest to a more general, strategic macro level7. The term human resource management is not new. It has been widely used by scholars and managers to refer to the set of policies designed to maximize organizational integration, employee commitment, flexibility and quality of work8.
Jackson & Shuler (2002) referred to it as an umbrella term that encompasses (a).specific human resources practices such as recruitment, selection and appraisal and (b). formal human resource policies which directs and partially constrain the development of specific practices and in all, it comprise a system that attracts develops, motivates and retains those employees who ensure the effective functioning and survival of the organisation and its members9.
Cobb Gnyawali & Offstein (2006:315) argued that while effective human resource management and policies have, indeed, been linked to strategic outcomes, human resource management theory has yet to link human assets and HR practices directly to the building blocks of strategy and competitive behavior. Accordingly, their model