International HRM: a case for the reconsideration of convergence and divergence factors

By reviewing some of the recent literature on comparative and international HRM, examining the evidence for the practice of HRM in Europe, Japan and the USA, and drawing from the finding of our recent study of HRM in the People's Republic of China, this paper discusses the conceptual and practical difficulties in developing an international model of HRM and suggests that whilst there are some differences in employment practices there is some common ground regarding the basic characteristics of HRM, mainly: I) empowerment; ii) individualism; iii) representation; iv) strategic awareness; and v) problem-orientation. Thus it is concluded that there are strong grounds for convergence as well as divergence in the practice of HRM, not just because of cultural influences but also, more importantly, because of vital drivers for the emergence of international HRM such as the political orientations, economic pressures, technological advancements and the spread of multinational companies.