Personnel Management

The purpose of this research is to discuss aspects of personnel management with regards to both public and private employers in the international sector. Since the field of personnel management is so broad, the research will discuss aspects of personnel which are of special concern to international agencies and employers. Among these will include: biculturalism, establishment of wage and benefit levels, problems of adjustment, political considerations and management attitudes.

In order to discuss the special aspects of personnel management in the international sector, a brief overview of personnel practices in U.S. corporations is presented as follows.

Selection Process: Within major U.S. corporations, the personnel function is a centralized one. Even in a company which espouses decentralized management, such as IBM, centralizes the personnel function within each subsidiary. In recruiting higher-level employees, most corporations maintain a resume file of high-talent employees and send recruiters around to colleges to interview promising candidates. Upon the initial selection for interviewing, most candidates will be given a preliminary interview by the Personnel Officer, who will then go over their applications and check their references. Some corporations have their potential management employees undergo extensive testing. Upon selection, the process of orientation begins.

Management Goals/Policy: Policy in the personnel area has been defined as "the organiz

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Trade Corporation. In a 1967 interview with the New York Times (December 24, 1967), he stated: IBM practices what it preaches about internation- alism in its business. Take my case for example. I can honestly say that I never notice a man's nationality but only whether he has, can or will do a job. IBM handles the problem of biculturalism, or adapting its operations to different countries, using a pragmatic approach. When the move overseas was decided upon by its founder Thomas J. Watson, certain distinctions were made between aspects of IBM which would remain constant throughout the world and those which would be adapted to suit the needs of whatever country it would locate in: the traditional IBM emphasizes on training, education, and employee relations was to be preserved along with high standards of quality and service. At the same time, managers of these companies were to be allowed considerable flexibility in the matter of harmonizing company objectives with national characteristics and customs, especially in advertising, selling, marketing, customer relations, and the like. An example of this is the fact that, although countries such as France, Germany and Japan pr

Category: Business - P