ABSTRACT
Nonetheless, these developments are having a significant impact on existing international HR functions. They are moving the focus of the IHR away from its traditional focus on being able to manage a global set of managers, towards becoming a function that can operate a series of value-adding HR processes within the business internationally (Sparrow, 2001). Historically, considerable energy has been spent translating central initiatives into what works within different countries. Countries therefore had much freedom in the operation of several HR processes and there was only a light “touch of hand” from the center. Now, however, there is a much stronger focus on cross-country and cross-business border implementation issues. HR is moving towards a world where it has to satisfy line of business – and not just country – needs and this is shifting the way that HR professionals think about problems (Harris et al., 2003). The main change is that they now consider whether their organization has good information systems in place, and whether this gives them the capability to deliver people-related services without them having to pass through the hands of the HR function.
