Globalization is an umbrella term for a complex series of economic, social technological, cultural and political changes seen as increasing interdependence, integration and interaction between people and companies in disparate locations.1 The most characteristic feature of globalization is that it can influence any process or phenomenon in any part of the world. Rapid development of international trade and growing concernment of information transfer have made even most conservative countries follow the rules of global processes.
             Human resource management (HRM) is one of those phenomenons that possess property to change under the influence of globalization. HRM is both an academic theory and a business practice. It is based on the notion that employees are firstly human, and secondly should not be treated as a basic business resource. HRM is also seen as an understanding of the human aspect of a company and its strategic importance2. According to this approach employee has an ability not only to perform his professional duties but also to prove himself in other activity that can bring profit for the company. This way employee has a sensation of being an important part of the company and gives the best return through his work.
             Global human resource management provides an organized framework for developing and managing people who are comfortable with the strategic and operational paradoxes embedded in global organizations and who are capable of managing cultural diversity3. There are two main types of problems that can appear in global form of HRM. The first one concerns the system of choosing, training and paying those employees whose work is connected with communication with different cultures and who make business trips too often. The second one consists in differences between legislation system, labor relations etc. in different counties. As a result international companies should adopt their management to specific conditions...