Abstract
At times of globalization, organizations have to face a business environment which involves quick responses to change, such as new laws or social trends, in order not to expire (Gibson, 1989). It is evident that only people, and not machines, are able to anticipate these changes and set up an adequate strategy. Therefore, Human Resource Management is more than ever a key factor of success for organizations. Since the eighties, the role of Human Resource Management in the organization, has taken a considerable place in our society. However, different models of human resource management exist. Indeed, there are great differences in how countries organize employment and manage the employment relationship. National variations in employment system reflect wider disparities in national culture and institutions. That is why, according to Bratton (2004), "comparative Human Resource Management focuses on providing insights into the nature of, and reasons for, differences in HRM practices across national boundaries".
