Comparison between Domestic and International HRM The practices of international HRM and domestic HRM involve a number of commonalities. For instance, personnel planning, staffing, recruitment, selection, evaluation and development as well as remuneration are practices carried out by both domestic and international HRM. However, the operations of domestic HRM involve employees within the border of a single nation, whereas international HRM encompasses three categories of nationals (Farndale & Paauwe, 2005). In other words, international HRM utilizes the services of personnel from the parent nation where the corporation is headquartered. Additionally, global HRM deals with employees from host countries where the corporation’s subsidiary offices are located. Moreover, international HRM utilizes other third countries’ personnel as sources of labor, research as well as development. Despite the commonalities in the practices of domestic and international HRM, two main differences exist in their practices. The differences arise from the complications in operations of international HRM and the employment procedures of personnel from different nations. Considering the complexities of operations in different countries, Multinational Enterprises (MNE) must identify and comprehend the best ways of managing the geographically dispersed personnel within foreign subsidiaries in order to have control of both domestic and foreign employees as well as gain international competitive edge (Farndale & Paauwe, 2005). In other words, international HRM practices are more complex compared to domestic HRM due to a number of reasons. First, the international HRM tackles international taxation, coordinates foreign currencies and exchange rates. Further, the HR of an MNE manages the concerns of workers from different cultures as opposed domestic HR managers who only manage employees of a single country. Moreover, international HRM practices must adhere to external concerns in its foreign subsidiaries, including local codes of conduct, religious beliefs and providing employment opportunity to the natives. Regarding the employment of diverse national groups of employees, international HRM must follow the set regulations concerning the recruitment of personnel. For instance, employees who work abroad and are United States nationals must remit annual income taxes to the government. In addition, the HR manager of MNE must incorporate the diverse cultures of employees in the operations. Standardization of HRM Practices The integration of international HRM practices through the imposition of parent practices to the subsidiaries of the MNEs is driven by two main factors. First, strategic aspects are invaluable drivers of standardizing HRM practices of MNEs. In other words, the international corporations have to function within the framework of global circumstances. For instance, the MNEs carry out operations within the peripheral perspectives of the industry as well as inter-organizational connections and agreements. Such aspects influence the practices of international HRM and the aims of the multinational enterprise (Harzing & Ruysseveldt, 2004). Second, the organizational context is another important driver for standardization of HRM practices. In es