Introduction International human resource management has become an important emerging phenomenon in business. Globalization is one of the key drivers to this trend. The term globalization has a wider meaning in that it involves many fields of knowledge to include economy, business, science, medicine, and many more. Globalization in this context is the advancement in technology, for instance the Internet and, subsequently, the Information Revolution. We can now connect and conduct business with the rest of the world so easily. With just a computer with internet connection, you can connect with anyone anywhere which has an internet connection as well. Business organizations have become global, and so-called national borders seemed to be ignored at present. International HRM emphasizes management of organizations whose operation is international. Human resource management is a significant factor in business success; quality management is of paramount significance in the new global business (Scullion & Paauwe, 2004, p. 66). Managers performing in an international arena have to disregard failure, if not this can be costly for both the individual managers and the organization. Additionally, there is a shortage of talent in international human resource management (Caliguiri and Cascio, 1998, cited in Scullion & Paauwe, p. 66) that international organizations have to continuously train their managers, and the location for this training should also be in the international scene. On the other hand, small-and-medium enterprises have to join the quest in the international business scene, hence knowledge and expertise in International HRM is a necessity. Universal Retail Corporation (URC) The case study and subject for this paper is a composite company, the Universal Retail Corporation. By its name, it is a retail business, selling consumer products ranging from cosmetics to clothes, food, and many items manufactured in Australia. The head office is in Australia, and it is focusing its expansion to an Asian country, the Philippines. Like any other expanding business, URC’s prime concern at present is how to jumpstart its international objectives with respect to its Philippine subsidiary. There are many issues to be addressed, for instance the cultural aspects and the problem of integration, and training and development including cross-cultural training (CCT) for the managers and employees. International HRM handles different institutional, legal, and cultural aspects which the organization has to face in its international operation. It has to look at other management practices like cost-effective ways that can help the organization. Obviously, countries differ in many situations, for example policies, regulations and laws with respect to foreign investments. Some HRM functions may work in Australia, but can work differently in the Philippines. Issues such as cultural integration, recruitment and selection for senior and junior staffs, training, health and safety, performance management, legalization, have to be addressed by the human resource manager. Some of the internal factors that influence decision making in an organization operating internationally are the senior managers’ psychological make-up, the organizational strat