International Human Resource Management (IHRM) is about worldwide management. Its purpose is to enable a MNCs to be successful globally. This entails being globally competitive, locally responsive and capable of operating effectively across globally dispersed units. Strategic IHRM has identified two important dimensions of IHR Strategy: global integration and local responsiveness, (Adler & Ghadar, 1989; Dowling & Schuler, 1990; Doz & Prahalad, 1986; Hannon, Huang & Jaw, 1995; Rosenzwig & Nohria, 1994). These two dimensions IHR Strategy were operationalized in this study as similarity of HR practices to those of the MNC and similarity of HR practices to those of local competitors.; This research assessed the extent to which HR practices in MNC subsidiaries in Thailand were similar to local competitors' HR practices. In addition, it examined the influence of organizational variables on localization of HR practices. Organizational influences included: Industry type, Age, Size (number of employees), Ownership of MNCs, Ownership percentage, Ownership type and number of competitors (local and MNCs) of subsidiaries. A sample of 350 MNCs operating in Thailand, members of the American Chamber of Commerce (AMCHAM), were mailed questionnaire.; A total of 71 surveys were returned, giving a usable response rate of 21%. Forty four percent of the returned questionnaires were from U.S. companies.; The HR practice scales compared local and parent companies HR practices. Regression analysis assessed the relationship of the organizational variables (e.g., age, size) to the dependent variable, localization of HR Practice.; Results indicated that Age, (number of years of the Subsidiary operated in Thailand) and Size (Number of Employees in Thai Subsidiary) were significantly related to degree of localization for Performance Evaluation Measures: Age of Subsidiary was related to of localization of Training and Development practice. The longer subsidiary operated in Thailand, the more its training and development practices and it performance evaluation measures were similar to those local competitors in Thailand. Also the larger the subsidiary, the more its performance evaluation measure resemble those of local competitors.
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