This paper examines the implications of human resource management for the Scottish electronics industry over the next few years. It deals with three areas. How are human resource development issues in American subsidiary electronics companies being addressed? Are there lessons to be learned from the foreign-owned sector in terms of how we should be managing people? What are the benefits to the economy of smart technology and smart people? Some well known local examples of American subsidiary operations are used as a means of illustrating what is current best practice in human resource development.
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