随着劳动力灵活性的提高，人力资源在组织层面的管理方式也产生了一些挑战和影响。也大力提倡劳动力的灵活性来改善组织绩效。现在，在两个层面上，即在外部层面和内部层面，组织的劳动力灵活性都存在。本文的目的在于认真分析劳动力柔性对人力资源管理的影响。将分析劳动力的灵活性，在全球市场中的作用以及如何改变人力资源管理战略等各个方面。最终，通过这篇文章，读者应该能够建立劳动力灵活性和人力资源管理之间的相互关系（Bentolila et al，1994：55-99）。
Rapid globalization has gradually pushed international organisations towards adapting more flexibility in the organisation of labour. With growing competition, and rapidly expanding business, organisations are becoming more and more flexible towards management of their human resource (Standing, 1999). In order to compete at global level, it has become essential for organisations to become responsive to change. This responsiveness is not only required in terms of market factors, but also in terms of management of human resource and labour flexibility.
With rise in labour flexibility, it has resulted into several challenges and implications on the way human resource is managed at organisational level. Labour flexibility has also been advocated strongly for improvement of organisational performance. Labour flexibility for an organisation exists today at both levels, which is, at external as well as internal level. Purpose of this essay is to critically analyse the way labour flexibility is impacting the human resource management. Various aspects such as labour flexibility, its role in global market and how it is changing the human resource management strategy will be analysed. Ultimately through this essay, readers should be able to establish the interrelationship between labour flexibility and human resource management (Bentolila et al, 1994:55-99).
Definition of International Human Resource Management
With rapidly increasing globalization, organisations have expanded their operations in various new geographies. There are various types of international organisations such as:
With rapid pace of globalization, and changing dynamics of labour market, role of international HRM has changed drastically. Further section will analyse the meaning of labour flexibility and how it has impacted the international management of human resource (Tridico, 2012: 17-42).