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Značaj upravljanja ljudskim resursima u međunarodnom menadžmentu i marketingu je signifikantno povećan tokom poslednje dve dekade XX veka. Sa globalizacijom i ekspanzijom kvaliteta, kao i težnjom ka ostvarivanju maksimalne produktivnosti uz minimalne troškove, ljudski resursi su zauzeli centralno mesto u strateškom poslovanju. Obrazovanje i obuka, veštine, stil, performanse i osposobljenost zaposlenih, usklađeni sa potrebama kompanije, predstavljaju značajne faktore obezbeđivanja konkurentne prednosti na tržištu. Samo lojalni zaposleni mogu da utiču na stvaranje kritične mase lojalnih potrošača. Termin "ljudski resursi" je nastao u vremenu između dva svetska rata. Popularisan je posle 1945. u Americi i potisnuo je "industrijske odnose", "organizaciono ponašanje" i druge, ranije korišćene termine. Iz njega su kasnije izvedeni i drugi pojmovi, kao što su "orijentacija ka ljudima", ili "osposobljavanje ljudi". Osnovna pretpostavka savremene teorije koja privlači veliki broj istraživača i praktičara ljudskih resursa, je postulat da su ljudi i organizacija potrebni jedni drugima. Organizaciji su potrebne ideje, energija i talenat, dok su pojedincima neophodni mogućnost rada, karijera i primanja. Drugim rečima, organizacija treba da služi ljudskim potrebama. Dobra sprega pojedinaca i organizacije koristi obema stranama: ljudi ostvaruju potrebu za radom, što vodi satisfakciji zaposlenih, a organizacija dobija ljudski talenat i znanje koji su joj neophodni. U uslovima timskog rada, strateških alijansi, partnerskih aranžmana i mrežnih organizacija, formiran je novi model ljudskih resursa sa globalnim atributima, zasnovan na novim tehnologijama i naprednim principima dizajna rada. U tom kontekstu definisani su osnovni ciljevi strateškog međunarodnog menadžmenta ljudskih resursa: konkurentnost, profitabilnost, efikasnost i fleksibilnost radne snage u globalnom okruženju. The importance of human resources management in international management and marketing has increased significantly during the last two decades of 20th century. Along with the processes of globalization and quality expansion, as well as tendency towards achieving the highest productivity with lowest costs, the role of human potentials took the central position in strategic business. Education and training of employees, their skills, style, performances and qualifications, harmonized with company needs, are one of the most important factors of competitive advantage assurance at the market. Only loyal employees can induce the critical mass of loyal customers. The term "human resources" was created in the period between World War I and II. Its main diffusion came in USA after 1945, replacing the "organizational behaviour", "industrial relationships" and other frequently used terms. Under the name of human resources management, disciplines like "people empowerment" and "orientation towards people" evolved later. A basic assumption of the current theory that intrigues both researchers and practitioners of human resources, is a postulate that people and organization need each other an organization requires ideas, energy and talents, but individuals need their work possibilities, careers and earnings. In other terms, organization should serve individual needs. A good association of individuals and organization benefits both sides: people can achieve work, which leads to satisfaction of employees; in turn, organization gains human talents and knowledge it needs. With teamwork, strategic alliances, partner arrangements and network organizations in background, a new model of human resources with global attributes emerged, based on new technologies and advanced principles of work design. In that framework, the principal objectives of strategic international human resources management are defined as competitiveness, profitability, efficiency and flexibility of workforce in global environment.