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Article 1 Brewster, C.(2007) Comparative Hrm: European Views & Perspective, international journal of human resource management
Introduction
Paper argues HRM seen differently in Europe Different approaches taken for research 1st Part of Article:
US concept of 2 cores Inter alia (freedom) and strategic HRM (SHRM) HRM in Europe with different antecedents HRM Europe a Different Concept
Introduction
2nd part of Article: Key Happenings in HRM in Europe Replica of US model European context is a matter
of empirical evidence and opinion Different model of HRM offered by European researches Common factors of HR strategy and practice in different models seen as part of HRM
HRM IN America
2 assumptions 1) State dont interfere with business.
-minimal influence from trade union. -Low levels of state subsides, support and legislative control
2) The way Organization's manage human resource.
-HRM -> purpose to improve the organization -SHRM -> HR is managed strategically by organization's corporate strategy leading to improved performance.
Limitation:
- Research often prescriptive, narrow as it focuses on tightly
sector leading edge exemplars of good practice often large MNC in the manufacturing or even specifically the high tech sector.
clusters. Each countries remains clearly distinctive in how they manage their HRM. In the diverse range of HRM models and operational practice there is difference between sectors, between organizations within a sector and site of each organization.
Hence we observed clear difference of European and
American HRM model based upon the government support, legal constraint, trade union influence as well as the way HRM is conceptualized, researched and understood.
*note: individual states within American do have differences
legislation might include or not Equality Health & safety Recruitment & dismissal Formalization of educational certification Pay Number of work hours Employment contact Right to trade union representation Requirements to establish and operate consultation
separation 3) The nature and complexity of the legal process involved in laying off workers
US offers less protections for workers compare to Europe Italy, Spain,
Portugal in particular International labor organization reports that whereas in Europe legislative developments have ensured that average hours worked have fallen over the last two decades, in the USA they have risen. Governments in Europe tend to have more of a controlling (through legislation) & supporting (though finance & institutions) role in HRM than is the case in America. (note however study was done in 2007)
labor market programs to help younger people and the long-term unemployed get into the labor market. Substantial proportions of employment are in public sector.
EU reflect clear intentions to reduce restrictions on
national level Restrictions on number of hours employees can work Larger firms are required to set up work councils where employee representatives meet with senior managers on regular basis to debate a series of subjects laid down in the legislation
widespread than union membership. Europe tradition of collectivism and consensus building and trade unions is much more widespread than in the America
In all European union countries, the law requires the
establishment of employee representation committees in all organizations except the smaller firms.
2 common means in Europe: - Immediate Individualized communication though
Patterns of ownership
Southern Europe large companies still in hands
of single families
Germany a tight network of a small number of
2) Levels of HRM
3) Focus of HRM 4) The research paradigm
Nature of HRM
Americans has greater consistency bout good HRM practices
high performance work system, where regeneration and financial rewards for high performing members of the work force.
European however every item is a source of debate. Networks is main source of recruitment - argued to be cheaper
means of approach Sharing of information with individuals differs from sharing with trade union representatives skilled in debating the organizational strategy.
Rather than copy solutions which result from other cultural
traditions, we should consider the state of mind that presided in the search for responses adapted to the culture - (albert 1989)
Level of HRM
European are more likely to apply best fit approach
false universalism
FOCUS OF HRM
More critical aspect of HRM than US expert Critique of that literature from those writing in the
universalist paradigm has been concerned with weakness in the empirical and statical data
RESEARCH PARADIGM
Universalistic vs contextual Contextual doesnt assume that everyone in the
organization will be the same or any experience that an organization will have a strategy that people within the organization will support. Europe operating in the contextual paradigm seem more likely to challenge the declared corporate strategy and approach to HRM laid down by senior management by asking whether these have deleterious consequence for individuals within the organization, for the long term health of the organization and for the community and country within which the organization operates.
EMPLOYEES
Conclusions
Europe tendency towards labour market deregulation;
extensive training and development of staff; increased flexibility; greater line management influence. Many aspects of HRM practices are different.(EG. Those adopting a universalist viewpoint)
Conclusions
Empirical differences have important implications for
practioners Gerhat argued; it seems unlikely that one set of HRM will work equally well no matter what the context (Gerhat ,2005) Beyond empirical evidence of difference paper has
argued compared to the US (country of origin HRM), there are conceptual difference in the way HRM is viewed in Europe.
Article 2
Sparrow, P. And J-m Hiltrop (1997)redefining The Field Of European Hrm : a battle between national mindsets and forces of business transition , hrm.
Objective of article
Seeks to examine conflict between cultural heritage and
current forces of global competition in Europe European HRM vs. HRM in Europe Identifies factors that have created and influenced national patterns of HRM within Europe To explore and develop a dynamic and comparative Force Field Framework of HRM to understand the managerial frames of reference currently guiding the field This force field framework consists of 4 major sets of factors:
Cultural Factors Institutional Factors Differences in business structure and systems Factors relating to the roles and competence of HRM professionals
approach to HRM if they employ 200 employees Britain & Sweden less significant Greece has extremely small size of organisations Denmark, Netherlands, Spain half working population in this area Italy
Institutional context
Includes Role of State, Financial Sectors, Labour
Relations Systems 2nd forcefield Despite increasing internationalisation of European organisations, national differences in institutional systems (social, legislative, welfare) still exist Heightened importance of trade unions Relative burden of social security payments on individuals compared to organisations shapes patterns in HRM
Germanic model Scandinavian model Central European model Latin American model Not always possible to tell whether differences in HR approaches are steeped in national cultural constraints or whether they represent different stages of the industrialization process
structures and HRM systems that are capable of surviving rapid and discontinuous change The need to respond to these strategic pressures by reshaping national patterns of HRM
TENSIONS!
Changing Professional Frames of Reference Increased Competitiveness vs. Social Protection and
Welfare State Subsidies vs. Rising Cost of Unemployment Higher Flexibility and Productivity vs. Commitment Age Wars
investment Strategic Integration through Mergers and Acquisitions Transnational Coordination The emergence of international cadres of management with new mindsets The emergence of generic organizational forms in response to competitive pressures
conclusion
Business literature + academic literature = Single European Market as unifying force Despite clear links between national culture and patterns of HRM, available culture bound research findings should not be accepted without thinking and questioning.
Thank you.