Strategic Human Resource Management in Europe. Catherine Voynnet Fourboul . Introduction & objectives. to understand what means International Human Resource Management, the specificity of Europe
Catherine Voynnet Fourboul
Issues of HRM
Culture & acculturationTowards a definition of International Human Resource Management
Enterprises / local, institutional, cultural environment
Enterprises / local, institutional, cultural environment / international environment
Enterprises / international environment
Local / international environment
Source: Redding S. G. (1994), Comparative Management Theory: Jungle, Zoo or Fossil Bed ?, Organization studies, vol. 15, n° 3.
Net World Order
Spread of English
Third world periphery
Shifting political axes
Source : World investment report, 1996, United Nations Conference on Trade and Development
Types of international strategies Source : Michael E. Porter, Competition in Global Industries, Harvard Business School Press, BOSTON , 1986
affil to affil + affil to par + par to affil
affil sales + par exports
Source: Brewster C. (1995), Towards a “European” Model of Human Resource Management, Journal of International Business Studies, vol. 26, n° 1.
National cultures impact
Adapted from Adler N. J (1984), Understanding the way of understanding, in Farmer R. N. [ed.], Advances in International Comparative Management, pp. 34-35.
Adapted from Hofstede G. (1993), Culture Constraints in Management Theories, Academy of Management Executive, vol. 7, n° 1.
Source: Naulleau G., Criccom J. H. (1993), A comparison of French and British Management Cultures, Management Education and Development, vol. 24, pp. 14-25
Source: Beardwell I., Holden L. (1997), Human Resource Management: A contemporary perspective, Pitman, pp. 695
Placeor product departmentalization
Product / divisional Structure
HRM functions Scenario :
More restricted employer autonomy
Role of 'social partners'
Emphasis on workers
on the group
on the individual
Emphasis on managers
The wild west