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PeopleinAid conference: Strategic HR in a Global Context 7 th February 2007. Change and Globalisation: is HRM converging? – and what do we do about the answer?. Chris Brewster Professor of International Human Resource Management Henley Management College.

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slide1

PeopleinAid conference:

Strategic HR in a Global Context

7th February 2007

Change and Globalisation:

is HRM converging?

– and what do we do about the answer?

Chris Brewster

Professor of International Human Resource Management

Henley Management College

change and globalisation is hrm converging and what do we do about the answer programme
Change and Globalisation: is HRM converging?– and what do we do about the answer? Programme
  • Does Globalisation apply to HRM too? Are we becoming more alike in the way we manage people?
  • Is the impact of HRM on Performance being Globalised? Do different things work in different countries?
convergence vs divergence or stasis
Convergence vs Divergence (or Stasis)
  • convergence theories
    • market-led/US
    • institutional/European
    • world vs regional
  • divergence theories; or stasis
  • maybe it’s a bit of each…..
the cranet surveys
The Cranet surveys
  • 42 countries (24 in Europe): partner in each
  • repeating every 3 years
  • 6000+ responses each round
  • Questionnaire to senior HR; “factual” not perceptual
  • 40 questions (2-44 responses each Q) + 19 demographic questions
  • Representative, not panel
final convergence
Final Convergence

E

X

T

E

N

T

T I M E

findings on directional convergence
Findings on Directional convergence
  • convergence (increases in)
    • strategic potential of HR department;
    • assignment of HRM to line;
    • HR professionalisation;
    • employee resourcing;
    • Individualisation of employee relations
    • increased information to employees;
    • contingent compensation systems.
  • no convergence
    • staff ratio;
    • employee development
findings on final convergence
Findings on Final convergence
  • No final convergence of HR configuration
  • No final convergence of HR practices
conclusions i
Conclusions (i)
  • Evidence of Directional convergence
  • No evidence of Final convergence
  • Similar trends do not mean countries are getting more alike in the way they manage their HRM
  • There is no “one-size-fits-all”
what does this mean for performance
What does this mean for performance?
  • The Cranet survey
  • Identifying high performers
    • profit
    • market share
    • quality
  • Identifying HRM practices linked to high performance (self organising maps)
selected state s by cluster
Cluster 1: north-west

Austria

Denmark

Finland

Germany

Netherlands

Sweden

Cluster 2: anglo-irish

UK

Ireland

Cluster 3:central southern

Belgium

France

Greece

Italy

Portugal

Spain

Selected states by cluster
hrm practices linked to performance in europe
HRM practices linked to performance in Europe

Evaluating HRM

Monitoring and evaluating training effectiveness

Career management

Merit pay

Communication on change (-)

conclusions ii
Conclusions (ii)
  • Evidence of Directional convergence
  • No evidence of Final convergence
  • Similar trends do not mean countries are getting more alike in the way they manage their HRM
  • There is no “one-size-fits-all”
  • HR practices linked to high performance also vary with country
  • Understand HR in the countries in which you operate
so what does this mean for practitioners
So, what does this mean for practitioners?
  • Each country is different (a wider range of countries would have shown more difference); and
  • What works in HRM is different for each country; but…
  • We have to ensure good practice, fairness and equity across all countries; so
  • We should concentrate on the principles, not the systems, processes or procedures.
  • Can we monitor the outputs of our Human Resource Management?
slide18

PeopleinAid conference: Strategic HR in a Global Context

7th February 2007

Change and Globalisation: is HRM converging?– and what do we do about the answer?

Thank You!

Chris Brewster

Professor of International Human Resource management

Henley Management College