Human Resource Management in Northern Europe

This book identifies and discusses the key features of human resource management at the turn of the century from a northern European perspective (particularly referring to Norway, Sweden, Finland, Denmark, the Netherlands, Ireland and the UK). The authors' approach reflects the fact that these countries have become increasingly critical of the universalist model of SHRM common in the USA. The early chapters of the book address differences in concepts and practices in HRM in the region; these are followed by chapters that explore topics seen as particularly relevant in northern Europe. The conclusion looks at the usefulness and future of the notion of HRM as a result of these discussions. Based on the authors' own research and studies in Denmark and the UK, the book also draws particularly on empirical data from surveys by the Cranfield Network for the Study of Human Resource Management in Europe and on contributions from researchers in Sweden, Ireland, and Austria. Researchers and students will find here a useful summary of the challenge posed by northern Europe to universalist concepts of HRM.

Chris Brewster is Professor of International Human Resource management at Cranfield School of Management in the UK. He is also Director of the School's Centre for European HRM and has substantial experience in trade unions, Government, specialist journals, personnel management and consultancy prior to joining Cranfield. In addition to his teaching role, Professor Brewster has acted as a consultant to UK and international organisations mainly in the areas of personnel policies (the subject of his PhD) and management training. He has consulted and taught on managment programmes through the world and is a frequent international conference speaker.

Henrik Holt Larsen is associate Dean and Professor, dr. merc. of Human Resource Management at the Institute of Organization and Industrial Sociology, Copenhagen Business School. His major research interests are careers, organization and management development, training and performance appraisal systems. He is the coordinator of the HRM Master's Degree Program at the Copenhagen Business School. He is also the Danish memeber of the executive board of CEMS (Community of European Management Schools) and the CBS coordinator of EHRM (a Master Program of European HRM, established by leading business schools in England, Germany, France, Spain, Belgium, Sweden, Greece and Denmark).

List of contributors

viii

Preface

ix

Human Resource Management in Northern Europe

1

(23)

Trends, Dilemmas and Strategies

Henrik Holt Larsen

Chris Brewster

Human resource management: yet another look?

1

(1)

Defining HRM

2

(2)

Consequences of the definition of the HRM concept

4

(2)

Problems related to the HRM concept

6

(4)

The three letters: H, R and M

10

(1)

Human resource management in time and place: the northern European scene

11

(5)

So: how important is HRM?

16

(1)

Contributors to the book

17

(2)

Outline of the book

19

(1)

Acknowledgements

20

(4)

The Northern European Dimension

24

(15)

A Distinctive Environment for HRM

Chris Brewster

Henrik Holt Larsen

Is HRM different in northern Europe?

24

(1)

What differentiates European HRM?

25

(4)

What differentiates HRM in northern Europe?

29

(6)

HR challenges and HR practice

35

(4)

Human Resource Management

39

(27)

A Strategic Approach?

Chris Brewster

Henrik Holt Larsen

Wolfgang Mayrhofer

Introduction: managing HR--or just managing?

39

(2)

The notion of strategy

41

(4)

SHRM as a concept

45

(3)

Research evidence

48

(9)

Discussion: HRM in northern Europe--how strategic is it?

57

(1)

Implications for the concept of SHRM

58

(8)

Making Sense of the Drive for Competence

66

(23)

Bridging Individual and Organizational Learning

Pia Bramming

Henrik Holt Larsen

Competence--a northern European challenge

66

(2)

The concept of competence--a moving target

68

(3)

Competence development in the HRM tradition

71

(5)

Towards a new understanding of competence

76

(3)

Competence--social and relational

79

(6)

Conclusion

85

(4)

Careers in Organizations

89

(36)

Theoretical Developments and Empirical Findings

Henrik Holt Larsen

Camilla Funck Ellehave

Introduction

89

(1)

The traditional conception of career

90

(6)

Critique of the traditional career concept

96

(5)

The ideological basis for career

101

(2)

A new career concept

103

(1)

Our definition of the career concept

104

(1)

Theoretical features of the career definition

105

(14)

Conclusion

119

(6)

Flexibility in HRM

125

(22)

Contradictions in Organizational Survival

Chris Brewster

Henrik Holt Larsen

Reasons for the use of flexibility

126

(4)

The extent of flexible working practices

130

(10)

Flexibility: a strategic approach?

140

(1)

Flexibility: the wider implications

141

(2)

Conclusion

143

(4)

Communication in Organizations

147

(23)

Dialogue and Impact

Michael Morley

Wolfgang Mayrhofer

Chris Brewster

Introduction

147

(3)

The many varieties of communication and consultation

150

(3)

Role and embeddedness of unions in Europe

153

(2)

Trade unions and collective communication

155

(1)

Individualized communication

156

(6)

Discussion: emerging patterns for the twenty-first century

162

(8)

Human Resource Costing and Accounting

170

(25)

Putting a Price on Human Resource Investments

Ulf Johanson

Henrik Holt Larsen

Human resource costing and accounting: what and why?

170

(2)

The roots of human resource costing and accounting

172

(2)

Costing human resources

174

(9)

Personnel costs in the profit and loss account

183

(1)

Employees on the balance sheet

184

(1)

The value of human resource costing and accounting

185

(10)

Responsibility in Human Resource Management

195

(24)

The Role of the Line

Chris Brewster

Henrik Holt Larsen

HRM and line management: inevitable linkages or inevitable tensions?

195

(1)

Reasons for an increasing allocation of HR responsibilities to the line manager

196

(2)

Evidence of the trends

198

(5)

Country variation: ranking and cases

203

(1)

Practical problems

204

(7)

Critical issues for the future: handling the paradoxes

211

(4)

Conclusion

215

(4)

On the Road Again

219

(9)

Henrik Holt Larsen and Chris Brewster

Six current trends

219

(5)

The HRM concept in the future

224

(2)

Final words

226

(2)

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Human Resource Management in Northern Europe Trends, Dilemmas and Strategy

Summary

Author Biography

Table of Contents

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