Description
The increasing number of cross-border alliances and mergers both within Europe and between Europe and other parts of the world have made it imperative for students of management to have a thorough understanding of the European context for human resource management (HRM). This book enables managers and students to become "fluent" in the many various environments, approaches and practices that exist across Europe for managing human resources.
The text employs comprehensive comparable representative data collected longitudinally during the last decade and it also draws directly on the expertise of leading HRM scholars. Entirely fresh analyses of HRM in Europe, based on new and hitherto unpublished data are presented and this analysis is critically important for students, researchers and also for practitioners.
The book is divided into three parts: concepts and theoretical issues , trends in relation to these issues and comparisons between individual countries, and summaries and conclusions on the issue of convergence and divergence.
Table of Contents
Part 1 Part 1; Chapter 1 * Many of the arguments presented here are derived from two key sources, namely: Gooderham, P. and Brewster, C. (2003) Convergence, stasis or divergence? Personnel management in Europe. BETA Scandinavian Journal of Business Research, 17(1): 6窶�18; Gooderham, P. and Nordhaug, O. (2003) : Transfer of US HRM to Europe. In: International Management: Cross Boundary Challenges. Oxford: Blackwell., Paul Gooderham, Michael Morley, Chris Brewster, Wolfgang Mayrhofer; Part 2 Part 2; Chapter 2 The UK and Ireland: Traditions and Transitions in HRM, Sarah Atterbury, Chris Brewster, Christine Communal, Christine Cross, Patrick Gunnigle, Michael Morley; Chapter 3 The Netherlands and Germany: Flexibility or Rigidity?, BartDietz, JobHoogendoorn, RüdigerKabst, AnjaSchmelter; Chapter 4 Austria and Switzerland: Small Countries with Large Differences, Christiane Erten, Guido Strunk, Jean-Claude Gonzalez, Martin Hilb; Chapter 5 France and Belgium: Language, Culture and Differences in Human Resource Practices, Dirk Buyens, Françoise Dany, Koen Dewettinck, Bérénice Quinodon; Chapter 6 Spain and Portugal: Different Paths to the Same Destiny, Rita Campos e Cunha, Carlos Obeso, Miguel Pina e Cunha; Chapter 7 Italy, Greece and Cyprus: HRM in the South-Eastern Mediterranean Corner of the EU, Nancy Papalexandris, Eleni Stavrou-Costea; Chapter 8 Denmark and Norway: Siblings or Cousins?, Anna Patricia Rogaczewska, Henrik Holt Larsen, Odd Nordhaug, Erik Døving, Martin Gjelsvik; Chapter 9 Sweden and Finland: Small Countries with Large Companies, TinaBo Lindeberg, Månson, SinikkaVanhala; Chapter 10 Bulgaria and Czech Republic: Countries in Transition, JosefKoubek, ElizabethVatchkova; Chapter 11 Estonia and Slovenia: Building Modern HRM Using a Dualist Approach, RuthAlas, IvanSvetlik; Chapter 12 Turkey and Israel: HRM as a Reflection of Society, AmnonBatia Caspi, Ben-Hador, JacobGönen Weisberg, CavideUyargil, Dündar, V. Lale Tuzuner; Part 3 Part 3; Chapter 13 Convergence, Stasis, or Divergence?, WolfgangMayrhofer, MichaelMorley, ChrisBrewster;
