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HRM Practices in Europe

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HRM Practices in Europe
Human resource management (HRM) is a critical and complex aspect in all organisations that requires keen interest to gain positive results from the organisations HRM practices. Brewster (2007) clearly points out that HRM is strategic but still very logical approach to guide the management of people as a resource of the organisation. As noted by Larsen and Mayrhofer (2006) people are the biggest asset of an organisation. The concept of HRM is broad and entails employing, managing, utilising, training, developing and remunerating employees. This essay answers the following question: Human resource management displays wide variations globally, with a focus to European countries.
2.0 critical examination of HRM practises in Europe
In the recent past, there has been increased interest to compare the practices of HRM across various countries. However, increased global competition, advancement in technology, and demand for skilled workers converge HRM practices, but this does not imply that differences do not exist. Accordingly these differences are observed in European HRM, in spite of the assumption that there is a universal concept of HRM in Europe. The differences in HRM within European countries are brought about by various factors such as economical, technological, social, political and ideological.
This section will critically examine the varying HRM practices in Europe.
2.1. Constraints on management ‘freedom’ to formulate and implement HR policies due to statutory, employers’ organisation and trade union influence over these policies

 
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