Human resource strategies and firm performance: what do we know and where do we need to go?

Article Abstract:

Companies have good grounds for setting out strategies for human resource management but data indicate that only some fifth do so. The proportion varies according to the industry concerned and is higher in certain industries such as steel and automobile assembly where it can reach from 50% to 75%. Different models can be identified such as flexible production, or an emphasis on commitment. Research on human resource management tends to focus on a small range of typesof employees and this can be misleading.

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Human resource management and industrial relations in Italy

Article Abstract:

Human resource management in Italy in the 1980s involved finding a balnace between the need for flexibility, job security and industrial adaptation. This has changed in the 1990s as Italian firms undergo a new phase of restructuring in addition to privatization. Market forces alone cannot produce a desirable result and there is a need for guidance from institutional sources. This should not lead to high levels of protectionism which would be counter-productive.

Italy, Labor relations

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Human resource management and organizational strategies in German- and US-owned companies

Article Abstract:

Labor relations vary across the world, and the globalization of the economy has led some characteristics to be transplanted across national boundaries. German firms are characterised by an emphasis on a social partnership but this approach can also be found in the US. A wide range of strategies s possible in Germany despite its institutionalized nature and the emphasis on co-operation. German managers view the US approach in terms of both costs and benefits.

Germany

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