Human Resource Management in Northern Europe: Trends, Dilemmas and Strategy - Tapa dura

Acerca del autor

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).

De la contraportada

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.