Changes in HRM in Europe

Abstract

PurposeTo examine HRM strategies and practices and HRM position within organizations in various cultural, economic and sociopolitical contexts from a longitudinal perspective.Design/methodology/approachThe study uses the 1995 and 1999 Cranet data in a longitudinal methodological framework to explore the changes and trends in 18 European countries with regard to certain HRM issues between the points of time when measurements took place. Country is the unit of analysis, and cluster analysis is used for each of the two waves of data to classify countries into relatively homogeneous groups/clusters.FindingsThe overall picture is that the 18 countries form two major clusters. Countries in Europe can be systematically clustered in a North/West‐South/East distinction, regarding HRM practices. There is no indication of convergence between the major clusters. However, movement from one cluster to another was observed, with Italy and East Germany moving to the North‐western cluster.Research limitations/implicationsThe level of analysis, which is HR practices at a national (average values) and regional level, is a methodological limitation of the present study. Analysis at this level conceals qualitative differences between countries, which are important in the contextual paradigm.Practical implicationsThe issue of convergence in HR practices has important implications for HR managers in multinationals who operate in Europe and the transferability of HR practices.Originality/valueThis paper addresses the issue of whether over time there is an increasing “Europeanisation” (convergence) of HRM practices in Europe or not, by studying HR practices in 18 European countries.