Abstract
This chapter reviews the concept of human resource management (HRM) and the associated concepts of strategic HRM and international HRM. It identifies the integration of senior specialists within the top management team as a key issue and presents data concerning the extent of such integration in Europe. The assumption is that human resource management is in some sense 'strategic' when it follows closely the corporate strategy of the organisation. This conception is widespread in the United States. It is argued that the Taylorist or in its later forms Braverman-style labour process approach has been outdated by technological developments and the resultant increases in flexibly specialised production; in the requirement for highly skilled, well educated and well trained workers and in the consequent need for either more normative, indirect controls or for a move away from control towards commitment.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
