HRM in the German Business System: A Review

Angelo Giardini; Rüdiger Kabst; Michael Müller-Camen

doi:10.5771/0935-9915-2005-1-63

Inhalt
- Kapitel Ausklappen | EinklappenAutorenSeiten
- 1–4 Titelei/Inhaltsverzeichnis 1–4
- 5–10 Diffusion of HRM to Europe and the Role of US MNCs: Introduction to the Special Issue Mark Fenton-O’Creevy, Paul N. Gooderham, Odd Nordhaug Mark Fenton-O’Creevy, Paul N. Gooderham, Odd Nordhaug 5–10
- 11–35 A Quarter-Century Review of Human Resource Management in the U.S.: The Growth in Importance of the International Perspective Randall S. Schuler, Susan E. Jackson Randall S. Schuler, Susan E. Jackson 11–35
- 36–62 European Human Resource Management: Researching Developments over Time Wolfgang Mayrhofer, Chris Brewster Wolfgang Mayrhofer, Chris Brewster 36–62
- 63–80 HRM in the German Business System: A Review Angelo Giardini, Rüdiger Kabst, Michael Müller-Camen Angelo Giardini, Rüdiger Kabst, Michael Müller-Camen 63–80
- 81–98 Incentive Preferences of Employees in Germany and the USA: An Empirical Investigation Marjaana Rehu, Edward Lusk, Birgitta Wolff Marjaana Rehu, Edward Lusk, Birgitta Wolff 81–98
- 99–122 Employee Share Schemes in Europe. The Influence of US Multinationals Erik Poutsma, Paul E. M. Ligthart, Roel Schouteten Erik Poutsma, Paul E. M. Ligthart, Roel Schouteten 99–122
- 123–137 US Multi-Nationals and the German Industrial Relations System Ingo Singe, Richard Croucher Ingo Singe, Richard Croucher 123–137
- 138–149 Book Reviews, special issue 138–149
- 150–153 Book Reviews 150–153
- 154–155 New Books 154–155
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mrev management revue , Seite 63 - 80

HRM in the German Business System: A Review

Autoren

Angelo Giardini Rüdiger Kabst Michael Müller-Camen

DOI
- doi.org/10.5771/0935-9915-2005-1-63
- ISSN print: 0935-9915
- ISSN online: 1861-9908
Abstract

Human resource management in Germany is deeply rooted in its institutional environment. Thus, US style HRM cannot be simply transferred to the German context. Nevertheless, the German business system is not hostile to HRM principles. Rather, these practices have to be adapted to the demands and constrains of the German socio-economic context. The key labour market institutions of collective bargaining, co-determination, and initial vocational training in particular require a pluralist style of human resource management. As our review suggests, these institutions support the implementation of some HRM principles while inhibiting others. Also, the concept of Strategic HRM in Germany may only be fully understood against the background of labour market institutions.
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