Strategic Human Resource Management in Germany: Evidence of Convergence to the U.S. Model, the European Model, or a Distinctive National Model?

摘要

This paper adds to our understanding of the effects of globalization and localization on comparative strategic human resource management by providing an encompassing overview of the existing research paradigms, a brief description of the relevant theoretical underpinnings of comparative strategic human resource management research, and an analysis of the-admittedly limited-empirical results from a German perspective. Illuminating the peculiarities of the German, European, and U.S./American models from a comparative perspective makes the shape of strategic human resource management in Germany clearer: It is clearly distinct in that it focuses on employment practices associated with traditional values such as high investment in training, long-term employee development plans, job protection, and collaboration between employer and employee on various levels. However, Germany shares some characteristics with human resource management models in other European countries, and there is also evidence that it may be adopting some U.S./American strategic human resource management practices, which are sometimes considered best practices beyond the United States. Later in the paper I outline an agenda for future research and review implications for management practice and education. The conclusions do not focus solely on Germany as the country of investigation, but instead take a broader perspective.