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THE DEVELOPMENT OF REGIONAL AND LOCAL HR PRACTICES IN HUMAN RESOURCE MANAGEMENT DUE INTERNATIONAL COMPARISON ON THREE CONSECUTIVE CRANET RESEARCHES
Abstract
With our present empirical research and conference presentation, following the contextual research paradigm proposed by Chris Brewster, we are looking for an answer to where the human resource management practice of organisations in Central-Eastern Europe and Hungary is at the moment, compared to global trends and what characteristics it shows. In addition to the theoretical approaches to human resource management, we use the conceptual framework provided by cultural clusters and comparative economics, examining their mutual influence and connections in explaining the phenomena.
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A kelet-közép-európai (KKE) régió volt szocialista országaiban, köztük Magyarországon a három évtizede lezajlott társadalmi-gazdasági változások óta a szervezetek jellemzőiben éppúgy, mint irányításuk, működtetésük terén lényeges változások következtek be. Ezek közül a szerzők tanulmánya az emberek menedzselési módjában, rendszerei, funkciói gyakorlatában, szereplőiben bekövetkezett módosulásokat vizsgálja, két kutatóhálózat (a Cranet és a CEEIRT) empirikus adatbázisainak longitudinális elemzései révén, nemzetközi összehasonlításra építve. Teszik ezt azért, hogy ily módon az összehasonlító nemzetközi HR elméletében végbement közelítésmódváltozásokra is rámutatva hozzájárulhassanak az 50 éves Vezetéstudományt ünneplő külön kiadás célkitűzéseihez, azaz történeti áttekintést adhassanak hazánk HR-gyakorlatainak a KKE-i régióban érvényesülő, illetve a globális megoldásokhoz hasonló, vagy azokétól eltérő, stabil és változó kulcselemeiről. ------ Attributes as well as management and functioning of organisations of the ex-socialist countries, including Hungary, in Central Eastern Europe (CEE) have changed drastically since the major societal and economic reforms of three decades ago. This study examines the changes in management of human resources, the practices of its systems and functions and its actors, based on the longitudinal analysis of empirical databases of two research networks (Cranet and CEEIRT), making international comparisons. The authors aim to contribute to the goals of the special edition on the 50th anniversary of Vezetéstudomány (Budapest Business Review) with this, pointing at the changes in approach of comparative international HR, giving a historical overview of Hungary’s HR practice, its changing or stabile key elements that match or diverge from the CEE region or global solutions.
Comparative human resource management (HRM) has an established pedigree in the management and organization literature. However, the generation of novel contextual understanding to enhance theory building, deepen our appreciation of embedded management practices in more diverse territories, and open up new lines of enquiry was, and remains, challenging social science research. Increasingly, international academic research networks that bring together scholars from different countries in the co-production of knowledge represent a key approach to rising to this challenge. In this issue, we document aspects of the development of one such network, namely the Cranet Network on International Human Resource Management, and we provide an exposition of a series of recent articles from the network. The contributions highlight, inter alia, the limits to convergence in HRM as a result of contextual determinism, the role of institutional actors, markets and work regulation in accounting for variations in people management practices, the contextual specificities and dynamics at play in transition economies, along with key methodological challenges that arise when seeking to build cumulative comparative knowledge via network collaborations of this nature.
Eight empirical studies using attitudinal data to cluster countries are reviewed. The major dimensions accounting for similarities among countries are discussed, and a final synthesis of clusters is presented.
The aim of this chapter is to examine recent developments of human resource management (HRM) practices in the Central and Eastern European (CEE) region and to compare these against the similarities and differences of their national contexts.
In search of an answer to the question to what degree context determines human resource management (HRM) practices, a holistic picture of contextual factors seems indispensable. However, due to ample interpretations and the vague characterization of this construct, a self-revealing definition seems impossible. In order to address this dilemma, we firstly tackle the need for a discussion on what context is and, secondly, how it is embedded in the field of international comparative Human Resource Management. We start this paper with a short summary of the Universalistic versus Contextual Perspective on the one hand, and the Convergence versus the Divergence paradigm on the other. We discuss the influence of context within both debates. Secondly, we elaborate on the mapping of the construct of context by scrutinizing the relevant literature within the international comparative HRM field. Thirdly, the link between this construct and the Cranet Network is investigated. Finally, the usefulness of the Cranet data, in light of the contextual, is discussed with the focus on future research and its practicability in further research endeavors.
This paper argues that the concept of human resource management was created and has been developed in the United States of America. The relevance of that model in other parts of the world is open to exploration, conceptually and empirically. Looking at Europe, the paper examines successively the differences between the US and European HR management systems; the differences between regional groupings within Europe; and then the differences at national level. Finally, the article looks at some of the explanations for the differences identified and whether there are signs of convergence and outlines some of the implications for scholarship in the field.
The concept of human resources management (HRM) has been much debated in the literature. The concept developed initially from work in the U.S.A. in the 1960s and 1970s and since then has been adopted increasingly around the world. This paper argues that in Europe there is only limited acceptance of the organizational autonomy upon which the concept in based, and that, therefore, different approaches to the notion of human resource management are required. External constraints are analysed and a new model of the concept that would encompass EuroHRM is proposed.© 1995 JIBS. Journal of International Business Studies (1995) 26, 1–21
Human Resource Management in an Emerging South Asian Economy: The Case of Brunei. Routledge Studies in Human Resource Development
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Brewster, C. & Haak-Saheem, W. (2020). Comparative human resource management. In: Darwish, T. K. and Muda
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Parry, E. & Morley, M. J. & Brewster, C. (ed.) (2021). The Oxford Handbook of Contextual Approaches to Human
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Similar and different characteristics in the development of the global, regional and domestic practice of human resource management
- J Poór
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Poór J., Karoliny M-né,Kovács I.É.& Illés B.Cs. (eds.) (2018). Similar and different characteristics in the development of
the global, regional and domestic practice of human resource management. (In Hungarian) Budapest: Wolters
Kluwer.