Jean-Marie Hiltrop's research while affiliated with ESMT European School of Management and Technology and other places

Publications (18)

Article
This paper examines some of the key factors that influence the impact of strategic HRM on organizational capability and performance. Particular attention is given to the factors that contribute towards the increasingly important capability of attracting and keeping talent in organizations and the practical implications of these factors for the way...
Article
This paper examines some of the key factors that influence the effectiveness of human resource management (HRM) in organizations. Particular attention is given to the influence of HR capabilities on the competitiveness of organizations and the practical implications of this for the way in which the HR is organized. The questions addressed here are...
Article
This article explores the key differences between international and domestic companies and reviews the findings of research that compared and contrasted the HRM practices of international companies. The conclusions help to understand what multinational companies do to attract, retain and motivate people and how this varies between industries and na...
Article
For most of the twentieth century, the number of tasks and levels in large organizations grew incrementally, adding new job and career opportunities to full-time employees. In recent years this pattern has fundamentally changed. Global developments, both technological and economic, have led to many organizations cutting back their operations, closi...
Article
The ability to attract and retain talent is rapidly becoming one of the key issues for human resource managers and their organisations across the globe. This article explores some of the strategies and techniques that organisations are using to cope with this issue and presents the findings of recent studies that have assessed the effectiveness of...
Article
As organisations demand much more from their employees as a result from external pressures, the role of managers in the future will have to change. Jean-Marie Hiltrop explores the implications for future managers which include more stress, new career perspectives, new skills and at least four new key competencies. There are also implications for hu...
Article
This article examines the conflict between cultural heritage and the current forces of global competition in Europe. The nature of management in European organizations is in a state of transition, influenced by competing forces of economic, social, and political integration or disintegration. A review of European research is used to question the id...
Article
This article by Jean-Marie Hiltrop, considers some of the models which have studied the link between HRM and organisational performance. As yet, there is little real evidence, but it is growing and indicates that corporate HRM policies and practices - including ‘best’ practices - are associated with high (financial) performance, and can encourage e...
Article
Knowledge has always been a central feature of R&D environments, but it is now an increasingly important resource for the entire organization. It is clear that many existing structures and routines are inadequate with regard to knowledge-intensive organizations; organizing models of the future will be more holistic, process-oriented and tailored to...
Article
Current debate in the area of human resource management is focusing on explanatory links between certain HRM practices and organisational performance, asking such questions as: what are the key HR activities that increase organisational performance?Jean-Marie Hiltrop of InterCultural Consulting, Geneva, presents a framework to analyse the wide rang...
Article
Examines the human resource implications of organizational change and the use of human resource practices for building and maintaining organizational commitment. Highlights the need for organizations to establish new policies and practices which are in line with business requirements, societal changes and the values and expectations of employees.
Article
The psychological contract — what employees and employers want and expect from each other — has been changing dramatically in recent years. As a result of all sorts of pressures and trends on both sides, such characteristics of corporate employment as stability, permanence, predictability, fairness, tradition and mutual respect are out. In, are the...
Article
Against a background of continuing rapid change in Europe, the human resource function is being devolved away to line and general managers, and HR professionals are required to be more business — orientated. With evidence such as that provided by a large survey by the European Association for Personnel Management, Jean-Marie Hiltrop, Charles Despre...
Article
Knowledge is becoming a critically importance resource in contemporary business organizations, a development posing significant issues for HRM. Draws together various strands of theory, research and practice to develop a better understanding of these issues, with special emphasis on HRM practice in knowledge-intensive organizations. Discusses the d...
Article
This article provides a review of the issues in measuring performance using non-financial criteria. It focuses on performance measures in Human Resource Management Shows various approaches that can be used Discusses the benchmarking approach Concludes with an 8 point practical guide for action .
Article
Sumario: The context of European human resource management: perspectives and determinants -- Strategic pressures driving developments -- The content of European human resource management -- Future issues in European human resource management
Article
Jean-Marie Hiltrop considers the economic, demographic and technological changes that are currently affecting European organization, paying particular attention to the European employment scene. He then analyses the implications for human resource management, highlighting the internationalization of business alliances, the movement towards greater...

Citations

... A common definition of a knowledge worker is someone who uses high-level knowledge, gained from either formal education or workplace experience, to create new knowledge and share it back to the profession (Ramirez & Nembhard, 2004). Knowledge workers learn on the job in collaboration with their fellow employees (Despres & Hiltrop, 1996;Harteis & Billet, 2008). Thus, knowledge work is not defined by the level of a worker's education or their specific job function but by the knowledge-related tasks their work requires (Despres & Hiltrop, 1996). ...
... Kаbalina, Zelenova, and Reshetnikova (2019) suggest that the de volution of decision-making to line managers in the relevant areas of HRM has increased the variability and flexibility of HRM practices. Kazlauskaitė et al. (2013) engaged in a contextual HRM analysis of selected CEE coun tries, using Sparrow and Hiltrop's (1997) sets of factors that account for differences in national patterns of HRM in Europe: (1) HRM role and competence, (2) business struc ture, (3) institutional factors, and (4) cultural factors. Their analysis suggests that al though they share a common past, there are a number of key emerging differences be tween the countries with respect to the ownership and structure of businesses, the na ture of economic development, the levels of education, and overall national culture, which in turn result in significant differences in overall national patterns of HRM in the CEE re gion, something that we will return to when we present the data from Cranet on selected aspects of HRM in CEE in a comparative perspective. ...
... A balanced psychological contract is a very important feature in the relationship between employer and employee as it determines the continuity and harmony of the relationship [5]. However, if the psychological contract is violated by any party, it signals each party that they no longer share common values and goals [27]. However, as per Mueller [5], it's mainly breached by employers; hence, employees tend to show less commitment to the organization, and such strained relationships affect employee retention. ...
... In this regard, someone who uses their minds more than their hands are regarded as a knowledge worker (Drucker, 1969). Despres and Hiltrop (1995) explained knowledge work as an organised information manipulation, data handling, and knowledge development activity. In addition, those whose work is knowledge work are called knowledge workers. ...
... The top five reasons are: to acquire specialised HR capabilities, improve quality and efficiency, acquire up to date information, concentrate on a strategic role and focus on core functions. These are in line with those reported in the literature (Laabs 1993b;Harkins et al. 1995;Lever 1997;Anderson 1998;Embleton and Wright 1998;Greer et al. 1999;Young 2000;Hiltrop, Jenster and Martens 2001;Klaas et al. 2001; Khatri and Budhwar 2002;Borg 2003;Stopper 2003;Stroh and Treehuboff 2003;Shelgren 2004;Kornik 2005;Oshima et al. 2005;Belcourt 2006;Chiang et al. 2010). The five least important reasons to outsource were: to follow recommendations by others, avoid in-house political issues, reduce bureaucracy, match competitors and corporate directive. ...
... Los costos de rotación de personal tienen un impacto directo en la sostenibilidad de actividades laborales (Chiavenato, 2009), por ello el establecimiento de estrategias de retención serían esenciales para asegurar la continuidad de la empresa. Reportes previos hacen referencia a las prácticas de recursos humanos durante la fase de reclutamiento y contratación como influyentes en la retención del personal y en el desarrollo de compromiso con su labor y más importantemente con la visión de la organización (Moore et al., 2020) facilitaría la implementación efectiva, y la mejora de procesos y resultados (Grados, 2014;Hiltrop, 2002). Dado que los procesos de contratación no aseguran el sentido de lealtad y vinculación emocional a la organización (Johnson, 2014), es crítico para las organizaciones explorar grados de involucramiento y compromiso de sus colaboradores. ...
... However, in the specific case of human resources, the reality shown by websites reveals that this is not seen as just another department, but as an essential one. In fact, some of those sites literally say that it represents a 'differential factor' for corporations, or expressed differently, a competitive advantage factor (Den Hartog and Verburg, 2004;Bhattacharya and Wright, 2005;Hiltrop, 2006;Clardy, 2008). Thus, 22 companies explicitly stated the guidelines of the human resource policy in 2007 (as opposed to 24 in 2017), to which must be added that eight firms identified human resource development as a key corporate strategy in 2007 (a number which increased to 17 in 2017). ...
... Yeung and Berman [43] stressed that company performance is highly influenced by HR practices that can directly influence organizational commitment among employees. This view is in line with the earlier proposition made by Hiltrop and Despres [19] that HR practices has a strong impact on organizational commitment and they viewed it as an important criterion to measure HRM effectiveness. Good management of employee performance, career, training, compensation and selection will be interpreted positively by employees and in turn, they will reciprocate with high commitment to the organizations [41]. ...
... This suggests that industrial factors have a significant effect on managerial practices. The talent management literature states that highly skilled and talented employees are highly mobile agents, and according to Hiltrop (1998), their sense of identity may become more closely linked to a profession or function rather than to a specific organization; thus, such employees frequently change jobs. The IT industry is highly competitive; therefore, new external challenges lead to additional losses in staff. ...