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代写澳洲留学生人力资源管理硕士毕业论文-Strategic human resource management in European transition economies: building aconceptual model on the case of Slovenia

论文作者:留学生论文网论文属性:硕士毕业论文 thesis登出时间:2011-07-21编辑:anterran点击率:35099

论文字数:4121论文编号:org201107211408189522语种:英语 English地区:澳大利亚价格:免费论文

关键词:代写澳洲留学生人力资源管理硕士毕业论文Strategic human resource managementEuropean transition economies

摘要:代写澳洲留学生人力资源管理硕士毕业论文The general SHRM models explain the link between HR and company performance; however, due to several specific internal and external factors, they have to be modified in order to be applied to companies in European transition economies (ETEs).

代写澳洲留学生人力资源管理硕士毕业论文Strategic human resource management in European transition economies: building aconceptual model on the case of Slovenia
Nada Zupan and Robert Kasˇe
Abstract The general SHRM models explain the link between HR and company
performance; however, due to several specific internal and external factors, they have to be modified in order to be applied to companies in European transition economies (ETEs). By
analysing the current state of HRM and the HR context in Slovenia, we develop a
conceptual SHRM model for ETEs. The model introduces a new specification of the
HR context, emphasizing HR facilitators, and an additional moderating construct the HR
power, to have more explanatory power for studying the HR–company performance link
in ETEs. The paper also addresses the importance of issues relating to the empirical
validation of the model in ETEs and suggests ways to further develop SHRM in these
countries.
Keywords Human resource management; conceptual model; transition economies;
HR strategy; performance; Slovenia; Central and Eastern Europe.
Introduction
Searching for ways to increase competitiveness is a dominant theme in the modern
business world. With the acknowledgement that human resources can be one of the key
contributors in this quest, the field of strategic human resources management (SHRM)
has gained legitimacy and attention. The early writings on SHRM go back to the early
1980 s and were dominated by US authors, such as Dyer (1984), Beer et al. (1984) and
Fombrum et al. (1984). Their efforts primarily aimed to explain the role of human
resources in improving company performance and to design models of various
contextual and HRM elements in establishing the HR–company performance link. In the
1990 s the focus of US research shifted to which particular HRM processes and practices,
and how they are actually integrated, add value and contribute to company performance
(e.g. Wright and McMahan, 1992; Wright et al., 1994, 2001; Huselid, 1995; MacDuffie,
1995; Becker and Gerhart, 1996; Delery and Doty, 1996; Youndt et al., 1996; Huselid
et al., 1997; Wright and Snell, 1998; Delery, 1998; Lepak and Snell, 1999, 2002). Early
in the same decade, the European response from mostly UK authors raised the question
of whether the US models could be applied in Europe, emphasizing that European
enterprises operate in a different contextual setting involving the stronger role of the state
The International Journal of Human Resource Management
ISSN 0958-5192 print/ISSN 1466-4399 online q 2005 Taylor & Francis Group Ltd
DOI: 10.1080/09585190500120525
Nada Zupan and Robert Kasˇe, Faculty of Economics, University of Ljubljana, Kardeljeva pl. 17,
1000 Ljubljana, Slovenia (tel: þ386 1 5892 400; fax: þ386 1 5892 698; e-mail
[email protected]).
Int. J. of Human Resource Management 16:6 June 2005 882–906
and trade unions as well as public sector enterprises, different cultures and traditions (e.g.
Guest, 1990, 1991; Brewster, 1995). Western European research in strategic HRM
gained momentum towards the second half of the 1990s, mostly describing HR as it is
embedded in various national contexts and thereby emphasizing the firm-external
perspective rather than the firm-internal perspective mostly found in the US research
(e.g. Camuffo and Costa, 1993; Hiltrop, 1996; Tyson, 1995; Guest, 1997; Paauwe, 1996;
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