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HRM in the German Business System: A Review

Author

Listed:
  • Angelo Giardini

    (Justus-Liebig-Universitaet Giessen)

  • Ruediger Kabst

    (Justus-Liebig-Universitaet Giessen)

  • Michael Muller-Camen

    (International University in Germany)

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.

Suggested Citation

  • Angelo Giardini & Ruediger Kabst & Michael Muller-Camen, 2005. "HRM in the German Business System: A Review," management revue. Socio-economic Studies, Rainer Hampp Verlag, vol. 16(1), pages 63-80.
    • Handle: RePEc:rai:mamere:1861-9908_mrev_2005_01_giardini
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    Citations

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    Cited by:

    1. Schröter, Oliver & Davoine, Eric, 2013. "Unterschiede in der institutionellen Einbettung der Arbeitsbeziehungen und Human Resource Management Praktiken zwischen Deutschland und der Schweiz: eine explorative Untersuchung in Schweizer Tochterg," Die Unternehmung - Swiss Journal of Business Research and Practice, Nomos Verlagsgesellschaft mbH & Co. KG, vol. 67(4), pages 364-390.
    2. Diep Thi Ngoc Nguyen & Stephen T. T. Teo & Marcus Ho, 2018. "Development of human resource management in Vietnam: A semantic analysis," Asia Pacific Journal of Management, Springer, vol. 35(1), pages 241-284, March.
    3. Ihar Sahakiants, 2015. "DeSimone, R. L., Werner, J. M., Human Resource Development (6th International Edition), South-Western, Cengage Learning, 2012," Management International Review, Springer, vol. 55(3), pages 453-456, June.
    4. Querbach, Stephanie & Waldkirch, Matthias & Kammerlander, Nadine, 2022. "Benefitting from benefits—A comparison of employee satisfaction in family and non-family firms," Journal of Family Business Strategy, Elsevier, vol. 13(2).
    5. Klaas Szierbowski-Seibel & Marius Claus Wehner & Rüdiger Kabst, 2019. "HR Integration, HR Strategy, and HR Partnership - Comparing the "Strategic Partner" between the USA and Germany," Working Papers Dissertations 47, Paderborn University, Faculty of Business Administration and Economics.
    6. Festing, Marion & Sahakiants, Ihar, 2013. "Path-dependent evolution of compensation systems in Central and Eastern Europe: A case study of multinational corporation subsidiaries in the Czech Republic, Poland and Hungary," European Management Journal, Elsevier, vol. 31(4), pages 373-389.
    7. Erik Doving & Odd Nordhaug, 2010. "Investing in Human Resource Planning: An International Study," management revue - Socio-Economic Studies, Nomos Verlagsgesellschaft mbH & Co. KG, vol. 21(3), pages 292-307.

    More about this item

    Keywords

    HRM; National Business System; Neo-Institutionalism; Industrial Relations; Germany;
    All these keywords.

    JEL classification:

    • F23 - International Economics - - International Factor Movements and International Business - - - Multinational Firms; International Business
    • J53 - Labor and Demographic Economics - - Labor-Management Relations, Trade Unions, and Collective Bargaining - - - Labor-Management Relations; Industrial Jurisprudence
    • M10 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - General

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