HRM practices and establishment performance: an analysis using the European Company Survey 2009

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Published
9 February 2012
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Abstract

The report provides an overview of the literature on innovative work practices and starts with an inventory of the many practices have been identified as innovative. The analytical part of the paper is based on Eurofound’s own European Company Survey (ECS). The dataset covers 27,160 establishmentRead more

The report provides an overview of the literature on innovative work practices and starts with an inventory of the many practices have been identified as innovative. The analytical part of the paper is based on Eurofound’s own European Company Survey (ECS). The dataset covers 27,160 establishments in 30 countries, probably making it the most extensive dataset ever used for this purpose and the only cross-national attempt. The four performance indicators are used: work climate, the lack of HR problems, labour productivity (compared with competitors) and the economic situation in the establishment. 

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  • Executive summary

    Reference No: 
    EF11691
    Catalogue info

    HRM practices and establishment performance: an analysis using the European Company Survey 2009 - Executive summary

    Authors: 
    Eurofound
    Cover image of HRM practices and establishment performance: an analysis using the European Company Survey 2009 - Executive summary

    The way an enterprise is managed has been proven to impact on the performance of companies. It is generally assumed that less rigid forms of work organisation are required to cope with more dynamic market conditions and product developments. To a greater extent than before they are intended to accommodate the requirements of a more knowledge intensive and learning workforce. These practices have been introduced primarily to improve performance and thus mirror the move from personnel to human resource management. Read more in the report - see Related content.
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Part of the series

  • European Company Survey 2009

    Eurofound’s European Company Survey (ECS) maps and analyses company policies and practices which can have an impact on smart, sustainable and inclusive growth, as well as the development of social dialogue in companies. This series consists of outputs from the ECS 2009, the second edition of the survey. The survey was first carried out in 2004–2005 as the European Establishment Survey on Working Time and Work-Life Balance. 

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