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

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Updated
09 February 2012
Published
09 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 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. An executive summary is available - see Related content.
 

  • Full report

    Reference No: 
    ef1169
    Catalogue info

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

    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 crossnational 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.

  • 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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