Since the second part of the 20th century, employees are playing a more important in the company. As compared to being a mere worker or a "tool? in 1900, they are now a real resource that generates an advertisement value for companies. Thus, the area of Human Resource management takes importance and has become a full job striving to motivate and manage people so that they become more efficient. However, the arena of Human Resource management is not the same in all countries. The U.S. companies are among the first to improve their H.R. management, while developing nations took some more time to come to the fore. Geographically, Europe accounts for 46 countries between Spain and Great Britain, and a part of Russia and Greece. In consequence, it is difficult to determine a common H.R. management between these countries. Europe is a recent concept while the other countries have ancient practices. Thus, countries of Europe have an old history that generated various cultures. In consequence, it is not easy to generalize and we need to differentiate various areas that are involved.
[...] Thus, whereas companies with basic work do not have a workforce engagement, companies with sophisticated works have it. In consequence, workforce engagement depends about type of work. If the company wants to keep their employees and have an H.R. strategy in accordance with the global strategy, it will put in place a workforce engagement. In France, it is the same problem. Workforce engagement is not usual in all companies. Thus, companies with sophisticated works put in place workforce engagement to motivate employees contrary to companies with basic works. [...]
[...] management with the company strategy. Opposition between countries of the North and countries of the East Whereas countries of the East research a workforce in mass to realize basic work, the companies of the North wants to have the best product quality. Thus, the H.R. strategy cannot be the same. In the European countries of the East, the workforce is abundant, and the work is basic. Thus, companies have many choices in the workforce because everybody can do the job. [...]
[...] management in Europe. Europe is constituted by 46 countries from Spain to a part of Russia. Consequently, in a first part we will give an overview of H.R. management, its cultures, and its international H.R. management. Thus, we will define four representative areas, their culture and H.R. management. In a second part, we will see the H.R. strategy and H.R. planning in Europe. Next, in a third part, we will analyze the organizational alignment and agility in Europe. In a forth part, we will study the workforce engagement, capability, and capacity. [...]
[...] In consequence, to obtain a better analysis, we should also analyze various types of management, various sectors, and various company sizes. To be more effective, the best solution will be to analyze a representative sample of companies. However, via our four areas, we can see that H.R. management in Europe is not the same. Thus, there are many disparities between European countries of the North and European countries of the East. Whereas companies of European countries of the North have a sophisticated H.R. management, companies of the East have a basic H.R. management. [...]
[...] ( 27). Human Resources Capability Model. Retrieved from www.apsc.gov.au: http://www.apsc.gov.au/publications01/hrmodel.htm business disctionary. (n.d.). Succesion Planning. Retrieved 2009, from www.businessdictionary.com: http://www.businessdictionary.com/definition/succession-planning.html Dictionary Bnet. (n.d.). Human resource planning. Retrieved 2009, from www.dictionary.bnet.com: http://dictionary.bnet.com/definition/human+resource+planning.html Europe.org. (2009). Destinations. Retrieved from www.europe.org: http://www.europe.org/destinations/ Europe.org. (2009). Index. Retrieved from www.europe.org: http://www.europe.org/index.html Kreno. [...]
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