摘要:The American model of management and HRM is the subject of much interest and enthusiasm in many business schools and relevant institutions. The supposed dynamism and change-oriented approach of American HRM is a subject of many textbooks and seminars by gurus and consultants. Yet the reality is that much of this interest misses two fundamental points: the role of local context in mediating such models and transforming them, and the social costs of specific types of American approaches which make ongoing restructuring a fetish. The paper tries to show that we need to be aware of the reality and costs of what some perceive to be the “American way” in HRM.
其他摘要:The American model of management and HRM is the subject of much interest and enthusiasm in many business schools and relevant institutions. The supposed dynamism and change-oriented approach of American HRM is a subject of many textbooks and seminars by gurus and consultants. Yet the reality is that much of this interest misses two fundamental points: the role of local context in mediating such models and transforming them, and the social costs of specific types of American approaches which make ongoing restructuring a fetish. The paper tries to show that we need to be aware of the reality and costs of what some perceive to be the “American way” in HRM.