their occurrence elsewhere or, equally well, by demonstrating what is unique
about any set of national HR arrangements. The potential benefits of studying
comparative and international HRM have been recognized by both academics
and HR practitioners and thus 'can no longer be considered a marginal area
of interest'.
Using comparative analysis, Brewster has examined the HRM paradigm from
a European perspective. Drawing upon the data from a 3-year survey of 14
European countries, Brewster puts forward the notion of a new 'European
HRM model' that recognizes State and trade union involvement in the
regulation of the employment relationship. According to Brewster, the
European HRM model has a greater potential for 'partnership' between labour
and management because, in most European Union states, 'the unions are
not seen, and do not see themselves, as "adversaries". Adopting a 'systemic
view' of European national work systems, Clark and Pugh (2000)^58 have
argued that, despite economic and political pressures towards convergence,
differences in cultural and institutional contexts continue to produce divergent
employment relationships. Thus, the Dutch 'feminine' culture encourages the
antipathy of Dutch workers towards 'hard' HRM whereas 'Sweden's strong
collectivist culture counters the development of an individualistic orientation to
the employment relationship' (Clark & Pugh, 2000, p. 96).
Inherent in controversies surrounding the notion of a European model, Asian
model or North American model are questions of the limitations and value of
cross national generalizations in HRM. Despite the economic and political
pressures from globalization, as it is loosely called, the national diversity of
HRM systems remains and is particularly sharp between the developed and
the developing world. We have also to recognize that those factors which
maintain differences in approaches to managing the employment relationship
will continue, albeit with decreasing power (Clark & Pugh, 2000)
2.5 FORMULATING AND IMPLEMENTING HR STRATEGY
The primary role of strategic HRM may be to promote a fit with the demands
of a dynamic and competitive environment, but it is not easy. A strategic