Abstract

This paper studies the distinguishing features of HRM in Europe by focusing on firms in Germany and UK. The study offers a contrast and explanation about how European firms develop and use their HRM policies, such as different cultural predispositions, employee resourcing, training and development as well as pay. According to the empirical analysis using STATA on 1882 active publicly listed companies in the UK and Germany, the effects of HRM on operating revenue per employee were exhibited in detail. Longer power distance led to more operating revenue per employee except those in banks. Furthermore, individualism guaranteed more operating revenue, but only in Germany and in the industrial companies. On the contrary, a negative coefficient was identified between operating revenue and short-run orientation especially in industrial companies. Additionally, there was no obvious relationship between operating revenue and the gender of the chairman/president.

This work is licensed under a Creative Commons Attribution 4.0 License.