Investing in Human Resource Planning: An International Study

Erik Døving; Odd Nordhaug

doi:10.5771/0935-9915-2010-3-292

Contents
- Chapter Expand | CollapseAuthorsPage
- 221–224 Titelei/Inhaltsverzeichnis 221–224
- 225–228 Editorial: Enlarging the Focus on the Role of Competencies, Abilities, and Personality in Management Research Holger Steinmetz, Christian Schwens, Rodrigo Isidor, Rüdiger Kabst Holger Steinmetz, Christian Schwens, Rodrigo Isidor, Rüdiger Kabst 225–228
- 229–243 The Influence of Personality on Students’ Career Decisiveness – A Comparison between Chinese and German Economics and Management Students Marjaana Gunkel, Christopher Schlaegel Marjaana Gunkel, Christopher Schlaegel 229–243
- 244–262 Individual Characteristics of Work Council Members – Empirical Evidence Susi Störmer Susi Störmer 244–262
- 263–291 How to Assess Global Management Competencies: An Investigation of Existing Instruments Joost Bücker, Erik Poutsma Joost Bücker, Erik Poutsma 263–291
- 292–307 Investing in Human Resource Planning: An International Study Erik Døving, Odd Nordhaug Erik Døving, Odd Nordhaug 292–307
- 308–331 Does Outsourcing Result in the Outsourcing of Technological Competencies? An Empirical Analysis of the Effect of Vertical Specialization on the Technological Competence Base of Firms Michael Stephan Michael Stephan 308–331
- 332–352 The Strongest Link: Legitimacy of Top Management Diversity, Sex Stereotypes and the Rise of Women in Human Resource Management 1995 – 2004 Astrid Reichel, Julia Brandl, Wolfgang Mayrhofer Astrid Reichel, Julia Brandl, Wolfgang Mayrhofer 332–352
- 353–371 Managerial Cultural Intelligence and Small Business in Canada María Teresa de la Garza Carranza, Carolyn P. Egri María Teresa de la Garza Carranza, Carolyn P. Egri 353–371
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mrev management revue , page 292 - 307

Investing in Human Resource Planning: An International Study

Autoren

Erik Døving Odd Nordhaug

DOI
- doi.org/10.5771/0935-9915-2010-3-292
- ISSN: 0935-9915
- ISSN online: 1861-9908
Abstract

In this paper we study drivers of firms’ human resource planning practices. This is done by analyzing two central parts of personnel planning, formal HRM strategies and analyses of competence development needs. Data collected from 3,877 firms in 21 countries are applied in the analysis. Nine out of ten firms conduct analyses of needs for competence development to some extent, while every second firm in the sample has elaborated a formal HRM strategy. Results indicate that resources (size, having an HRM department and corporate affiliation) and to some degree cost-benefit considerations are the main determinants of these human resource planning arrangements. Moreover, institutional factors have an impact on firms’ use of competence needs analyses.
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