Article i 'Tidsskrift for arbejdsliv' no.3 1999, page 59-79.
HRM in practice
Strategic integration and competency building
The article establishes an analytical framework utilizing principles and
basic concepts from the human resources management perspective, and apply this
framework on empirical data from a comprehensive survey on work organization and
employee skills in the Danish private sector. The empirical analysis shows that
the firms use different strategies to ensure that the personnel resources are in
accordance with the needs. At the internal front work organizations are
developed more or less in accordance with the HRM-principles (empowerment,
teamworking, functional integration, job rotation, performance appraisals etc.).
These developments imply changes in the content of work and in demands both in
situations of recruitment and regarding development of qualifications. Focus is
set on the need for continuos development of competencies in relation to the new
principles of work organization and developments in the content of work. Here
cross functional and group oriented approaches seem to emerge. Generally,
production specific learning is important and formal training is tailored to the
needs of firms. In the most developed firms continuous learning is often seen as
of decisive importance for competitiveness.