Uncovering Divergence: Management Attitudes towards HRM Practices and Works Council Presence in German SMEs

Economic and Industrial Democracy, May 2009, Vol. 30, No. 2, pp. 207-240

42 Pages Posted: 20 Oct 2012 Last revised: 24 Aug 2016

See all articles by Markus Helfen

Markus Helfen

University of Innsbruck

Elke Schüßler

Johannes Kepler University Linz

Date Written: 2009

Abstract

This article examines the impact of management attitudes towards human resource management (HRM) practices on the presence of works councils in German small and medium-sized enterprises (SMEs). Based on a survey among executives of German SMEs, the key result of a logit regression analysis is that managers’ attitudes towards key HRM practices have a strong impact on the prevalence of the works council in German SMEs. In particular, positive management attitudes towards individual employee participation and direct supervision seem to be detrimental for the institutionalization of works councils. The results suggest that there is more diversity and management choice regarding the institutions of industrial relations than generally expected in the case of German firms.

Keywords: deinstitutionalization, German industrial relations, human resource management

Suggested Citation

Helfen, Markus and Schüßler, Elke, Uncovering Divergence: Management Attitudes towards HRM Practices and Works Council Presence in German SMEs (2009). Economic and Industrial Democracy, May 2009, Vol. 30, No. 2, pp. 207-240 . Available at SSRN: https://ssrn.com/abstract=2164303

Markus Helfen (Contact Author)

University of Innsbruck ( email )

Universitätsstraße 15
Innsbruck, Innsbruck 6020
Austria

Elke Schüßler

Johannes Kepler University Linz ( email )

Altenberger Straße 69
Linz, 4040
Austria

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