Human Resource Management in Germany - Article Example

Both the international comparative and German Cranfield surveys give a clear overview of the current human resource practices in Germany (Festing, 2012).

Germany faces challenges such as recruitment due to a demographic change, which in addition to low unemployment rates led to inadequately qualified personnel. Hence, most major companies use active employer branding while smaller ones use selected employer branding practices to attract candidates. Germany uses a formalselection of the workforce such as psychological or legal writing less often as compared to other countries. After a semi structured interview of applicants, the required number for the position are picked based on their curricula vitae (Festing, 2012).

The elected body representing the interest of employees may be the cause of the lack of formal selection methods. The work council neglects the use of the devices. Although the German companies tend to show consistencyin the use of carefully local selection procedures based on work experience, educational training, and internship report. It brings out the employment system in Germany (Festing, 2012).

Article 2: A Comparison of Human Resource Management Practices in Austria, Germany and Swe, den

Most of the companies in Germany use extensive staff development and long-term career planning which include technical capability and functional proficiency as central values. It influences the retention of most employees resulting in steady job security making dismissal very cacareful because of the job security, the company wins most employees who work for many years.

Regarding compensations, the amounts vary according to the individual monthly earnings. The wages and salaries of most of the German workers, however, res result in tariff agreements from collective bargaining. In the international comparison of HR practices as per the Granfield network in 2011, most of the participation and performance-related pay is more frequently used in the United States than in Germany. German mainly majors in the use of profit-sharing. Although, in the same context, Germany employs more on allowances such as childcare allowances and pensions in addition to career break schemes, and maternity leaves more than in the US (Muller, Lundblad, Mayrhofer & Söderström, 2010).

Considering entire performance-based compensation practices conducted in Germany, companies reflect the idea that the success of the company results from both the employees and the company itself. With perfected employment of qualified personnel, the company tends to enjoy high-quality work and productivity. At the end of a productive year, the labor Directory comes to the view of Human Resource directors who make decisions. Hence,collective bargaining leads to relatively low salaries and wages. It encourages the employees to work harder next time(Muller, Lundblad, Mayrhofer &Söderström, 2010).

In conclusion, the Human Resource practices identified in the German general business scheme go hand in hand with the concept of HPWS in both employment criteria and performance. The support of the scheme by the German government explains the countries prosperity in international business.