Converging human resource management

Abstract

PurposeThe purpose of this paper is to participate in the convergence‐divergence debate related to the trends in European human resource management (HRM). The paper evaluates the converging vs diverging implications in Estonia and Finland by comparing HR strategies, policies and practices between the two countries in the context of HRM in the Nordic and EU‐15 countries.Design/methodology/approachThe research is part of a large international comparative HRM project (CRANET), which covers over 30 countries. Empirical data were collected by a survey questionnaire mailed to large private and public organisations employing over 200 employees. The Estonian survey data involve 69 organisations and the Finnish data 269. The data cover private companies and public sector organisations.FindingsThe comparison of HRM in Estonia and Finland revealed a few interesting empirical observations: First, in spite of Estonia's short history as an independent Baltic state, HRM has stabilised its position at both strategic and policy level's as well as in HR practices. Second, there is a converging (directional) trend between Estonian and Finnish HRM. Third, the Estonian HRM matches with the EU‐15 HRM; Estonia does not increase diversity in the European HRM.Research limitations/implicationsThe main limitation of the study is related to survey methodology. In further research longitudinal data as well as case studies and triangulation are needed to open country‐level trends in the convergence‐divergence debate.Practical implicationsEstonian companies and public organisations might need to pay more attention to equality/diversity policy. Special attention should be paid to HRM in public organisations.Originality/valueThe main value of the paper is related to the contribution to the convergence debate in HRM.