Belgian-style Human Resource Management:: A Case of Mistaken Identity

Lisbeth Claus, Daniël Vloeberghs and François Pichault

European Management Journal, 2002, vol. 20, issue 4, 438-446

Abstract: Although a 'typical' Belgian HRM model does not really exist, the cultural and structural differences of Belgian society, and the Flemish- and French-speaking subcultures, have an impact on how the people management profession is practised. A number of forces shaping the development of HRM in Belgium during the past 50 years have, today, given the field a very advanced and mature level of professionalization. These forces include a highly developed social legislation system, a unique Belgian social model, an earlier subordinate and isolated concept of personnel management, productivity growth and foreign direct investment, the impact of multinational companies, the role of government-mandated training, the importance of the labor unions, and high taxes. Specific forces have shaped the development and character of HRM in Flanders and Wallonia. In Flanders they are the role of university centers and the profile of the Flemish manager; In Wallonia, they are industry restructuring, unemployment, the strong influence of trade unions, and the role of university centers. Flemish HRM is embedded in an entrepreneurial and pragmatic frame of reference (subjectivistic or individualising approach) while Walloon HRM is more closely aligned to the classical labor model (objectivistic or codifying approach). The future of HR in Belgium will be affected by a number of forces that have already been put into motion, such as the country's demographics, globalization and the further development of the new economy. Practical tips are provided regarding HR for multinational companies doing business in Belgium.

Keywords: Human; resource; management; HRM; model; Belgium; Flanders; Wallonia (search for similar items in EconPapers)
Date: 2002
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