The European experience in the field of organization's human resource management: the United Kingdom, the Netherlands and Denmark

The inclusion of the Russian economy into the world market, as well as integration processes which are global in nature, urgently requires a more detailed study of the lessons learned in countries with the developed market relations and modern organization management experience. In this regard, some practices of European countries, including the United Kingdom, Netherlands and Denmark are so significant. On the part of decision makers, the creative approach is necessary in such practices. Management practice in different countries of the European Union reflects not only the diversity of national traditions and schools of management, but also the absence of any universal concept. The human resources concept takes a special place in the system of modern European management. The human resource is very significance for modern European organizations and is equated to other resources that require, above all, their rational use. English and Dutch experts believe that in the field of modern management, the term "human resource management" means the same thing as the term "personnel management". So, human resource management is a continuous process of personnel management based on strategic and systemic approaches. Human resource management is a system of principles and rules, leading human resource in accordance with the strategy of the organization which is in the external environment. Top management has full responsibility for the strategic management of the organization's human resources. The concept of human resource management includes the traditional approaches to staff management (strategic and system) that are used in a modern context because of changes in the world and in the surrounding environment and new approaches (comprehensive, integration, marketing, functional, process-based, dynamic, regulatory, administrative, behavioral and situational). These approaches to the human resource, for example, in the Netherlands allow integrating personnel management strategy with the strategy of an organization itself. In connection with this, the main task is to create conditions in which staff will be striving for high standards of work quality. Another important factor is that the director and managers have to realize themselves, first and foremost, as partners along with other colleagues and to contribute to the implementation of the goals and objectives of the organization. As to the concept of effective management of the organization and its human resources, most of the British, Dutch and Danish specialists in the field of staff management come from the practical adapted modern management theories: the German Management-by-Delegation model; the five-phase growth model (Larry Greiner); the five-stage model of Churchill-Lewis; "factors of the unplanned growth" theory; the theory of "equal opportunities"; the theory of efficient management (Ichak Kalderon Adizes); the theory of daily practice of motivation and positive/progressive control; the model of a perfect group (M. Belbin).

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