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Human resource management practice and institutional constraints The case of Mozambique

Webster, Edward; Wood, Geoffrey - In: Employee Relations 27 (2005) 4, pp. 369-385

Purpose – This article aims to explore the nature of contemporary HRM practice in Mozambique, and the extent to which “best practice” HRM strategies are likely to emerge, given present institutional realities. Design/methodology/approach – The research was based on an extensive survey of...

Persistent link: https://www.econbiz.de/10014731065

Age influences on the leadership styles and behaviour of managers

Oshagbemi, Titus - In: Employee Relations 26 (2004) 1, pp. 14-29

This article explains reasons why the study of the relationship between leadership and age may be important and, using … a questionnaire survey to collect data from over 400 UK managers, it identifies age influences on the leadership styles … consultative and participative leadership styles. Older managers consulted more widely and favour more participation in comparison …

Persistent link: https://www.econbiz.de/10014731006

Can Japanese mentoring enhance understanding of Western mentoring?

Iain Bright, Mark - In: Employee Relations 27 (2005) 4, pp. 325-339

Purpose – Aims to illustrate how Japan possesses cultural characteristics to support mentoring as a relationship, as opposed to the West, whose favoured approach is to view mentoring as a strategy. Design/methodology/approach – A comparative analysis of the mentoring literature from two...

Persistent link: https://www.econbiz.de/10014731062

The interplay of structure and agency dynamics in strike activity

Darlington, Ralph - In: Employee Relations 34 (2012) 5, pp. 518-533

on the relationship between workers’ militancy, trade union leadership and left‐wing politics within a highly distinctive … approach, the role of trade union leadership and left‐wing politics at every level of the union in collectivising workers …

Persistent link: https://www.econbiz.de/10014731340

Labour flexibility in SMEs: the impact of leadership

Mesu, Jos; Van Riemsdijk, Maarten; Sanders, Karin - In: Employee Relations 35 (2012) 2, pp. 120-138

leadership, and labour flexibility within small to medium‐sized enterprises (SMEs). Using a sample comprising 755 employees … transformational and transactional leadership on the one hand, and temporal and functional flexibility on the other. Further, to test … authors used multilevel analysis for hypothesis testing. Findings – Both dimensions of transformational leadership, visionary …

Persistent link: https://www.econbiz.de/10014731357

Union militancy during economic hardship

Bithymitris, Giorgos - In: Employee Relations 38 (2016) 3, pp. 373-389

empirical material. Findings – The HH case indicates that certain collective identities and leadership qualities account for …

Persistent link: https://www.econbiz.de/10014732580

HRM, Employee Relations And The Labour Market

Gunnigle, Patrick - 2002

The transition from school to work: a European perspectiveIn general, a person's employment and educational biographies do not alwaysrun smoothly and in only one direction. Interruptions often occur, or theindividual may begin to move in different or new directions

Persistent link: https://www.econbiz.de/10012675431

HRM in UK hotels: a focus on commitment

McGunnigle, Peter J.; Jameson, Stephanie M. - In: Employee Relations 22 (2000) 4, pp. 403-422

Explores human resource management (HRM) and the established relationships between HRM, the management of “commitment cultures”, the recruitment and selection procedures, and the training and development practices considered necessary to develop employee commitment. The literature suggests...

Persistent link: https://www.econbiz.de/10014730912

Benchmarking HRM and the benchmarking of benchmarking

Rodwell, John J.; Lam, Jeremy; Fastenau, Maureen - In: Employee Relations 22 (2000) 4, pp. 356-374

Organisations with low absenteeism and low turnover can be distinguished from organisations with high absenteeism and turnover through the identification and implementation of sophisticated and strategic best practices such as benchmarking relative cost position, developing a corporate ethic,...

Persistent link: https://www.econbiz.de/10014730914

What shapes HRM? A multivariate examination

Bin Othman, Rozhan; Poon, June M.L. - In: Employee Relations 22 (2000) 5, pp. 467-480

The link between business strategy and human resource management (HRM) practices has received considerable attention from researchers. It is generally believed that integrating strategy and HRM will result in positive organizational outcomes. The empirical evidence for the strategy‐HRM...

Persistent link: https://www.econbiz.de/10014730916

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