Based on empirical work from two major UK organizations. British Airways and BT (formerly British Telecom), both of whom have, after privatization, engaged in large‐scale culture change programmes. Both organizations have made substantial job cuts and (at the time of writing in May 1991) both...

There is currently very little research to support the popularly held claim that “closeted” homosexual workers will have a less positive work‐related attitude and no empirical investigation of companies that prohibit discrimination on grounds of sexuality. This study used data from a...

In examining attempts to move towards HRM‐style practices in organisations, the term “greenfield” helps to conceptualise the break with existing employee relations practices, either on new or on existing sites, or to undertake a philosophical break with the past. Focuses on one stimulus to...

Explores employee experiences of HRM within a division of a non‐unionised Korean owned MNC, which comprised a mix of greenfield site and brownfield site factories. Explores employee perceptions of the effectiveness of communication and consultation within the company. Incorporates a...

Examines five strategic human resource management (HRM) issues using a qualitative methodology. Two of these are related to the central organisational‐level constructs of structure and culture. The other three pertain to HR strategy, HR competencies, and HR outsourcing. The study employed the...

This article questions whether a core objective of HRM – to manage organisational culture – is feasible, other than at a most superficial level. On the basis of an in‐depth case study analysis the authors argue that the dominant values of society at large are implicated in what appears to...

It is argued that management seek to close the gap between their employees’ requisite and actual performance, not only by mechanisms of “primary” control but also by imposing their own belief systems as a “strong” culture. However, such belief systems are never successfully transmitted...

In many organisations, changes in organisational structure and the introduction of technology are occurring simultaneously, impacting upon personnel in many different ways. The process of such changes, how they interrelate and how they affect personnel are discussed, through examining some of...

Analyses the links between the process of cultural change and managerial career systems. Describes qualitative research conducted in Jaguar Cars, British Airways, British Nuclear Fuels and British Airports Authority while experiencing major changes associated with privatization decisions....

Increasingly both academic and industrial commentators advocate that a commitment to service quality improvement requires the development of “service driven culture” or a “total quality culture”, based on approaches to human resource management which ensure greater employee involvement...