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The empty company: morality and job security
Warren, Richard C. - In: Personnel Review 25 (1996) 6, pp. 41-53
business organizations are complex, morally significant institutions in addition to being instruments designed to fulfil an …
Persistent link: https://www.econbiz.de/10014974444
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Stress Interventions with Trade Unions
Orlans, Vanja - In: Personnel Review 20 (1991) 2, pp. 11-17
The focus is on the planning and implementation of stress interventions within trade union organisations in the UK. Case material from two trade union projects is presented, together with an overview of some of the key areas of potential stress in such organisational settings. In addition, an...
Persistent link: https://www.econbiz.de/10014974326
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Influence of ethical beliefs, national culture and institutions on preferences for HRM in Oman
Katou, Anastasia A.; Budhwar, Pawan S.; Woldu, Habte; … - In: Personnel Review 39 (2010) 6, pp. 728-745
Purpose – The paper seeks to investigate the association between ethical beliefs, aspects of national culture and national institutions, and preferences for specific human resource management practices in the Sultanate of Oman. Design/methodology/approach – A total of 712 individuals working...
Persistent link: https://www.econbiz.de/10014974170
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Human resource management practices on organisational commitment
Hashim, Junaidah - In: Personnel Review 39 (2010) 6, pp. 785-799
Purpose – Islam urges all Muslims to perform their utmost best when they work. Giving the best requires full commitment. Employees' commitment is influenced by many factors, including the management styles within the organisation. This paper aims to examine the management of human resources...
Persistent link: https://www.econbiz.de/10014974173
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The Management of Personnel
Thomason, George F. - In: Personnel Review 20 (1991) 2, pp. 3-10
The broad approaches to the acquisition and utilisation of human resources at different phases in the growth of industry are examined. It is concluded that at each stage some relationship exists between business strategy and human resourcing responses made to external labour market conditions,...
Persistent link: https://www.econbiz.de/10014974318
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Organizational Configurations: Implications for the Human Resource/ Personnel Management Debate
Duberley, Joanne P.; Burns, Neil D. - In: Personnel Review 22 (1993) 4, pp. 26-34
Considers the changes in the way that we theoretically conceptualize organizations being brought about by the … configurations approach towards organizations. Shows that the concept of fit is crucial to this approach and that this can be … operationalized at both a macro and a micro level in organizations. With reference to three case studies, considers the implications …
Persistent link: https://www.econbiz.de/10014974357
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Downsizing: is it always lean and mean?
Kinnie, Nicholas; Hutchinson, Sue; Purcell, John - In: Personnel Review 27 (1998) 4, pp. 296-311
Discusses how downsizing has been associated with the move towards lean working in organisations and with having negative consequences for employees. Considers the extent to which downsizing is lean and mean drawing on an extensive review of the available literature. Concludes that downsizing is...
Persistent link: https://www.econbiz.de/10014974480
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Human Resource Management: A Multiparadigmatic Analysis
Kamoche, Ken - In: Personnel Review 20 (1991) 4, pp. 3-14
The decade has witnessed unprecedented interest in what has been seen as a radically new direction in the management of people in organisations: human resource management (HRM). HRM has, however, been bedevilled by controversy and ambiguity to the extent of being regarded as just another...
Persistent link: https://www.econbiz.de/10014974971
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The Paradox of the Management of Culture or ″He Who Leads is Lost″
Anthony, P.D. - In: Personnel Review 19 (1990) 4, pp. 3-8
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...
Persistent link: https://www.econbiz.de/10014974312
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A greenfield in black coal
Waring, Peter - In: Personnel Review 30 (2001) 3, pp. 280-296
Studies the introduction of individualised employment relations at the Bengalla Open Cut mining operation in the Hunter Valley coalfields of New South Wales, Australia. Describes and explains the “greenfield” strategy of the managing owner of the mine, the US multinational, the Peabody...
Persistent link: https://www.econbiz.de/10014973761