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Reddy, Michael - In: Personnel Review 23 (1994) 7, pp. 60-78

descendant of Occupational Alcohol Programmes. Their origins in performance management processes, however, and particularly the …

Persistent link: https://www.econbiz.de/10014974391

What has been happening in organization theory and does it matter?

Willmott, Hugh - In: Personnel Review 24 (1995) 8, pp. 33-53

Examines recent developments in organization theory and considers their relevance for personnel practitioners. Suggests that an important contribution of these developments has been their challenge to the authority of established analyses in which there has been a tendency to overlook the...

Persistent link: https://www.econbiz.de/10014974415

Managing culture change: can it ever be ethical?

Woodall, Jean - In: Personnel Review 25 (1996) 6, pp. 26-40

Considers corporate culture management as an area where ethical concern and analysis has been weak. Examines … justification of corporate culture management as an essential ingredient for corporate success, and finds little evidence to support … potential ethical frameworks for the interpretation and guidance of corporate culture management initiatives. Makes a case for …

Persistent link: https://www.econbiz.de/10014974443

The consequences of competence: a critical assessment of the Management NVQ

Grugulis, Irena - In: Personnel Review 26 (1997) 6, pp. 428-444

Presents a critical account of the implementation of the Management NVQ in three case study companies. Deals with two … main themes: first, the way in which the candidates reacted to the management standards, reinterpreting their own roles and … the “management competences” are, at best, irrelevant and at worst, actively harmful. …

Persistent link: https://www.econbiz.de/10014974470

Managers’ perceptions of strategic HR change

Skinner, Denise; Mabey, Christopher - In: Personnel Review 26 (1997) 6, pp. 467-484

Describes an ongoing research project investigating how human resource strategies are conceived, designed and implemented in organizations as perceived by the managers involved. Data has been gathered using questionnaires completed by 723 managers studying the Open University MBA, over a...

Persistent link: https://www.econbiz.de/10014974472

Academics and their managers: a comparative study in job satisfaction

Oshagbemi, Titus - In: Personnel Review 28 (1999) 1/2, pp. 108-123

. Sources of these differences are identified, and the general conclusion is that management position, characterised by …

Persistent link: https://www.econbiz.de/10014974506

Born to fail? Empowerment, ambiguity and set overlap

Collins, David - In: Personnel Review 28 (1999) 3, pp. 208-221

This paper offers an account of empowerment as an ideological construct. Rejecting management accounts of empowerment …

Persistent link: https://www.econbiz.de/10014974511

The reality of equal opportunities

Skinner, Denise - In: Personnel Review 28 (1999) 5/6, pp. 425-438

Part‐time work has been the major area of employment growth during the last decade and now forms almost one‐quarter of total employment in the UK. Within the literature it is argued that a key aspect of the growth of part‐time work is its role in enabling an organisation to meet the...

Persistent link: https://www.econbiz.de/10014974521

Managing for the First Time

Dawson, Stuart - In: Personnel Review 30 (2001) 6, pp. 711-717

Persistent link: https://www.econbiz.de/10014975035

Transforming your Workplace

Dawson, Stuart - In: Personnel Review 30 (2001) 6, pp. 711-717

Persistent link: https://www.econbiz.de/10014975036