Analyses a communication exercise within a case study company. The exercise is in preparation for the implementation of a new element of the company remuneration package which was to be based on a central philosophy of employee involvement and team problem solving. The communication programme...

The management of human resources in the UK public sector has been dramatically transformed in recent years. Discusses the major areas of change in relation to: generalist and specialist personnel roles; relationships between personnel professionals and line managers; and perceptions of...

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 a consequentialist ethic. Proceeds to identify areas...

Considers the pursuit of high quality, flexibility and employee commitment alongside significant downsizing and delayering initiatives. Examines the impact on surviving employees in downsized and delayered organizations. Proposes that organizations need to be more mindful than they have been in...

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...

Comprises the first stage of a two‐part study on emerging paradigms of human resource management in the Czech Republic. Conceptualises the process by means of appropriate HRM models and stakeholder analysis in order to link the external environment to the organisation. Predicts that influence...

Explores the implications arising from the complete devolvement of human resource responsibilities within an organization to line managers. Reviews the changing role for line managers through the literature related to the adoption of HRM. Uses theories by Guest and by Storey as a framework to...

New empirical research is presented on the human resource management implications of introducing a service excellence programme into an Australian optometry company. The case study is used to demonstrate the difficulties of changing employee behaviour and illustrates how the rhetorical hype...

Evidence to date shows a divergence in the methods and approaches used by companies to introduce empowerment and indeed a wide debate as to the meaning and appropriateness of the term itself. The popularity of the concept has led many organisations to “dive in at the deep end”, wanting to...

It is suggested that change can be more successfully introduced from the bottom up than from the top down. Careful attention to the eeds of subordinates is not enough; the employee must play a major part in decision taking. Detailed knowledge normally resides with those closest to the work,...