Organisational commitment is a desired outcome of human resource management (HRM) strategies given its links to positive attitudes and behaviour in the pursuit of change. The organisation, however, is just one of several foci for employee commitment and this paper explores the links between...

Building on lessons from a Biblical story, this paper analyzes and suggests mental frameworks and an innovative perspective for managing contemporary new psychological contracts, by drawing on a case of a nation which was found unfit for a new type of existence, a different life ethos, and...

Purpose – To analyze lower level employees' retrospective views of their experience with organizational changes introduced by management; to provide a typology of change responses based on employees' interpretations. Design/methodology/approach – Canadian bank employees' accounts of their...

Purpose – The purpose of this article is to examine how the labour process of further education lecturers has changed as a result of legislative reforms introduced in the early 1990s. Design/methodology/approach – The paper draws on labour process theory and emergent perspectives on “the...

Purpose – This study aims to contribute to a better understanding of resistance to change (RTC) by examining the role played by organisational commitment (OC) as a potential predictor and moderator in the analysis of RTC. Design/methodology/approach – First, alternative models of OC were...

Purpose – The purpose of this study is to add to the existing literature on the impact of organizational changes on psychological contracts by examining the exchange between employer and employee obligations and organizational commitment and intention to turnover in a causal model....

Purpose – The purpose of this paper is to explore how experience with organizational change influences employees' reactions to change. While exposure to an increasingly frequent organizational change can lead to change fatigue and cynicism, it can also generate more positive reactions to...

It is considered whether consultation is a strategy that can be used to bring about change in those organisational settings where attempts to provide senior managers with off‐the‐job training has had little or no effect. Findings are reported which suggest that while consultation can be...

Uses a longitudinal case study approach to analyse changes in industrial relations in a chemical company over the last decade. The authors argue that the concept of “waves” can be used to help understand developments during this period. The first wave related to the crisis of the early 1980s...

The multiple roots of Employee Assistance Programmes belie the commonly held view which sees them simply as the descendant of Occupational Alcohol Programmes. Their origins in performance management processes, however, and particularly the way in which their development has been influenced by...