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...

The radical critique that HRM developments reflect a determination to impose new forms of managerial control is discussed. It is argued that the intent, intensity and zeal of contemporary managerial initiatives, reflecting strong ideological overtones, give credence to the theory and HRM in this...

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,...

The relationship between job dissatisfaction and the decision to leave paid employment in favour of business ownership is explored. Particular attention is paid to the level of job satisfaction enjoyed by the sample studied prior to founding a new business ‐ the job satisfaction of male and...

The introduction of cellular manufacture in two factories is examined. In the first factory, the economic difficulties driving the changes were anticipated rather than being felt. Its most pressing problem was how to divide its products into the “families” ecessary for cellular production....

Responsibility for human resource management is being spread around organizations in two ways: by decentralization, the allocation of personnel tasks formerly undertaken centrally to more local parts of the organization; and by devolution, the allocation of rules formerly undertaken by personnel...

The greatest challenge for management of human resources in the 1990s is to place their local actions in a framework of global thought and strategy. Focusing on Britain, France, the US, Japan and Germany, outlines the cultural differences in management practices around the world. Suggests a...

Conventional wisdom is that decentralized bargaining, performance pay and individualized remuneration schemes enable managers to utilize human resources more effectively. Examines employers’ recent experiences of such arrangements by drawing on data on company pay policies. Argues that moves...

Considers the career profiles of 103 personnel specialists from research carried out in Ireland, in 1989/1990. The study examined education and training, career progression, reasons for working in personnel, membership of the Institute of Personnel Management and the differences in male and...