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...

Describes a process through which an organization moved from traditional personnel management towards a more strategically oriented human resource management. Focuses on tracking down, periodically, the actions taken by the human resource manager and his/her relationships with the strategic...

Analyses the links between the process of cultural change and managerial career systems. Describes qualitative research conducted in Jaguar Cars, British Airways, British Nuclear Fuels and British Airports Authority while experiencing major changes associated with privatization decisions....

Reviews the business process re‐engineering (BPR) vision of radical business process change, focusing on the use of information technology to facilitate a shift away from linear/sequential work organization towards parallel processing and multidisciplinary teamworking. Highlights BPR′s...

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...

Describes research into managers′ experiences of significant organizational change attempts. The research project was aimed at developing frameworks which: describe, illuminate and enable a better understanding of managers′ journeys through organizational change; serve as a template for...

Uses personal construct psychology and ideas about personal mythology to explore the significance of our choice of occupation, and the impact of organizational change on our core beliefs and values. Argues for a more sensitive, informed and complex response to resistance to change, and an...

Evidence has emerged from an analysis of two organizational case studies to suggest that a relatively discrete and processual view of management development may be contributing to the “failure” of development strategies and activities to meet organizational expectations during a time of...

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...