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...

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...