Reassessing Human Resource ManagementDrawing on a wide range of organizational examples, this book brings a new balance to assessing the role and impact of HRM. It looks at the core assumptions of an HRM perspective, and at what happens when organizations seek to implement HRM. The contributors show that there are a number of tensions and contradictions inherent in an HRM concept that raise central issues for practice. They demonstrate that HRM is one approach to employee management that will tend to prevail in certain contexts and conditions rather than universally. Specific themes include: HRM and competitive success; organizational culture and HRM; HRM, flexibility and decentralization; reward management and HRM; HRM, Just-in-Time manufacturing and new technology; HRM and trade unions; HRM as the management of managerial meaning. |
Contents
The Emergence of HRM | 16 |
The Management of Labour | 56 |
Dimensions of HRM | 74 |
Empowerment or Emasculation? Shopfloor Surveillance in a | 97 |
HRM and the Limits of Flexibility | 116 |
Friend or Foe of HRM? | 131 |
The Frontline Supervisor | 148 |
Reward Management and HRM | 169 |
New Technology and Human Resource Management | 185 |
Management Unions and HRM | 200 |
A New Form of Management Practice? | 233 |
Afterword | 256 |
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Common terms and phrases
achieve approach argued behaviour Blyton Britain British Capro cent central chapter collective bargaining commitment competitive concept context contradictions corporate decentralization economic effective emphasis employee relations employment evidence example firms flexibility goals Guest Hendry HRM policies HRM practices HRM strategy Human Resource Management identified implementation important improve individual industrial relations integration internal involvement issues Jaguar Japanese Journal of Management Keenoy labour market Legge line management linked London managerial manufacturing ment Nissan objectives operating organization organizational culture particular performance personnel departments personnel function personnel management Perspectives on Human Pettigrew plant problems production process quality circles reality responsibility Reward Management rhetoric role Routledge sector senior management shop stewards shopfloor skills social staff Storey structures suggests supervisor surveillance T&GWU team leader teamworking theory tion total quality Total Quality Management trade unions traditional UMIST values workforce workplace