- Subject index
This major textbook meets the clear need for a substantial but accessible introduction to the practice of human resource management (HRM) within the context of relevant theory and current debates. In a discussion that ranges from the strategic and policy aspects of HRM to the day-to-day processes of employee management, the author identifies and explores key concepts and skills. Distinctive features of the book include: a focus on issues of direct relevance to all line managers, not just to human resource specialists; a combination of a knowledge-based approach with a practical introduction to the most important skills; numerous examples, encapsulating concepts and techniques in clear tables, and a teaching appendix of discuss
Chapter 7: Employee-Management Communications
In advanced industrialized countries where collective bargaining was traditionally the centrepiece of the human resource management system, management communication with employees was essentially indirect with information to employees reaching them (essentially as union members) via the union. This occurred through the medium of employee representatives on both joint negotiating and joint consultative committees; admittedly these indirect flows of information were often supplemented with notice board postings and company newsletters. In such systems it was in fact the ‘household name’ non-union firms which were characterized by the most comprehensive communication arrangements targeted at individual employees.1 Such firms, for instance, frequently conducted employee opinion surveys in order to identify (and remedy) any sources of possible job dissatisfaction that could trigger a demand for union ...