Experiencing Human Resource Management examines human resource management (HRM), its management and effects, from the perspective of those at the “receiving end” of human resource initiatives and strategies. If HRM is to contribute to the objectives of organizations, it is imperative to understand how HRM techniques are being applied and experienced. This book tells the experiences of employees in more than 20 organizations across a number of sectors and countries, and sets out to answer three questions: + A decade or so from its arrival, is HRM delivering its promises? + Of the many documented changes in workplace policies and practices, which can be distinctly attributed to HRM? + Where changes are occurring in HRM, who is benefiting? Presenting not the usual managerial focus, but a rich and valuable view from employees, Experiencing Human Resource Management will be of great value to academics and advanced-level students in human resource management, industrial relations and sociology, as well as to practitioners dealing with employment related issues.

Quality and Culture Change Programmes

Quality and Culture Change Programmes
Quality and culture change programmes

The debate concerning the supposed emancipation of operatives and shop floor employees resulting from those HR initiatives that cluster under the banner of quality and culture change programmes has been raging for some years. The argument can be characterized as devolution versus deskilling, empowerment versus intensification, commitment versus compliance, discretion versus surveillance, flattening structures versus bolstering bureaucracy and so on. For the most part practitioners and consultants are zealots while academics remain sceptical, but the empirical evidence used to support their respective cases is invariably strained through an ideological filter. For this reason the next three chapters are especially welcome, both for rehearsing this debate and for going on to determine grass-roots perceptions in a variety ...

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