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.

From Public Sector Employees to Portfolio Workers: Pioneers of New Careers?

From Public Sector Employees to Portfolio Workers: Pioneers of New Careers?

From public sector employees to portfolio workers: Pioneers of new careers?

Dramatic changes are being predicted in managerial career patterns. Expectations of steady, progressive and orderly movement up an organizational hierarchy are thought to be increasingly unrealistic as organizations downsize, delayer and restructure to deal with a turbulent environment and increasing competition (Kanter, 1989; Handy, 1994; Bridges, 1995). Instead individuals are being urged to manage their own career and specifically to concentrate on developing their own employability which will allow them to be less dependent on any one organization.

This chapter focuses on what is being heralded as a contemporary career transition – moving from a managerial position in an organizational hierarchy into the less structured ...

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