Summary
Contents
Subject index
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.
The Morality of HRM
The Morality of HRM
When reading accounts of human resource management (HRM) practice in the UK and North America, it is noticeable the extent to which the data are (literally) the voices of management. To take a few examples. John Storey's classic research study of mainstream UK organizations involved interviews with ‘a vertical slice of mainly line managers … drawn from corporate level, through MDs of various businesses, works managers and so on down through the operational structure to first line management’ (1992: 19). Similarly, the second Warwick company-level survey (Marginson et al., 1993: 2–3) involved a questionnaire administered via interviews with a senior executive responsible for personnel and industrial relations matters, and one responsible for finance at 812 UK corporate offices. ...
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