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.

Changing Corporate Culture: Paradoxes and Tensions in a Local Authority

Changing Corporate Culture: Paradoxes and Tensions in a Local Authority

Changing corporate culture: Paradoxes and tensions in a local authority
GraemeMartin, PhilBeaumont and HarryStaines

During the course of the 1980s and 1990s it would have been difficult not to have come across any medium or large organization in the UK that had failed to experiment with a programme of cultural change. These programmes have their roots in the discourse of excellence associated with the Conservative government philosophy and policies of the 1980s (Du Gay, 1996: 56) and, as such, have been much more than passing fads in managerial theory and practice (Willmott, 1993). A number of features characterize these programmes (Legge, 1995; Mabey and Salaman, 1995; Meyerson and Martin, 1994; Bate, 1996): (1) they were based on ...

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