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.

Training and Development at an Agrochemical Plant

Training and Development at an Agrochemical Plant

Training and development at an agrochemical plant

A remarkable consensus currently exists amongst employers, trade unions, academics and policy-makers concerning the benefits of investing in training and development.1 To a large extent, interest in skill formation is being driven by concerns relating to the position of the British economy in the international division of labour and the enduring competitive malaise affecting much of manufacturing industry. Differential levels of training activity are frequently cited as central in explaining the superior performance of overseas companies when compared with their British counterparts (Daly et al., 1985; Mason et al., 1994; Steedman et al., 1991; Lynch, 1994). The alleged emergence of new production systems has further served to intensify interest in workforce skills ...

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