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.

View from the Bridge and Life on Deck: Contrasts and Contradictions in Performance-Related Pay

View from the Bridge and Life on Deck: Contrasts and Contradictions in Performance-Related Pay

View from the bridge and life on deck: Contrasts and contradictions in performance-related pay
AislingKelly and KathyMonks

The complexities surrounding the issue of reward management can be seen as indicative of the contradictions that exist within the discipline labelled human resource management (HRM). For example, Storey's (1992: 27) distinction between ‘hard’ and ‘soft’ HRM identifies the need for ‘strategic interventions designed to elicit commitment and to develop resourceful humans’ (soft HRM) and ‘strategic interventions designed to achieve full utilization of labour resources’ (hard HRM). The current state of knowledge on reward systems suggests that these are often designed to attempt both strategic interventions together; how successful they are on either count is perhaps ...

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