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.

Culture Change within a Regional Business Network

Culture Change within a Regional Business Network

Culture change within a regional business network
JuliaConnell and SuzanneRyan

A strategic alliance, or network, is the ‘coming together of a group of enterprises to use their combined talents and resources to achieve results which would not be possible for the enterprises operating individually’ (NIES, 1993). Much of the literature on strategic alliances has concentrated on organization design and marketing aspects (Buttery and Buttery, 1992; Dean et al., 1996) with little attention being given to the labour management aspects. However, as Iles maintains, ‘alliances and partnerships involve more than sharing money, technology and products; they also involve sharing people and HRD practice’ (1996: 81).

The focus of the study described in this chapter is the ‘sharing of practices’ among a network ...

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