The Thatcher government came to power in 1979 with an agenda to transform Britain into an 'enterprise economy'. The chosen means were both legislative reform in the field of industrial relations and economic policies aimed at a labour-market 'shakeout'. In this context we consider how far the public rhetoric of 'human resource management' and 'new individualism' are reflected in the attitudes of union members in one large lock company over a fifteen-year period, revealing that, notwithstanding the harsh climate, union salience has increased. We also attempt to build upon recent work in challenging simplistic dichotomies between collectivism and individualism (Storey and Bacon, 1993). Our aim is to provide an ethnographically 'thick description' (Geertz, 1993: 6) of one workplace assailed by the external forces of 'Thatcherism' and the 'enterprise culture'. The study demonstrates the resilience of a collectivist mentality (Waddington and Whitston, 1997), under certain distinctive circumstances, and qualifi...
1979年，撒切尔政府上台，提出了将英国转变为“企业经济”的议程。所选择的手段既包括劳资关系领域的立法改革，也包括旨在劳动力市场“洗刷”的经济政策。在这种背景下，我们考虑了“人力资源管理”和“新个人主义”的公开言论在一家大型锁具公司15年来工会成员的态度中反映的程度，揭示了尽管气候恶劣，工会的重要性有所增加。我们也试图以最近的工作为基础，挑战集体主义和个人主义之间的简单二分法(Storey and Bacon, 1993)。我们的目标是对一个受到“撒切尔主义”和“企业文化”外部力量攻击的工作场所提供一种民族志上的“厚描述”(Geertz, 1993: 6)。该研究证明了集体主义心态的弹性(Waddington和Whitston, 1997)，在某些特殊的情况下，和合格的……
{"title":"Clinging to collectivism? Some ethnographic shop-floor evidence from the British lock industry 1979-98","authors":"J. Black, Anne‐marie Greene, P. Ackers","doi":"10.1080/095851999340242","DOIUrl":"https://doi.org/10.1080/095851999340242","url":null,"abstract":"The Thatcher government came to power in 1979 with an agenda to transform Britain into an 'enterprise economy'. The chosen means were both legislative reform in the field of industrial relations and economic policies aimed at a labour-market 'shakeout'. In this context we consider how far the public rhetoric of 'human resource management' and 'new individualism' are reflected in the attitudes of union members in one large lock company over a fifteen-year period, revealing that, notwithstanding the harsh climate, union salience has increased. We also attempt to build upon recent work in challenging simplistic dichotomies between collectivism and individualism (Storey and Bacon, 1993). Our aim is to provide an ethnographically 'thick description' (Geertz, 1993: 6) of one workplace assailed by the external forces of 'Thatcherism' and the 'enterprise culture'. The study demonstrates the resilience of a collectivist mentality (Waddington and Whitston, 1997), under certain distinctive circumstances, and qualifi...","PeriodicalId":14185,"journal":{"name":"International Journal of Human Resource Management","volume":"300 1","pages":"941-957"},"PeriodicalIF":5.6,"publicationDate":"1999-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83441775","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Raquel Sanz-Valle, Ramón Sabater-Sánchez, Antonio Aragón-Sánchez
Over recent years there has been an increasing interest in the field of human resource management. Currently, the literature encourages the consideration of human resources as strategic factors, not only because they play important role in strategy implementation, also because they are beginning to be reckoned as sources of sustainable competitive advantage. Relationships between human resource management and strategy have been studied from different perspectives. This article focuses on one of them. It examines matches between human resource practices and types of business strategy. The question addressed is: do human resource management practices vary with business strategy? To answer this question, empirical research was developed. Using data collected from 200 Spanish companies, this paper demonstrates significant associations between some human resource practices and business strategy in companies. Reported results support some of the previously established relationships. Implications for future rese...
{"title":"Human resource management and business strategy links: an empirical study","authors":"Raquel Sanz-Valle, Ramón Sabater-Sánchez, Antonio Aragón-Sánchez","doi":"10.1080/095851999340323","DOIUrl":"https://doi.org/10.1080/095851999340323","url":null,"abstract":"Over recent years there has been an increasing interest in the field of human resource management. Currently, the literature encourages the consideration of human resources as strategic factors, not only because they play important role in strategy implementation, also because they are beginning to be reckoned as sources of sustainable competitive advantage. Relationships between human resource management and strategy have been studied from different perspectives. This article focuses on one of them. It examines matches between human resource practices and types of business strategy. The question addressed is: do human resource management practices vary with business strategy? To answer this question, empirical research was developed. Using data collected from 200 Spanish companies, this paper demonstrates significant associations between some human resource practices and business strategy in companies. Reported results support some of the previously established relationships. Implications for future rese...","PeriodicalId":14185,"journal":{"name":"International Journal of Human Resource Management","volume":"1 1","pages":"655-671"},"PeriodicalIF":5.6,"publicationDate":"1999-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"88077857","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Based on the opinions of experts in the field of international human resource management (IHRM), scholarly journals were nominated and ranked. Each respondent nominated five journals he or she would reference when writing a manuscript or researching a topic in international human resource management. The same journals were also ranked. Based on both the nominations and rankings, strong agreement was found for the top journals in IHRM. These included both mainstream management journals (e.g., Academy of Management Journal) and sub-field journals (e.g., International Journal of Human Resource Management). This study suggests that, besides the mainstream journals, international management journals have both prestige and impact in the sub-field of international human resource management.
{"title":"The ranking of scholarly journals in international human resource management","authors":"Paula M. Caligiuri","doi":"10.1080/095851999340468","DOIUrl":"https://doi.org/10.1080/095851999340468","url":null,"abstract":"Based on the opinions of experts in the field of international human resource management (IHRM), scholarly journals were nominated and ranked. Each respondent nominated five journals he or she would reference when writing a manuscript or researching a topic in international human resource management. The same journals were also ranked. Based on both the nominations and rankings, strong agreement was found for the top journals in IHRM. These included both mainstream management journals (e.g., Academy of Management Journal) and sub-field journals (e.g., International Journal of Human Resource Management). This study suggests that, besides the mainstream journals, international management journals have both prestige and impact in the sub-field of international human resource management.","PeriodicalId":14185,"journal":{"name":"International Journal of Human Resource Management","volume":"10 1","pages":"515-519"},"PeriodicalIF":5.6,"publicationDate":"1999-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79839271","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Recent research investigating human resource management (HRM) in organizations has used the systems approach which views HRM as a coherent set of practices. In particular, the notion of high-performance work system identifies a set of HRM practices that are presumed to be more responsive to the environmental challenges currently faced by organizations. Empirical studies have confirmed the system notion, particularly of what has been referred to as the high-performance work system, and its impact on organizations. Explaining its existence in organizations, which will help address the question of limited adoption, is only beginning, with one study each done in Great Britain and Canada. The present study extends the notion of competing interest groups to explain the existence of an HRM system, using more active influence measures. A sample of 222 business organizations in the United States reveals that, of four likely interest groups examined, unions and HRM departments prove to have competing interests in a...
{"title":"Stakeholders in high-performance work systems","authors":"M. Galang","doi":"10.1080/095851999340567","DOIUrl":"https://doi.org/10.1080/095851999340567","url":null,"abstract":"Recent research investigating human resource management (HRM) in organizations has used the systems approach which views HRM as a coherent set of practices. In particular, the notion of high-performance work system identifies a set of HRM practices that are presumed to be more responsive to the environmental challenges currently faced by organizations. Empirical studies have confirmed the system notion, particularly of what has been referred to as the high-performance work system, and its impact on organizations. Explaining its existence in organizations, which will help address the question of limited adoption, is only beginning, with one study each done in Great Britain and Canada. The present study extends the notion of competing interest groups to explain the existence of an HRM system, using more active influence measures. A sample of 222 business organizations in the United States reveals that, of four likely interest groups examined, unions and HRM departments prove to have competing interests in a...","PeriodicalId":14185,"journal":{"name":"International Journal of Human Resource Management","volume":"28 1","pages":"287-305"},"PeriodicalIF":5.6,"publicationDate":"1999-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73460035","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Recent years have witnessed a burgeoning literature on the type of work organization which is most conducive to high performance. A common theme running through this literature is the need for firms to introduce schemes for enhanced employee participation. In this paper the distribution of such schemes is considered and the factors associated with their adoption examined. The willingness of establishments to embrace different forms of employee participation is found to be particularly strong in larger establishments that are part of big organizations. More recently established workplaces and those using advanced technology are also highly likely to have introduced a number of different employee participation schemes. The presence of unions at the establishment is not found to constrain their introduction. Employee participation is, however, a wideranging phenomenon and individual schemes differ markedly. It is therefore important to distinguish between unlike schemes. Their distribution is seen to conform...
{"title":"The distribution of employee participation schemes at the workplace","authors":"R. Mcnabb, K. Whitfield","doi":"10.1080/095851999340675","DOIUrl":"https://doi.org/10.1080/095851999340675","url":null,"abstract":"Recent years have witnessed a burgeoning literature on the type of work organization which is most conducive to high performance. A common theme running through this literature is the need for firms to introduce schemes for enhanced employee participation. In this paper the distribution of such schemes is considered and the factors associated with their adoption examined. The willingness of establishments to embrace different forms of employee participation is found to be particularly strong in larger establishments that are part of big organizations. More recently established workplaces and those using advanced technology are also highly likely to have introduced a number of different employee participation schemes. The presence of unions at the establishment is not found to constrain their introduction. Employee participation is, however, a wideranging phenomenon and individual schemes differ markedly. It is therefore important to distinguish between unlike schemes. Their distribution is seen to conform...","PeriodicalId":14185,"journal":{"name":"International Journal of Human Resource Management","volume":"13 1","pages":"122-136"},"PeriodicalIF":5.6,"publicationDate":"1999-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90316331","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This paper examines the changing role of HR in the specific context of downsizing. It highlights the key dilemmas facing HR professionals - on the one hand, the contribution of HRM to the achievement of business results has come under increasing scrutiny and, on the other hand, most of the challenges of downsizing are people-related issues that require sophisticated HR interventions. The paper reports the key findings of a pilot study conducted in sixty organizations in the UK that downsized in the last three years. The key conclusion of the study is that the role of HR has become wide ranging, covering the strategic as well as implementation aspects. The clear message from the study suggests that, unless there is alignment between the two aspects, the envisaged benefits of downsizing are unlikely take place. Key challenges facing HR professionals are managing middle managers, managing careers and managing employee expectations. There are indications to suggest that the process role of HR is likely to bec...
{"title":"Downsizing and the changing role of HR","authors":"Kusum Sahdev, Susan Vinnicombe, S. Tyson","doi":"10.1080/095851999340224","DOIUrl":"https://doi.org/10.1080/095851999340224","url":null,"abstract":"This paper examines the changing role of HR in the specific context of downsizing. It highlights the key dilemmas facing HR professionals - on the one hand, the contribution of HRM to the achievement of business results has come under increasing scrutiny and, on the other hand, most of the challenges of downsizing are people-related issues that require sophisticated HR interventions. The paper reports the key findings of a pilot study conducted in sixty organizations in the UK that downsized in the last three years. The key conclusion of the study is that the role of HR has become wide ranging, covering the strategic as well as implementation aspects. The clear message from the study suggests that, unless there is alignment between the two aspects, the envisaged benefits of downsizing are unlikely take place. Key challenges facing HR professionals are managing middle managers, managing careers and managing employee expectations. There are indications to suggest that the process role of HR is likely to bec...","PeriodicalId":14185,"journal":{"name":"International Journal of Human Resource Management","volume":"39 1","pages":"906-923"},"PeriodicalIF":5.6,"publicationDate":"1999-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77528645","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Despite the wealth of literature on HRM and employee involvement, now there has been a remarkable lack of large-scale survey evidence on the diffusion employee involvement in work organizations in Europe. This gap in large-scale survey evidence on the diffusion of direct employee participation has now been filled representative sample of workplaces in ten major European Union countries which commissioned by the European Foundation for the Improvement of Living and Working Conditions in Dublin (the EPOC project). It is by far the most comprehensive overview of the implementation and effects of direct employee participation of its kind. The paper shows that, on the basis of the EPOC survey results, there appears to considerable gap between the rhetoric and reality of direct participation. The paper shows that while the incidence of different forms of direct participation was widespread ten countries, the scope, in terms of number of issues involved and the number of given to employees, was relatively limite...
{"title":"Direct and representative participation in Europe: recent survey evidence","authors":"C. Gill, H. Krieger","doi":"10.1080/095851999340279","DOIUrl":"https://doi.org/10.1080/095851999340279","url":null,"abstract":"Despite the wealth of literature on HRM and employee involvement, now there has been a remarkable lack of large-scale survey evidence on the diffusion employee involvement in work organizations in Europe. This gap in large-scale survey evidence on the diffusion of direct employee participation has now been filled representative sample of workplaces in ten major European Union countries which commissioned by the European Foundation for the Improvement of Living and Working Conditions in Dublin (the EPOC project). It is by far the most comprehensive overview of the implementation and effects of direct employee participation of its kind. The paper shows that, on the basis of the EPOC survey results, there appears to considerable gap between the rhetoric and reality of direct participation. The paper shows that while the incidence of different forms of direct participation was widespread ten countries, the scope, in terms of number of issues involved and the number of given to employees, was relatively limite...","PeriodicalId":14185,"journal":{"name":"International Journal of Human Resource Management","volume":"45 1","pages":"572-591"},"PeriodicalIF":5.6,"publicationDate":"1999-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75254276","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The aim of this paper is to consider the extent to which and the ways in which part-time work is used in the health services of Denmark, France and the UK. The reasons for and the implications of introducing part-time work in the three EU countries are also analysed and compared. Data were collected using questionnaires and interviews from hospitals in Denmark, France and the UK. Questionnaires were completed by heads of department and by part-time employees. Interviews (for the UK sample only) were held with the managers responsible for the introduction of flexible working practices. The findings show that part-time employment is the most common flexible working practice in the health services of all three countries but that the purpose of its introduction differs from one country to another. Part-time work seemed to have satisfied the desire of those who run the National Health Service (NHS) in the UK for cost reduction and for flexibility of working practices. In the French health service it was aimed ...
{"title":"Part-time work in the public health service of Denmark, France and the UK","authors":"M. Branine","doi":"10.1080/095851999340404","DOIUrl":"https://doi.org/10.1080/095851999340404","url":null,"abstract":"The aim of this paper is to consider the extent to which and the ways in which part-time work is used in the health services of Denmark, France and the UK. The reasons for and the implications of introducing part-time work in the three EU countries are also analysed and compared. Data were collected using questionnaires and interviews from hospitals in Denmark, France and the UK. Questionnaires were completed by heads of department and by part-time employees. Interviews (for the UK sample only) were held with the managers responsible for the introduction of flexible working practices. The findings show that part-time employment is the most common flexible working practice in the health services of all three countries but that the purpose of its introduction differs from one country to another. Part-time work seemed to have satisfied the desire of those who run the National Health Service (NHS) in the UK for cost reduction and for flexibility of working practices. In the French health service it was aimed ...","PeriodicalId":14185,"journal":{"name":"International Journal of Human Resource Management","volume":"26 1","pages":"411-428"},"PeriodicalIF":5.6,"publicationDate":"1999-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75285807","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
It is pertinent for organizations that operate in a highly competitive environment to pursue a strategic vision. This study explores the effects of strategic human resource management (SHRM) on the implementation of a strategic vision. Other constructs of importance in the model include leadership, commitment and organizational structure. A total of 400 questionnaires were sent by mail to organizations of various industries and the total number of respondents was 104. Leadership was found to be significant in eight out of ten of the hypotheses, thereby indicating that the leadership of an organization plays an extremely important role in the achievement of a vision. Also, SHRM functions such that HR planning, recruitment and selection, rewards and compensation as well as training and development have significant effects in the achievement of different visions. For the vision of regional growth, leadership and organizational structure was found to be significant. Where market growth is pursued, leadership,...
{"title":"Effects of strategic human resource management on strategic vision","authors":"I. Chew, P. Chong","doi":"10.1080/095851999340107","DOIUrl":"https://doi.org/10.1080/095851999340107","url":null,"abstract":"It is pertinent for organizations that operate in a highly competitive environment to pursue a strategic vision. This study explores the effects of strategic human resource management (SHRM) on the implementation of a strategic vision. Other constructs of importance in the model include leadership, commitment and organizational structure. A total of 400 questionnaires were sent by mail to organizations of various industries and the total number of respondents was 104. Leadership was found to be significant in eight out of ten of the hypotheses, thereby indicating that the leadership of an organization plays an extremely important role in the achievement of a vision. Also, SHRM functions such that HR planning, recruitment and selection, rewards and compensation as well as training and development have significant effects in the achievement of different visions. For the vision of regional growth, leadership and organizational structure was found to be significant. Where market growth is pursued, leadership,...","PeriodicalId":14185,"journal":{"name":"International Journal of Human Resource Management","volume":"1 1","pages":"1031-1045"},"PeriodicalIF":5.6,"publicationDate":"1999-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73854760","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
As companies internationalize and expand their operations into more countries, language questions inevitably come to the fore. As a response to operating in many languages and co-ordinating a multinational workforce, companies may adopt a common language for internal communication. However, the challenges associated with such a 'language standardization' and the broader HR considerations have received limited scholarly attention in the extant literature. This article addresses, therefore, the implications of language issues for a range of international HRM activities, including staff selection, training and development, and international assignments. We also explore language policies in the light of HR considerations and the strategic positioning of language-competent staff. The insights gained from various company examples demonstrate that multinationals rely on short-term and long-term HR responses to deal with the language issue. The analysis also reveals the critical role played by expatriates as lang...
{"title":"Adopting a common corporate language: IHRM implications","authors":"R. Marschan-Piekkari, D. Welch, L. Welch","doi":"10.1080/095851999340387","DOIUrl":"https://doi.org/10.1080/095851999340387","url":null,"abstract":"As companies internationalize and expand their operations into more countries, language questions inevitably come to the fore. As a response to operating in many languages and co-ordinating a multinational workforce, companies may adopt a common language for internal communication. However, the challenges associated with such a 'language standardization' and the broader HR considerations have received limited scholarly attention in the extant literature. This article addresses, therefore, the implications of language issues for a range of international HRM activities, including staff selection, training and development, and international assignments. We also explore language policies in the light of HR considerations and the strategic positioning of language-competent staff. The insights gained from various company examples demonstrate that multinationals rely on short-term and long-term HR responses to deal with the language issue. The analysis also reveals the critical role played by expatriates as lang...","PeriodicalId":14185,"journal":{"name":"International Journal of Human Resource Management","volume":"33 1","pages":"377-390"},"PeriodicalIF":5.6,"publicationDate":"1999-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87998301","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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