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基本説明

Examines: the emergence of HRM, its core assumptions and dimensions, the extent to which it represents a coherent strategy for employee management and the conditions under which it will tend to prevail as a preferred approach.

Full Description

Drawing on a wide range of organizational examples, this book brings a new balance to assessing the role and impact of HRM. It looks at the core assumptions of an HRM perspective, and at what happens when organizations seek to implement HRM. The contributors show that there are a number of tensions and contradictions inherent in an HRM concept that raise central issues for practice. They demonstrate that HRM is one approach to employee management that will tend to prevail in certain contexts and conditions rather than universally.

Specific themes include: HRM and competitive success; organizational culture and HRM; HRM, flexibility and decentralization; reward management and HRM; HRM, Just-in-Time manufacturing and new technology; HRM and trade unions; HRM as the management of managerial meaning.

Contents

HRM - Peter Turnbull and Paul Blyton
Debates, Dilemmas and Contradictions
PART ONE: THE EMERGENCE OF HRM
HRM - Mike Noon
A Map, Model or Theory?
Human Resource Management, Competition and Strategy - Richard Whipp
Some Productive Tensions
Human Resource Maximization - Rick Delbridge and Peter Turnbull
The Management of Labour under Just-in-Time Manufacturing Systems
PART TWO: DIMENSIONS OF HRM
Organization Culture and Human Resource Management - Emmanuel Ogbonna
Dilemmas and Contradictions
Empowerment or Emasculation? Shop Floor Surveillance in a Total Quality Organization - Graham Sewell and Barry Wilkinson
HRM and the Limits of Flexibility - Paul Blyton and Jonathan Morris
Decentralization - Ian Kirkpatrick, Annette Davies and Nick Oliver
Friend or Foe of HRM?
`Locating the Line' - James Lowe
The Front-Line Supervisor and Human Resource Management
Reward Management and HRM - Ian Smith
New Technology and Human Resource Management - Caroline Lloyd and Mike Rawlinson
PART THREE: MANAGEMENT, UNIONS AND HRM
Managers' Attitudes to Human Resource Management - Michael Poole and Roger Mansfield
Rhetoric and Reality
Human Resource Management and Trade Union Responses - Miguel Martinez Lucio and Syd Weston
Bringing the Politics of the Workplace Back into the Debate
PART FOUR: A NEW FORM OF MANAGEMENT PRACTICE?
HRM - Tom Keenoy and Peter Anthony
Metaphor, Meaning and Morality
Afterword - Paul Blyton and Peter Turnbull